Nasdaq
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Nasdaq Leadership & Management
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
How are the managers & leadership at Nasdaq?
Strengths in strategic clarity, transparent communications, and reported execution progress are accompanied by uneven people management experiences and localized operational friction. Together, these dynamics suggest a capable top team driving a clear transformation, with benefits to be gained from improving manager consistency and day-to-day support during ongoing change.
Positive Themes About Nasdaq
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Strategic Vision & Planning: Leadership consistently articulates a multi‑year direction centered on platform‑led growth and the Integrate, Innovate, Accelerate priorities. They tie this vision to a structured operating model with defined divisions and a mission anchored in liquidity, transparency, and integrity.
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Open & Transparent Communication: Leaders provide frequent, detailed communications via investor days, earnings materials, and IR channels that outline capital allocation, priorities, and progress. The CEO emphasizes regular, clear communication with employees and stakeholders during periods of change.
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Strong Execution: Management reports progress against integration, efficiency, and deleveraging milestones alongside concrete AI and cloud product rollouts. Operational stability and market posture are repeatedly linked to disciplined follow‑through.
Considerations About Nasdaq
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Neglect of Employee Support: The onboarding experience is described as unprepared in places, and some comments call for managers to listen more and reduce micromanagement. These gaps suggest uneven attention to day‑to‑day support despite broader cultural initiatives.
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Siloed or Fragmented Leadership: Experiences vary by team and region, with bureaucracy, reorgs, and inconsistent management quality noted. This indicates that top‑level alignment does not always translate uniformly across the organization.
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Poor Execution: Operational pain points appear in areas such as onboarding readiness and shifting priorities during integration cycles. These issues point to execution strain at middle layers while large‑scale transformations proceed.
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