Major areas of concern are not being able to grasp new concepts and apply them to the environment. Inability to absorb experience and expertise of people coming in the door. (The carryover population from Harrahs is really old, stuck in their ways, and running the oldest collection of technology possible. The culture in back of house is very stuck in the ways that have always worked for them and bureaucracy is unbelievable especially in the PMO and IT areas.)
As far as systems, the company runs on many different versions of the same software that are incompatible and cobbled together to "fix it now" vs. "fix it right the first time". It is very difficult to make change as the battleship moves very slowly, if it does at all. This translates to a poor internal customer experience (think, HR, Payroll, other internal groups that need support - they have a very rough time getting what they need)
Heavy Ivy league population in upper management with mixed bag of results from that group. Some are completely a waste of dollars and some are very good. A bit disappointing though to have a boss with 3 Ivy league degrees who makes hasty decisions that negatively affect 50 people on a project team or negatively affects a project schedule over and over again with no repercussions whatsoever.
PM's are consistently tasked with overloaded projects that started off on the wrong foot and are just told to make it work. Caesars tends to throw money at the problem instead of doing it right the first time.
Caesars relies heavily on contract labor so that they don't carry people on payroll and then have to make cuts later...which is great until you are the employee who gets the work from the contractors when they let them go at the end of year. They tend to let go of that flexible expense to boost their bonus eligibility at the end of the year which is based on EBITDA numbers.
My advice is go in as a contractor and keep in mind that it will be a short gig
