Avantages
1. People at the individual contributor level are amazing to work with, and even some middle management as well. 2. The products themselves serve to make the lives of teachers and students better.
Inconvénients
1. The company lacks a cohesive strategy for integrating its many acquisitions, which creates inefficiency and confusion. 2. Leadership decisions—especially within the product organization—are reactive and financially driven rather than guided by a long-term vision. I have no idea how the CPO is still employed after the terrible leadership over the past 2 years. 3. Major restructures, such as the overhaul of Nearpod’s sales and customer success functions, were executed without clear plans or sufficient support, contributing to instability and financial loss. Not once was this mentioned in the many doom and gloom town halls led by product leadership. Zero accountability taken for business decisions made by upper management. 4. Accountability tends to be misplaced, with blame directed toward individual teams or brands instead of addressing systemic leadership and strategy issues. 5. Renaissance has completely sucked the pride and spirit out of working on Nearpod and Flocabulary.