10% of CDKi to go - The cull has started
1500 replies (most recent on top)
Customer is happy, Tom and KLT are happy. Keyloop family is happy. Investment coming to India, train and reward the key performers. Only jealous people are unhappy. Hopefully Keyloop business will grow with the right associates in place. Keyloop happy, everyone happy. Revenue grows, salaries increase, investment in India. Cut costs, customers benefit and drives growth and profit.
@9c80 Yeah, that's why customers have literally asked me to make sure India doesn't handle any of their support cases because of the trash quality. About the same level of trash as you find on any Google Street view image of India. That's tough to hear when managing a customer, that they don't appreciate 80% of the workforce. Case closures in numbers, 100% india is on top. But at what cost...
India is exceeding expectations at the moment with regard to customer support excellence and support ticket closures. The investment in India is paying off and we are rewarded as per consequence of high achievement. Positions and careers are moving to India, it is only correct financial incentives follow. Sorry UK/ Europe it is our time. Tom/ KLT see you for seləˈbrāSH(ə)n
@9c3j LOL there is a beautiful Goole Maps challenge. Find any inhabited metropolitan area of India that isn't filthy. You can't. Job done.
At least India had pay rise and bonus this financial year.
@9c3j I have been there and I can say that I personally watched them having a p-o on the road
@9c2g agree on the quality piece. But "their country is a filthy shithole".... Touch grass I'd say.
Honestly, I just find it irritating speaking to Indians in the company, they think they know everything yet know nothing. I'd rather have 1 European over 10 Indians. I don't understand where the air of arrogance comes from with them they have nothing to be arrogant about their country is a filthy shithole.
Sorry to say, but British business culture isn’t that appealing as well. I come from a EU country. That said, Keyloop is failing big on their cultural program because it’s a one fits all UK imperialistic approach. All nations and cultures are different, and if you as a person, leader and company doesn’t respect that - that’s when everything goes wrong and people starting talking bad about others and misbehave against the ELT directions.
I'm
Sounds about right, Nigel. You’ve got a dedicated corner in your room like it’s a VIP section… and you’re the one stuck sitting in it.
Listen here Abdul, Hyderabad is a shi7hole. If it wasn't for us, you would all be Pakistani.
Invest in India, all the expertise is there, we don't need anything else
Following on from the latest post here, the latest rumours from our energetic, bustling and vibrant head office in Reading suggest that a major restructuring of our engineering and product organisations is imminent.
The reason for this is reportedly that our DMSs, which are in ‘maintenance mode’, are too expensive to run relative to the profit they generate, as they also have to cover a large proportion of the costs of the failed apps we are trying to develop and sell.
So, those of you working with DMS who aren’t based in India, expect that your colleagues and yourselves might vanish overnight in the best Houdini fashion without any warning – they’ll just be gone.
Sad, but unfortunately one of the conditions when working for a money-grubbing organisation like FP, which values people, customers and history at a big fat ZERO.
Wishing all the best to those affected and their families.
Listen very carefully.
Document everything, save correspondence, record meetings and phone calls which you have with your manager/ HR. They are not your friends. They are driven by targets and ultimately are being targeted to reduce head count and expenditure. You really don't matter to them in their eyes. When it's your turn to go, you will see their true colours.
This organisation is so corrupt and it's practices are so laughable, that as an associate, I wouldn't be surprised if we see another mass culling akin to that of the P&O ferry debacle before long.
This organisation is so corrupt they will stoop at nothing to remove people and lie to hit their targets. Document their lies, they won't be able to defend them in court on paper when you have evidence. Their verbal approach of making promises and then changing the narrative later on, will be harder for them to defend. This is a corrupt business operating sham policies and processes. You have to play them at their own game.
After watching KLT’s latest video, it’s obvious that we can only hope the sale happens as soon as possible. At least two of them were clearly on something, and the new guy doesn’t even know the name of the department he’s supposed to work closely with. What could possibly go wrong?
I don't know whether to laugh or cry, but it's certainly embarrassing. As the good employee that I am, I am connected with many of you Keyloop colleagues (+300) on LinkedIn and therefore receive a lot of posts about Keyloop and our products in my feed. For a while now - approx. 6 months, I have been keeping statistics (I am a bit of a numbers nerd) on the interactions for these posts. Approximately 5-8% of all interactions come from customers and partners - so "outsiders" of Keyloop, with the rest coming from you colleagues and myself, of course. This is a disappointingly low number according to recognised social media publications such as 'Building a StoryBrand', 'The Art of Social Media' and 'Likeable Social Media', but also when compared to some of our colleagues at competitors.
Management will probably claim otherwise and refer to other statistics that paint a better and greener picture, which is not unusual for companies and, for that matter, countries/regimes living in a utopia. Classic marketing knowledge that you learn in your first semester at university.
