Adobe

The company knows that transformation is needed to stay on top of a rapidly changing industry. It has so far done a fair job tearing down old and busted pieces from within to create a service-oriented business. Seeing this firsthand with VPs, directors, and management within the "creative" business has been one of my best career experiences. Leadership puts a lot of trust in each employee to do their best. Because of this, there is a lot of opportunity to influence things in a meaningful way that is rare in a company this size. I love each day at my job!

The wide geographic dispersion of employees is difficult to manage, and work tasks sometimes feel like they are flung around without good technical direction.

Certain pockets in the company have a lot of politics.

There are good opportunities to interact with other developers, but many don't take advantage of it (or can't because of fixing tough problems of our own making).

A lot of things that are done by individuals to "check a box": inefficient meetings, partial communication, incomplete work, missing/lacking integration... it feels like this can improve, though.

Look carefully at the problems we are trying to solve. Allow the teams to do more in a self-organizing fashion to get behind ideas they believe they can execute on. Provide the ability for the winners to gain more in this area. Some areas in the company do this better than others; take note.

Use tech partnerships judiciously. Some of them are losing propositions if we let them infest our company with bad tech. Leaders will know exactly which ones are being referred to.

Know when to cull the bad pieces back or remove them to make way for better solutions.