Hire-Fire Culture - werkgeversreview Anonieme werknemer bij Paytm

During my time at Paytm (2023–2024), the organization struggled with clear prioritization. There was a strong push to diversify into multiple business areas simultaneously, often without sufficient focus or product readiness. New pilot teams were frequently created around underdeveloped products, with high expectations for quick market validation. If these initiatives did not gain traction, entire teams were often dissolved. This created a sense of instability and made long-term planning difficult for employees. Additionally, growth and job security appeared to be influenced more by tenure and relationships with senior leadership than by consistent performance. This led to noticeable disparities in accountability and contribution across teams.