Veeva Systems reviews

There is a CMO and Sr Directors, everyone else is early to mid career at best. This demonstrates the power trip Marketing "leadership" is on - the micromanagement is beyond anything I've ever seen or experienced. Monday morning mandatory meeting for Marketing, just about every week someone cries in or after the meeting, as "leadership" tends to attack relentlessly rather than providing a safe, creative, nurturing environment. Recently, a negative review was posted here and someone got fired over it despite the fact that she didn't write it - vindictive environment encouraged. "Leadership"talks in WE and US and TEAM and means you do the work, I'll tear it apart, tell you that it's unacceptable, re-do and take you down in team meetings, which are not TEAM meetings they are roastings.

Some senior managers get away with demeaning, overbearing, demoralizing behaviors. "Veeva speed" is ridiculous...just stop saying it. Four to six month recruiting/hiring cycles are not speedy. Waiting more than a year for key decisions on significant customer offerings is not speedy. Not making decisions isn't speedy. An excessive number of iterations on processes that never get implemented isn't speedy. "Managers as doers" is ridiculous...managers get beat up for not focusing on strategic thinking, and at the same time, they are overloaded with client project activities because teams are understaffed (or people aren't doing their jobs). You cannot have it both ways. Major infrastructure/process projects are constantly put off because there are perpetual--hourly--priorities or crises. Poor performance by individuals has no ramification other than the good people have to take up the slack for those who simply don't do their work, despite repeated reminders to adhere to SOPs and work instructions. This means that extra checks have to be built into the process and, even then, there are significant regulatory gaps. Make sure that people really do what they're supposed to and not force others in the group to take up the slack. Product managers add features and functions without really taking business impact into consideration. Too many times we've seen significant product changes that basically undermined our ability--and clients--to work effectively and have insight into what's going on. Some PMs seem to resent input from customer service teams; their attitude seems to trickle down from the head of product management (who is dismissive of customer service teams, to say the least). There's no training on business systems used for every day activities or on corporate processes. Even with Veeva's Share page (supposedly the go-to place for critical info), it's impossible to find information or how-tos. This means that people waste time trying to track down info, then waste others' time asking them because it couldn't be found. Veeva needs to invest in a centralized internal training department that ensures employees have the info and skills they need to do their jobs effectively and efficiently.