Specific to IT SERVICE DESK:
Weak, petty lower level leadership engaging in derogatory treatment based on personal biases and persistent, all-encompassing micromanagement. Do not expect initiative to be rewarded, or even well tolerated. If you express concerns, expect it will result in hostile treatment rather than anything beneficial.
It is also a long, long road to reach the point of being hired, as opposed to remaining a perpetual contractor. Despite assurances during the interview process that this is just around the corner, my observation was that most worked up to 2 years or more before being brought on board, if they were at all.
Specific to IT AS A WHOLE AT OPS (Operations Center in Richardson):
There are some great, talented people here. However there is pervasive infighting and territorial squabbles as well as a tit-for-tat bit of game playing among the managers of various groups which often hobbles the ability of IT to be a cohesive, efficient force.
In addition, the nearly complete turnover of upper and mid-level management has gutted IT, running off its talent and those with deep legacy knowledge who actually understand how things work well and why.
GENERAL, THE ENTIRE COMPANY:
There was a fantastic culture at this bank in previous years. It was a wonderful place to work for years.
Then recently almost the entire bank leadership and a good deal of management in general left the bank, being replaced by CEO Holmes and others who have NO IDEA what the bank's culture was or what made it great.
With no understanding of culture or structure they began immediately destroying it, like locusts consuming a crop. They declared and dictated, took afront when challenged or questioned, and forced those out who made the bank a great place to be.
The culture when I left recently had been completely destroyed bank-wide. It was a shame to see this all happen.