Executives have no idea how to run a business, and are often absent both in influence, and in presence. In IT, most of the Development Managers are clueless, and the team managers are also too self absorbed to realize their own shortcomings and figure out how to add real value other than to create processes, schedule mandatory meetings, and impose their (often incorrect and mutually conflicting) vision of how solutions, both operational and product, should be designed. The ones who succeed in being promoted into management are those who are typically disingenuous, cunning, and dishonest. As the previous reviewer said, it does often feel like a family, especially one at the holidays - dysfunctional, full of bickering, infighting, and quite frankly people unwilling to listen and resolve conflicts by basically talking over you.
They purport to embrace agile. Do not be fooled. It is a waterfall method, embedded within an agile sprint, which is in turn embedded within a waterfall release cycle - which basically means run the full SDLC within a 2 week sprint, repeat 4x for each release. Anyone with any operations experience will tell you the setup cost of continuing to jump start a heavy waterfall cycle in such short iterations robs each team of any meaningful amount of productivity.
There are no roadmaps, no roads to map, and only pictures of ideal states which do not reflect those of the client needs and requirements. Simple, workable, and effective solutions are distorted into fanciful solutions which cannot realistically be delivered. Others - direct, specific, requests - are manipulated by managers to such a degree that the clients have outright berated the presenters during demos for completely missing the mark, not understanding their business, and being completely irrelevant.
