Amidst the frequent tales of success surrounding CERN, there’s a tendency to overlook the nuances and weaknesses that pose challenges to its pursuit of excellence.
This report is a candid compilation of insights from past and present CERN staff, as well as external collaborators. Gathered through an anonymous survey, it unveils the authentic challenges impacting CERN’s journey towards excellence and prospects.
Technological Stagnation and Limited Knowledge Transfer
- Outdated Technology Utilization: CERN grapples with a significant challenge in maintaining technological relevance, as evidenced by the prevalent use of technologies that are two decades old. This reflects an incapacity to actively engage in research and development (R&D) to adopt contemporary tools and stay at the forefront of innovation in particle physics.
- Deficiency in Knowledge Transfer: CERN struggles to effectively bridge the gap between theoretical advancements in particle physics and practical applications in the industry. This deficiency is particularly evident in the limited transfer of knowledge, resulting in minimal impact on everyday life.
Hierarchical Rigidity and Limited Opportunities for Young Talent
- Hierarchical Structure and Limited Expression of Young Talent: CERN exhibits a highly hierarchical structure, posing challenges for young talents to voice their opinions and benefit from the wealth of experience among senior managers. The existing system discourages open dialogue and inhibits the dynamic exchange of ideas crucial for fostering innovation.
- Conservative Reward System and Innovation Deterrence: There is a prevailing issue where CERN tends to reward conservative approaches rather than embracing innovation. This approach stifles the motivation of individuals to propose new ideas, creating a culture that is resistant to change and lacks the drive for continuous improvement.
- Departmental Silos and Limited Collaboration: The strict organization into closed departments creates isolated silos, hindering collaboration and synergy. Multiple groups often work on similar activities without effective communication, leading to redundancy and a missed opportunity for collective advancement.
- Lack of Turnover in Managerial Positions: The absence of turnover in managerial positions contributes to a lack of fresh perspectives and innovative thinking. CERN faces a challenge in not having a sufficient representation of young professionals in managerial roles, limiting diversity of thought and hindering adaptability.
Inequitable Workload Distribution, Burnout, and Insufficient Support Structures
- Inequitable Workload Distribution: CERN grapples with an uneven distribution of workload, disproportionately burdening individuals with short-term contracts. Those with indefinite positions may experience a lighter workload, creating a disparity that adversely affects team dynamics and overall productivity.
- High Incidence of Burnouts: The observed workload imbalance has resulted in a significant number of burnout cases among staff. This is indicative of a systemic issue that needs to be addressed promptly to safeguard employee well-being and maintain a sustainable work environment.
- Inadequate HR and Specialist Support: There is a noticeable lack of support from Human Resources (HR) and specialists, as evidenced by their limited presence and involvement. The absence of effective support structures contributes to an environment where employees feel undersupported and left to navigate challenges on their own.
- Unqualified Management and Lack of Soft Skills: The management team faces a qualification gap, particularly in coaching and supervisory skills. While possessing strong technical knowledge, many leaders lack the necessary soft skills to effectively manage teams. This deficiency hampers employee development and overall team cohesion.
- Misutilization of Student Resources: Students are often assigned to operational tasks, such as updating Excel files and writing documentation, and do not align with their educational background. This mismatch leads to dissatisfaction among young students, resulting in negative feedback and high turnover. Additionally, supervisors cannot adequately train and coach these students, further diminishing the learning experience.
Arbitrary Career Progression and Limited Career Mobility
- Random Career Progression: CERN struggles with a lack of systematic career progression. Advancement is often contingent on being in the right place at the right time rather than being linked to contributions to the institution’s goals or alignment with its values. This approach undermines a merit-based system and can lead to frustration among talented individuals.
- Project Dependency for Career Stability: Career stability is heavily influenced by the financial health of projects rather than individual competence or dedication. Even individuals with ideal profiles for the organization may face career uncertainties if they are associated with projects lacking sufficient funds. This creates a precarious situation for employees and may hinder long-term commitment.
