1. No personal development. Yes, there are constant talks about it and how it is important, but in the end of the day, when the manager operates in eastern-european location, where she has cheapest possible workforce, there is no reason for doing that. Yes, talking is cheap.
2. Point one is confirmed by moving to new office.
3. Point one is confirmed by practical impossibility to apply to a higher position inside the company. From the manager perspective, if they have SDET I already working, and SDET II position opened - there is no benefit in re-evaluating current employees, and reward them by promotion. Manager would rather keep SDET II rack open, so that the job offer would look more attractive, and newcomer would be found faster.
4. Manager is always someone different. Managers rotate so frequently, that they even don't have time to on-board.
5. There are no SW architects in the company. Yes, there are people, having architect-related job descriptions, and getting architect's salaries, but post-mortem, by sporadic nature and the quality of the product, we can see that company is still missing architect influence.
6. Management have recently discovered, that "trust for management" indicator is very low across the company. So, instead of coming back and trying to find what major promises have not been met, management just launched "clarification campaign". If they could come back to their employees and say "sorry, guys, we misled you, but all those lies have been only for your good", they could recover better. Better, but not completely, because who will want to trust a guy who talks one thing and continues to implement the opposite?
