Cox Automotive reviews

Teams tend to be way too big so development can be compromised by bureaucracy and discussion with differing parties. Also, at least on DR, lack of technical vision and over focus on "business" is making that unit treat code as disposable so commitment to learn existing implementations is moot since it will be thrown out the door next sprint.

- doesn't have a clear, consistent, and concrete telecommute and flex-schedule policy, when your office is located in Dunwoody, this is a real problem. And no, "work with your manager" is not a policy. - Environment became toxic and political as the business started to show signs of a downturn. - Needless layers of middle management getting in the way of progress and innovation. The smallest deliverables on the most inconsequential of projects needed to be approved, revised, re-approved, edited, delayed, revised, re-re-approved etc... by no less than 6 people. It was impossible to get anything done. - Executive town halls were basically just an hour of MBA-jargon vomit. Making it difficult to understand exactly what the goals and initiatives were. - Instructions from middle and upper management were equally dressed in "manager lingo" which I guess is great way of saying a whole lot without really saying anything at all. - Never-ending re-orgs stagnate growth for non-management employees as they are in a constant state of having to both prove yourself to a new boss every 6 months and waiting for the next re-org to come before any changes are made.