- Upper management is often insensitive to your work-life balance and your self-esteem. Much like a child, you will be scolded and questioned when you screw up, and sometimes when you don't.
- Culture drives long hours for the sake of long hours, often reducing efficiency.
- Somewhat farther from the 'hub' of the Bay Area, where all the hustle/bustle occurs (SF, SJ, SC)
- Decisions are not always governed by reason or reliance on metrics. They are often guesses/intuitions/orders, therefore subject to the whimsy of upper management and thus frequent change.
- Reliance on vanity metrics evades scrutiny and is accepted as best practice. This increases the frequency of "number-fudging". In contrast, "Web 2.0" companies have begun to evaluate engagement metrics rather than simply pageviews. Depending on your point of view, this may signal an obstinate adherence to doctrine that is impeding the growth of innovative, effective proselytization techniques.
- Pay is low. Consider ASUS a school.
- Market position is assured, so divergence from doctrine is usually blamed for ledger discrepancies, rather than celebrated or encouraged.
- Product build quality can be god-awful. Different HQ-based teams can be difficult.
- Guidance from headquarters is a gray area. It can be overbearing, poorly defined in scope, vague, and at times completely baffling.
- Hubris leads to strange messaging from ASUS (See over-reliance on Eee-branding)
