They keep proving this every single day.
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And yet they are pumping out the kool-aid and we are asked to lap it up!
@cy The current leaders have long career at consultancy companies like Accenture. They are trained to lie outright and always over promise and under deliver. That's how they make money. They will never say no to anything.
At some point I'd like to think that they will realise that they are pumping out nonsense. I have worked here for a very long time and seen leadership come and go all with their own ideas as to what we are. Whatever we are mere custodians of a company with a genuine social purpose, and I would like to think that many people who work here still believe deeply in that mission. The idea of helping people "realise the life they imagine through learning" or whatever the latest marketing spin you put on it remains true. People show up because they care about education, fairness, and doing work that matters. I feel that there there is a widening gap between that purpose and the lived experience. Our products increasingly feel like a premium product, accessible to those who can afford it, which is not the company I signed up to where historically we were working for broad access and social good. The contradiction is difficult to reconcile, and it weighs heavily. Culturally, I feel there is growing distrust and fatigue. Senior leadership continues to push new initiatives, frameworks and ideas, often framed as innovation or transformation, without sufficient recognition of capacity, resourcing, or the cumulative strain on teams resulting in a workforce that is constantly asked to “do more with less”, absorb change at speed, and remain positive while feeling stretched and unheard. I, like I am sure you are, are tired. I feel underpaid, unrewarded and undervalued, with pay increases not keeping pace with inflation, job titles that lag behind actual responsibility, and limited tangible recognition for sustained effort. Compensation and progression do not reflect the contribution being made, which quietly erodes trust. Despite this, I still turn up. I feel colleagues care about learners, customers, and each other and that is lost by the leadership. Much of Pearson’s success is driven not by the structures pushed from the top, but by the commitment, professionalism and goodwill of the people at the bottom who keep things moving despite the pressure.