SIX

Home office is used extensively and collaboration works smoothly. Internal collaboration is good, but the relevant knowledge (see competitive services) is only available among a few people. This makes it difficult to implement good solutions and often ends up in long discussions.

The company is trying to establish itself on the crypto market and there are some interesting projects. Unfortunately, the management shows little interest in implementing the services properly, which is why solutions develop here that are very complex and not very attractive for customers. Organizationally, there is a strong dividing line upwards, i.e. there is communication from the top down, but interaction is limited to 1-2 events a year where concerns are heard. Everyone is responsible for his or her own career, and there is hardly any support. In case of problems, people in management and HR are willing to listen but there is hardly any help, unless you do it yourself. As a first step, the management should become active and - listen to the problems of the people - plus design measures together with them and - help with the implementation.

Mergers, the will to become better. SIX is slowly realizing that employees need to be promoted in terms of skills and abilities.

Top management is very passive, not very visionary and leads very much according to the traffic light system. The company says that it wants to develop employees, but leaves virtually no room for employees, as the work pressure has increased significantly in recent years.