- The Store Tech org's product-focused culture slowly got weaker over time. Business needs are important, but there were a number of examples where we wanted to get data to better solve domain issues and were roughly told "no, because I said so", or got stuck working on a vanity project for a VP. This is demoralizing to teammates who are there to solve problems rather than collect a paycheck (because realistically, engineers can collect great paychecks at lots of places).
- Strong focus on pair-programming can mean that there are times when you might just feel like you're watching someone code. From where I stand now, I can honestly say that's what it actually was sometimes, especially when skill/experience levels were slanted between partners. The pair programming requirement is sort of a carry-over from the Extreme paradigm, and does tend to result in very high-quality code amongst the DSG tech teams that use it. However, if you're looking for more flexible schedules or are working from an area with poor bandwidth, it can make things tough for your situation.
- Poor recognition of high performers due to DSG treating tech like a business org rather than a separate entity. The tech organization's ability to keep up with the market in terms of comp is hampered by top leadership. I got a lot of marketable skills during a series of high-business-priority initiatives I took part in. Even with my manager and director fighting very hard to get high performers recognized, I found that my skills were much better compensated elsewhere by similar companies. This isn't exclusive to DSG, it's an issue across enterprise orgs where leadership doesn't want to rock the boat by asking for more funding, and instead blame it on a "labor shortage".
- The product and design orgs need leadership that actually respect the meritocratic contributions of its contributors (including female veterans of the industry we were lucky to have). When I was there, it seemed to be headed by leadership that was kept there due to not rocking the boat with the business. Some of the best design experts were given titles that probably came with great salary bumps, but which also didn't give them the merited responsibility of determining policy. DSG needs those people in decision-making roles not out of entitlement, but because of their demonstrable capabilities.