Oh, God.... So many.
Broke as Whimpy from the Popeye cartoons (If I can borrow money for a hamburger today, I'll gladly repay you on Tuesday....)
To many Chiefs analyzing tons of data to optimise the Indians - but there is not enough Indians and the Chiefs (General Managers and above) worry about BS metrics instead of maintaining the plant or hiring bodies to meet commitments
Sales goals in areas where competitors outclass our best services 100Mb-to-3Mb.
No communications with customers when there is an issue (personal experience with this one).
Technical (Local) Managers lost all their support staff and have to rely on Technicians to do work Admin Assistants used to do.
Bad Managers stay in position if they make quotas, Great Managers go to work for the cable company.
Constant changes in organizational hierarchy to cut bodies in newly acquired areas (CT, FL, TX, CA AT&T and VZ staff).
They move lots of highly paid ($25 and hour), experienced (20+ years) technical positions from where they had been under acquired areas (Sun Prairie, Coeur d'Alene, Everett, Oxnard, Wentzville) to areas where they can new hire and pay the bare minimum (Kingman, Myrtle Beach, Deland, Provo) and raise the commission rates instead. (So they sell higher internet speeds instead of fixing the network congestion or old equipment issues).
Bypassing entire green-field (new construction) areas or projects because building in them do not meet 'payback criteria', but they have no problem plowing in FIOS when an executive moves into the neighborhood.
Complaints about 20% market penetration, then chooses not to upgrade/expand service without CAF2 (federal) money to pay for it.
Failure to use U-Verse technology to fill in areas of numerous MDU (apartments) because it's expensive, but doesn't upgrade the old copper facilities so all customers in same MDUs are stuck with 3Mb service.
