You'll often find out that another department is trying to address a challenge/problem your own department is trying to address but on their own, so there is a lot of crossed-hairs and doubling up on work. The org is extremely siloed - some departments may never even interact or know what the other department does, even though the admin team is only around 100 individuals. By trying to address the issues as a collective "we" across the org, it fails to truly get to the issues of each individual area and just ends up being a series of company parties to make people feel good - which is certainly important, but is not the critical culture work that needs to be done at the org. For example, some of the admin challenges are related to career advancement and mentorship, which is not necessarily a challenge seen in the labor groups whose main challenges are coming to the table to acknowledge the significant challenges facing the org and industry and what it will take to address that collectively within their individual groups. While the GD is focused on addressing company culture challenges, their approach has been to address it across the board in one-fell swoop to address all the various workforce groups (admin, orchestra, chorus, dancers, crew, house staff, etc.) but each of those groups have their own separate challenges that can only be addressed by focusing on each group individually. This is a given for most orgs with workforces that operate under collective bargaining agreements, but it certainly makes it challenging to achieve significant change and progress when those groups entire function is to ensure things don't change too fast. As an org with multiple labor unions that represent a majority of the workforce (with the exception of the administration) there is a great deal of management vs. Some unethical practices around broken promises (say one thing, do another) and smoke-and-mirrors around budgeting. Leadership values quantity over quality. Old school policies - the company refused remote work pre-pandemic and was aggressive with back-to-office plans repeatedly during the pandemic. Micromanagerial culture all the way to the top with all decisions needing to be made by committee makes day-to-day difficult and does not incentivize ownership, leading to many complacent employees. Some “directors” have no direct reports, limited job scope, and make six figures, while some “managers” have multiple direct reports, multi-million-dollar revenue lines, and make 40% less. Zero transparency and equity in compensation - leveling is all over the place and makes no sense.
Vast workload with most manager+ roles wearing many hats, stuck in execution. Horrifically low pay for anyone under director level, with little to no advancement or merit-based increases.
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