In large, matrixed organizations like Citi, senior leadership roles often require as much focus on stakeholder alignment, relationship-building, and navigating cross-functional priorities as on direct execution. This can sometimes create the perception that leaders are concentrating more on organizational positioning than on visible, forward-driving initiatives, but in reality these activities are essential to achieving results in a highly interconnected, regulated environment.
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What is this pickle trend? Is it a SAM trend?
And don't forget, pickle smooching will get you far at $hitibank
LOL good try HR but at Citi it is all BS. Leaders are not thinking of shareholders but rather their own pockets
Me like Jane me Join Citibank.
Who is HBS bank??
Leadership su-ks at this place. You cannot convince me me otherwise. Sorry HR. Try again.
@OP Hello, Citi "Human" Resources Department ! Nice try though. LMFAO ! No one's buying the Bull$hit !
Citi is a case study for Peter principle. It’s also the living proof that is not what you know but who you know what makes you successful.
Hi HR and empire building, unemployable MD's of Citi Tech and Data. How are you guys doing?
In senior roles at Citi, success often depends not only on driving business outcomes but also on understanding the informal networks, decision-making pathways, and influence dynamics that shape the organization. While this may not always be visible as direct leadership action, the ability to navigate these dynamics effectively can be just as critical to advancing strategic objectives in a complex, highly regulated environment.