Friction between teams can be problematic, especially between engineering/Product Management and Marketing/sales, though I think that may have been specific to my product groupings. Also a lot of middle and upper management turnover over the past several years, though I would blame much of this on the multiple acquisitions that Ivanti had performed at a rapid pace that essentially smooshed 4 companies into 1, so there was a lot of growing pain. This is also a global company, and there can be some head butting between different regions management styles, though I would admit much of that is cultural vs. a company-wide problem.