Workplace reviews and discussion: 亞旭電腦股份有限公司

I was fortunate to encounter good R&D colleagues who seriously and patiently guided newcomers step by step.

There are quite a few colleagues who are experienced and of good character.

Most of the upper management are jellyfish-brained. They have no ability to evaluate or make judgments, and understand even less about gathering real information from the grassroots.

The company is trying to transform itself. It suffered a major loss in 2017, and the year-end bonus was paid only after a long delay.

The salespeople who pursue projects only know how to paint grand pictures, emphasizing how beautiful the future will be and writing empty checks to lure clients in. When something goes wrong, they push the responsibility onto R&D.

The company bought a small company in the mountains, saying that it was optimistic about the other party's technology.

The company does not trust its own R&D, believing only that outsiders can perform miracles, without realizing that these outsiders eat meat and drink liquor.

During the collaboration, we repeatedly found that the other party's information was opaque. When problems occurred, they refused to take a position; progress discussions were unclear; their thoughts went around in circles without direction; they could not answer basic questions in meetings; and their technical shortcomings were exposed with ease.

Perhaps they did not really want to be acquired either, but it was a jellyfish-like management decision that they had no choice but to carry out.

The merger decision was also extremely forceful: they deliberately sidelined the original senior manager and pushed the R&D staff under the other team's management to do the work.

Not a single person could accept this kind of merger. Disappointed, disappointed, and even more disappointed.

Working with a team that neither communicates nor cooperates nor takes initiative is also utterly demoralizing.

After the project finally made it through the client's demo amid constant firefighting, the senior manager representing the company only cared about taking credit and basking in the glory. Every time something went wrong, he was completely out of the loop. He would even ask questions that clearly showed he did not understand the technology. No one knows how he ever rose to his position.

The R&D staff were exhausted in every way, while the sales manager insisted on attending client meetings. We were not allowed to speak honestly about the technical aspects, and he never came beforehand to understand what could or could not be done; he only cared about putting on a good show.

During the merger, we begged the R&D staff repeatedly to bear with it and work harder. In meetings, they made all kinds of unreasonable demands of R&D and had wildly unrealistic ideas. Even after interacting with us many times, they still could not recognize who was who. Their tone was arrogant—the standard wealthy-and-powerful type. They are crude people who have exploited countless others and deceived countless others.

All of these matters are supported by evidence, but the department director still refused to believe them. He only said to be more positive and find ways to solve things, thinking that the R&D staff were presenting only one-sided accounts that could not be fully trusted…

Sure enough, the view from the top is completely different from the view on the ground…

The project is still in the midst of a crisis. Once it is over, no one will remain. Every kind of instability has been encountered here. If the company collapses one day, those who made the decisions should be held responsible, rather than blindly shifting the blame to R&D. Anyone with eyes can see who the problem is.

It is just like the recent Puyuma train incident: those in power drift too far above the ground; they take credit for everything good, while those below bear all the blame.