MBDA reviews

Opportunities for development and advancement are tied very closely to the department which employs you. Excessive numbers of managers. Responsibility for delivery without the authority to execute change or take action is a common limitation.

Very, very, slow progression! Because this is a defence company, there is a long history defining "how things are done". That experience is important to deliver on current business, but MBDA needs to transform its approach in lots of areas. This is crucial so they can be competitive and win future business, and also in attract and retain the future workforce. MBDA are trying to strike the balance between retaining knowledge and making the transition I mentioned. Right now, they're not getting this balance right and middle to upper management are at the root of this. Senior leaders identify the problem I describe, but they are effectively powerless to do anything. They've devolved all of their influence and power into a layer of problem managers who can always justify their approach with "the way we do things" thus keeping things the same. All of this means enthusiastic and ambitious young employees are almost certainly going to feel hindered and that they can outgrow MBDA. Just give it time.