When Jack Griffin began his tenure as CEO of Time Inc. less than six months ago, employees were optimistic. Coming in after a string of layoffs and reorganizations had killed morale at the company, Griffin was positive, he had a clear strategy and he talked of more open communication.
But soon, Griffin started to, in the words of one employee, “suck the life out of the place.” Recently, people had started to talk openly inside the company about how long he’d last.
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