Camunda aspires to operate with the intensity and pace of a high-growth startup. That in itself isn’t problematic — many companies pursue that model. The issue is that it asks employees to behave like founders without offering the corresponding rewards or trust. Long hours, blurred boundaries, and a sense of constant urgency are clearly where the leadership wants to take the culture. Yet equity — the very thing that justifies that level of commitment in most startups — is thinly distributed, and for most, inconsequential.
Employees are often told to “own” their work, have work life integration, not work life balance, take initiative, and operate with autonomy. In practice, strategic decisions are centralized, upward feedback is filtered, and true ownership — meaningful ownership of the company — is reserved for a select few.