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The company lacks a clear strategy and operates constantly in firefighting mode. Problems are rarely anticipated and are often handled through temporary fixes rather than real, structural decisions. The environment is highly political, especially at the European headquarters. Some leadership teams appear to have been in place for too long and seem to protect each other rather than acknowledge problems and take responsibility. A clear example is the major planning system transformation project. From an operational perspective, the new solution is not working properly and creates significant complexity for end users. However, because the project has already consumed a large amount of money and has become too politically visible, management does not seem willing to admit to the corporate headquarters that it is failing or that the approach needs to be fundamentally reconsidered. Instead of taking a courageous decision, the organization keeps adding patches, workarounds, and additional layers of complexity. The deployment is also mainly managed internally, with internal consultants who often do not appear to have the required level of expertise for a transformation of this scale. Rather than bringing in experienced external specialists, such as a major consulting firm, to secure the operational deliverables and support the teams on the ground, external consulting support seems to be reserved mostly for executive directors. In practice, consultants appear to help senior leaders structure their work, while the operational teams and project deliverables remain under-resourced. This gives the impression that resources are allocated to protect leadership rather than to make the project successful for the business and its users. There is also a serious lack of transparency toward customers. The company sometimes continues to accept new contracts even though it already knows that the available production capacity will not allow it to properly fulfill them. Customers are not always given an accurate picture of the real situation, which creates unrealistic expectations and then puts enormous pressure on operational teams. Promotions sometimes seem to be based more on political proximity to certain executives than on skills or results. This places some people in key roles without necessarily having the required level of competence, which further weakens the organization. The company needs more transparency, stronger listening to people on the ground, real managerial accountability, and the courage to acknowledge what is not working.