To succeed, spend more time on politics than the actual work - werkgeversreview Strategic Marketing Manager bij Dow

2,0
11 feb 2011
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

work life balance is good assuming you want to stay at or below manager level. Capable operational people. Commercial people have inconsistent talent. some very good and some not.

Minpunten

Operation and execution is very good. But, strategy and vision are very poor. It is big. Not agile. The culture has the people compare their work against themselves and always find a reason to pat on their own back no matter how they perform against others in the market place.

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5,0
16 apr 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Culture and the technical expertise within the company provide for a working environment where you don't work in silo and everyone is willing to help support you

Minpunten

Administrative systems can be burdensome to overcome.

2,0
22 mrt 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Safety culture, flexibility (although less and less over time). Good health insurance and 401k match

Minpunten

Dow’s recent years illustrate the challenges of trying to simultaneously satisfy Wall Street’s demands for strong financial performance and aggressive DEI (Diversity, Equity, and Inclusion) priorities. The company has heavily emphasized inclusion initiatives, including its openly gay CEO publicly sharing that coming out was one of the best days of his life in an internal communication, along with a notable increase in women appointed to senior leadership roles. Hiring practices reportedly require diverse candidate slates—including female candidates—and diverse interview panels before filling positions. These efforts, while well-intentioned, appear to have contributed to a series of questionable strategic decisions. Employees have borne the brunt through repeated rounds of layoffs (including significant cuts announced in recent years), minimal merit increases often in the 2-3% range, stalled promotions, and little turnover at the top levels of leadership. Senior executives seem insulated from the consequences, potentially overlooking how these factors—including their own leadership—may be central to the company’s ongoing struggles.

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