If management bothered to read up on recognised employee motivation theories such as Vroom/Lawler, they might remember that it is the employees – not the managers – who create the results, and if the motivation for the results is not there, such as bonuses and pay rises, then the results will not be there either.
Sorry for my long post, but I just feel that we have a management team that lives on their own planet, characterised by the black-and-white knowledge you learn in law and economics studies, instead of the knowledge you learn in management/psychology studies and in the school of life in general.
But that's probably how it is... In any case, it gives food for thought.
There's an old saying from where I live "chat sh-t get ban-ged". Remember you are not in the playground. Choose wisely in life
Nice to see all of the reviews on Glassdoor now reflecting the true feelings of associates. I Hope the reviews prevent other victims becoming part of the disingenuous culture at Keyloop.
@99eg what about “Clueless” instead of clown?
@99k5
No suprises i think we all knew that was going to happen.
For a buisness that bangs on about everyone working the same it doesnt happen.
Too many silos and fifedoms and awards for hitting a number with little overview of how we hit it.
What we need is a focus on accountability........oh yeah we do that dont we?
@99k5 I am really sorry to say that this is nothing new. We have been doing this in the DMS world for the past 4-5 years. Every time we point out something like this, the two responsible P&E DMS Senior Directors say that the priority is of more strategic importance and that we need to build APIs, support the platform and the layered apps.
Their, excuse my somewhat crude language, id--tic and brain-dead approach means that we in all DMSs, maybe with exception from Serti, have now built up such a large technical, legal and fiscal debt that we will never get back on track again. Those 2 seniors should be kicked out the door as soon as possible – even though we know that will never happen. Instead, some of those who pointed out the challenge have been kicked out by them, probably because they didn't have the right Keyloop mentality – 80% is good enough – OMG!
It only takes one dissatisfied employee whom Keyloop has either fired or pi---d off to either exploit the loopholes or report Keyloop to the relevant authorities for the house of cards to collapse and heads to roll. I believe that in the EU, the fine is approximately 10% of the company's turnover, and in the UAE, for example, it is USD 1.5 million per violation. Then we can talk about not getting a bonus or a pay rise that year...
It’s recently come to my attention that the Infrastructure Operations Centre appears to lack clarity in its approach, introducing security risks that are going unnoticed and applying quick fixes rather than proper solutions. It’s disappointing that leadership in that area has allowed the situation to develop this way.
Have anyone ever thought about what the "C" means when working for Keyloop?
CEO = Clown Executive Officer
CPO = Clown Product Officer
CFO = Clown Financial Officer
CTO = Clown Technology Officer
etc.
Now everything going on in the company makes more sense to me than ever.
@99d6 all Senior leaders and wanna be leaders in Keyloop have a 2nd job. Why do you think they are invisible? They are more busy running their own company than running Keyloop.
And while I as a co--y on the floor needs management approval to take on a second job, they probably need zero approval.
The reality at Keyloop now is there is probably no one left to stitch up and covertly promote through the ranks on the ladder of doom. We have seen it all too often where somebody suddenly gets landed on them, a large amount of work and responsibility, all for little or no reward. Often cited as a secondment.
There is little training or support made available to assist them and suddenly as if by magic, you see them slowly and then suddenly disappear. Normally their exit is announced covertly on a town hall. Remarkably their manager or senior who was solely responsible for putting them in the situation, suddenly slips off to the safety of another position within the business, starts kissing backsides again and starts the back stabbing again on another victim. The term could be being thrown under the bus maybe?
The sad thing is, anyone of us could be one of the next victims and that is why I am proactively ensuring that I do as little as possible and pass on my feelings to as many in the industry as possible.
Customers' mostly know what is going on at Keyloop and there is very little surprise when you mention certain events to them and the reason for the absence of employees. Keyloop are despised throughout in the industry. The business is built up of acquisitions of once fine companies who have been asset stripped and the decent employees have either been let go or have ran for the hills.
Another Chief Delivery Officer, ever since Keyloop took over they go through heads of implementation like toilet paper. Never last longer than a few months and never make a difference. You can’t run implementation if you have anyone left who understands what you are installing. Everyone either ran or were removed to save costs but the incompetent CEO strategy is to blame coupled with happy clappers promoted above their capabilities. The guy is just another lamb to sla-ghter.
@999n Comment below this one, there you have one ;) Having a 2nd job or your own business next to Keyloop has never been this easy. Management is overworked and lethargic, they don't have the capacity to verify what/if you're working (on) at all.
