- the business appears to have been taken over by "transformation experts" who thought that it was a good idea to merge not just 2 complex billion pound businesses, but also BAM Ireland, which operates in the European Union with a different currency.... at exactly the same time. This is despite all 3 businesses having very different client bases, and working cultures. This has made BAM Nuttall worse, and seems to have no major positive impact on BAM Construct and BAM Ireland.
- the business is now explicitly about share price, whereas certainly in BAM Nuttall it used to be about cooperative delivery in a supportive and functional way. This is presumably because the temporarily installed hatchet management structure is financially motivated by share price increase and they need to convince naive Dutch pension pot administrators that construction is a "long term reliable stock" and BAM is one of the best. This has resulted in the worst case of classic corporate double-speak, where the board maniacally push out messaging on LinkedIn about how "our people are our assets" and we are "building a sustainable tomorrow" and schmoozing trade journalists who rate our stock... whilst inside the the company, people are being made redundant based on line item because the business has had another "bleeder" project , the sustainability team is in total disarray, the business is nowhere near it's sustainability bluster and morale is at an all time low.
- the PR machine now is far more functional and using it's muscle to explicitly "knowledge asset strip" stuff that was started before the new management came, to increase the share price whilst it mangles internal processes in an attempt to bring together the 3 businesses
- the new focus on LinkedIn PR means that people are recognised not by the work they do, by the grandiose messaging they push out on LinkedIn. This has lead to a notably narcissistic rise amongst the community, and those who are much more focused on doing decent and honest work being underrated and sidelined.
