There's a select group in the Engineering department that makes all the decisions. Multiple groups, across the organization would make meaningful contributions only to have them rejected because the core Engineering group did not do it.
Instead of including teams with proven successes, deploying the same products, in the same environments, artificial barriers to entry were constantly constructed.
Tactics such as:
No access to deployable packages for the applications - because there was no documentation. 800 engineers and no unified updated wiki.
No build and compile guides.
Using google to search our public docs was the most effective way to find out how components fit together. Luckily the documentation team is great.
Multiple code repositories in separate version control systems, and no unified access mechanism.
There were multiple skunkwork projects, where teams across departments and products, secretly collaborated in order to meet the goals and tasks they were assigned. As soon as the success was known, it would be shut down and those responsible were punished.
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Because Genesys did, and still does, have bright minds, many work arounds were created. But instead of embracing them, those teams were isolated and inundated with new requirements. It was embarrassing to watch the chosen team struggle to achieve rudimentary success over the course of months and then years.
NIH was standard operating procedure.