- Limited Control Over Career Starting Point: Employees often find themselves in positions they did not apply for, restricting their ability to shape the initial trajectory of their careers. This lack of control over the starting point can lead to dissatisfaction, as individuals may spend years in roles that do not align with their preferences or career aspirations.
- Diminished Attractiveness as an Employer: There is a noticeable decline in the CERN’s attractiveness as an employer. A shrinking pool of candidates expresses a decreasing interest in working with CERN, reflecting a concerning trend that demands immediate attention.
Unfavorable External Stakeholder Relationships
- Unsatisfactory Collaboration Experience: External companies, installers, and suppliers express dissatisfaction with the collaboration experience with CERN. They encounter challenges due to unclear and frequently changing technical requirements specified in the contracts.
- Limited Willingness to Engage: The broader external business community exhibits a reluctance to work with CERN. Potential bidders are hesitant to undertake projects or partnerships due to the perceived risks associated with unclear technical specifications and requirements. Often external companies are forced to break the contract due to the lack of profits.
- Risk-Driven Pricing Disparity: Only companies familiar with CERN are willing to take on the associated risks. However, their willingness to engage comes at a cost—prices quoted by these companies are consistently well above the market average. This pricing disparity reflects the perceived challenges and uncertainties associated with working with CERN.
Inefficient Budget Utilization
- Inefficient Utilization of Annual Budget: CERN faces a challenge in the efficient spending of its yearly budget, resulting in a significant portion, typically between 10% and 20%, going unspent (approximately 100 MCHF per year). This leads to a common practice of rushing to expend these funds at the end of the year, often on non-priority activities, to demonstrate full budget utilization.
- Ineffective Procurement Outsourcing: CERN still faces challenges in correctly outsourcing procurements or services, resulting in contracts that are consistently more expensive than available market alternatives. This persistent issue raises concerns about the organization’s ability to conduct cost-effective and competitive procurement processes.
- Excessive, Unjustified Employee Benefits: The trend of providing too many benefits for employees without clear justification persists. This practice raises questions about the organization’s ability to align employee benefits with strategic objectives and industry standards, potentially leading to unnecessary financial strain.
Ineffective Indefinite Contract Policy and Negative Team Dynamics
- Ineffectiveness of Indefinite Contract Policy: The current policy of awarding indefinite contracts has resulted in a counterproductive dynamic where individuals with such contracts tend to become complacent and work less. This complacency negatively impacts performance and equitable distribution of responsibilities, as these individuals are inclined to avoid risks and pass on tasks to others. The salary of a person with an indefinite contract can reach over 15 thousand euros per month (with a total institution cost of around 30 thousand euros per month). This is substantial and often does not align with the value delivered. Approximately 1 in 10 individuals with indefinite contracts is not meeting performance expectations, resulting in an estimated annual loss of 72 million euros for CERN.
- Unhealthy Competition and High Burnout Rates in Limited Contracts: There is intense competition among individuals with limited contract durations within the same team. This competition often leads to unhealthy practices, including attempts to undermine colleagues or induce mistakes. The consequence is a high incidence of burnouts and sick leave among those with limited contracts, causing significant stress and long-term negative effects. Unfortunately, HR support in managing these challenges is notably lacking.
- Knowledge Erosion Due to High Turnover: CERN experiences a severe loss of knowledge over time due to the exceptionally high turnover rate. This turnover not only contributes to a continuous brain drain but also hinders the accumulation of institutional knowledge. The absence of effective knowledge retention strategies poses a significant risk to the organization’s long-term stability and success.
Diversity and Inclusion Challenges
- Gender Imbalance: CERN faces a significant gender imbalance, with a disproportionately low representation of women. Women are often confined to HR or secretary roles, and the percentage of women in certain technical groups can be as minimal as 2%. This imbalance not only limits diversity but also hinders the organization’s ability to harness a wide range of talents and perspectives.
