PRE-IPO
- Low salaries
- Dogmatic views on Agile (vs. agile) development
POST-IPO (the woes of being a profit-driven organization beholden to shareholders)
- Acceleration of SOA- and microservice-based development causes institutional headaches
- Continued institutionalization of "Agile" practices without regard to pragmatism
- Mission slowly changes to align with the realities of being a public company
- More focus on profitable positions, leading to less tehnical innovation and experimentation
- Those whose options have fully vested start to leave
- Those looking for more excitement (and startup environment) leave
- Layoffs and reorgs
- Stock prices tumble
- Idealistic and/or naive people who don't understand (or care) that public companies need to make money and can't survive on culture or mission alone
POST-ACQUISITION
- Acquisition causes many to realize that Opower had been declining (and/or maturing/becoming boring) - even before the acquisition - with the acquisition causing them to re-evaluate their careers
- Acquisition causes some to leave outright because they don't want to work for Oracle
- Amazing coworkers leaving, regardless of reason
- Ridiculous, whiny coworkers who blame Oracle for everything wrong with their jobs/lives/Opower's decline
- People who don't realize that a culture needs to be maintained, not just inherited
AFTER LEGAL ENTITY COMBINATION (demise)
- All of the things that are bad about Oracle
- Many of the people who should leave are staying
- Many of the people who should be stay are leaving