As a previous employee I can only encourage those unhappy people to indirectly make dealers, parents and OEMs aware that despite of Keyloop making tons of money, they still keeping raising prices and give zero bonuses or salary increases. Because while Keyloop has no morale or soul, 99% of the companies that engage with Keyloop would not tolerate this because they care.
Many of the automotive press have a possibility to anonymously leak this page and the story you wanna tell.
Asking for a friend what department is working 3 day weeks?
I seem to work 7 day weeks
Those embracing the 3 day work week will be fired soon as that is definitely not going to be tolerated this year. So make sure you have a backup if that's the plan. Also, maybe if the business didn't have so many people with questionable morals/work ethic embracing the 3 day work week last year, targets would have been met and bonus and merit would have been paid. It's a viscous circle.
You call it actively sabotaging, I call it work vs reward. No annual merit increase and no bonuses across the board, even though the company was profitable, means no extra effort and extra breaks.
We made a fine profit, just less than the crazy number the senior leaders projected. I know of employees across departments, from dev to sales, which have wholeheartedly embraced the "3 day work week". I suggest you do some soul searching and aks yourself "why am I still going the extra mile"?
@994v Thank you for pointing out the obvious that others' can't work out.
Actively sabotaging the company you work for by posting derogatory comments is counter-intuitive regardless of how unhappy you are. Beware biting the hand that feeds!
If you honestly hate it that much, please, please leave and, for your own wellbeing, find a job where you can focus on the positives rather than the negatives.
@98zz this board is fun and provides some great reading.
It's great to hear of all the failings going on at Keyloop and how the competitors are able to gain the edge, by doing the opposite of what Keyloop are doing.
Stick to your business model and keep doing what you are doing! You are assisting us to grow our businesses, get more customers and ultimately get pay rises and large bonuses.
I haven't been with the company for more than two years now – I decided to leave of my own accord, but before that I was there for more than 20 years, the last 10 of which were in a management position. I can see on various social media platforms that there have been several changes in Keyloop's senior management, including several times at the same position. Is this something that you employees and customers (I can see and hear that there are also customers who know this website) might perceive as affecting continuity and strategic direction?
Otherwise I hope that everyone is doing well and remembers that there is life outside the job market, whether at Keyloop or not.
To those leaving negative comments: if you have already left or were let go, why not move forward? The world is vast, and you may discover new opportunities—or come to realize that Keyloop wasn’t as bad as it seemed
Poll: Best thing about working at Keyloop is the 3 day working week.
Up arrow YES or down arrow NO
(Note: Really only applicable for those of us who have now decided to work as we are treated and paid)
Once again, Keyloop's arrogance is proving to be a golden opportunity for our competitors. Since FP took over ownership of the company, the English top management has neglected Europe's largest automotive and mobility market, claiming that the market is too fragmented to be succesfull in, even though the real reason is quite different, which I cannot disclose without exposing my identity.
Be that as it may, Keyloop is currently losing significant market share across the DACH region to Cox, Incadea, and Pinewood, among others, all three of which are hiring people on a large scale to support Europe's largest market.
So, for those of you DACH colleagues who want a future in IT for the mobility industry, hurry up and visit the other companies' websites and apply. I know from my personal contacts that they will welcome you, your knowledge, and your passion for the DACH market with open arms.
@97kk
Funny, isn’t it? Once upon a time we decided we were going to listen to customers, because the old approach—telling them what they wanted—clearly wasn’t working. And it still isn’t.
Sadly, this holier than thou attitude trickles all the way down to the most basic communication.
In CE, managers have been told that we must call every customer. On paper, it sounds like a lovely, customer focused initiative. In reality, many customers have told us—explicitly—that they do not want to be phoned and would prefer to be dealt with by email. We didn’t assume this. We asked them.
God forbid they might not want to waste expensive time talking to us, or that they’d rather spend that time making money and supporting their own customers.
Yes, talking can be quicker and more effective. But when customers ask not to be phoned and we ignore that, they quite reasonably feel they’re not being listened to. A far better approach would be to email first and ask whether a call would be helpful.
I’m sure this “call everyone” rule made someone senior feel very clever in a meeting. But if customers don’t believe we listen to their most basic requests, we have no credibility at all.
Awaiting information from a customer? Harass them every 48 hours.
“Dear Mr Customer, sorry it took us several weeks to pick up your case, but can you please provide what we need now?”
Everything we do seems focused on influencing a number, and very little on actually listening to the customer.
The biggest challenge that this company is facing is that we don’t listen to customers and oems anymore. Instead we have some product leaders defining what they think our customers need, based on how we can make the most money instead of what brings the biggest value to our customers. Keyloop are not the only ones that does that, but we are the worst at doing it.
The company could save a tons of money on salary to incompetent product directors if they replaced the process with asking the customers for free instead of their needs.