- Cultural Clustering: There is a tendency for certain teams to cluster along national lines, limiting the diversity of perspectives within these teams. This phenomenon can create insular work environments, potentially hindering collaboration and innovation.
- Language Barriers: English speakers encounter challenges as French is the predominant language in some departments. The language barrier poses a significant hurdle for those who do not speak French, potentially impacting effective communication and collaboration within the organization.
- Reluctance of Certain Nationalities to Relocate: Individuals from certain countries, such as Germany and northern European nations, are reluctant to move to CERN for temporary job assignments. This reluctance restricts the pool of potential talent and may contribute to a lack of diverse perspectives within the organization.
Overconfidence and Limited Technological Impact
- Unwarranted Sense of Superiority: CERN may suffer from an unwarranted sense of being the best in its field due to a lack of direct competitors. This overconfidence can impede critical self-assessment and hinder the pursuit of continuous improvement.
- Limited Major Discoveries: While the Higgs boson discovery stands as a significant achievement, the organization is facing a challenge in consistently producing noteworthy discoveries. There appears to be a scarcity of groundbreaking findings beyond the well-known Higgs boson, potentially limiting the organization’s impact and relevance in the scientific community.
- Underappreciation of Potential Discoveries: The discovery of the World Wide Web (WWW) was a random event rather than the result of a planned project. The management initially did not support the idea.
- Unclear Long-Term Plan: The organization faces a challenge in articulating a clear and comprehensive long-term vision. The absence of a well-defined roadmap for the future can hinder strategic planning, goal setting, and the effective allocation of resources. The Future Circular Collider (FCC) is mentioned as a potential future project, but there are concerns about its viability. The unclear path and feasibility of such ambitious undertakings can create uncertainty among stakeholders and compromise the organization’s ability to secure support and resources for future initiatives.
Safety Oversight and Outdated Installations
- Inexperienced Personnel Assigned to Safety Roles: There is a concerning practice of assigning safety responsibilities to young individuals lacking experience. This may result from a reluctance of more seasoned staff to go on-site. The potential lack of experience in safety roles poses risks and may compromise the effectiveness of safety protocols.
- Outdated Installations and Non-Compliance with Safety Standards: Several installations within the organization are reported to be old and do not conform to modern safety standards. This is exemplified by the presence of asbestos in a gallery where workers operate or obsolete electrical installation, indicating a serious oversight in ensuring a safe and compliant working environment.
This report paints a concerning picture of significant challenges facing CERN across multiple areas – technology, management, budgets, safety, culture and more.
Several troubling themes emerge. There seems to be a rigid hierarchy and resistance to change that is stifling innovation, limiting opportunities for young talent, and leading to knowledge erosion. Outdated technologies and installations indicate a failure to invest in R&D and modernization.
Ineffective management is evident in poor knowledge transfer, lack of collaboration, unqualified leaders, workload imbalances leading to burnout, and improper use of student resources. There also appear to be issues with arbitrary career progression, limited mobility, inefficient spending, excessive benefits without justification, and safety oversights.
The culture seems dominated by overconfidence despite limited recent discoveries, contributing to complacency and lack of long-term planning. Discrimination issues like gender imbalance and language barriers indicate problems with diversity and inclusion.
Relationships with external partners are suffering due to changing requirements, pricing disparities, and collaboration challenges.
Overall, the impression is of an institution resting on past achievements while fundamental problems accumulate unchecked across operations. Without decisive action to enact reforms, CERN risks continued stagnation, brain drain, financial unsustainability and fading relevance.
The stakes are high given CERN’s reputation and the investments made by member states. Renewed visionary leadership, willingness to adapt, and commitment to transparency and accountability appear essential to get CERN back on track to fulfill its scientific potential. An independent audit may also be warranted to thoroughly diagnose and prescribe solutions.