Bank of America

Excellent work culture, and mid-level management are largely great.

Some new managers come in from other competitors with an agenda, and then achieve that agenda by suppressing the growth of strong people. They even force cost-cutting that contradicts things like corporate travel policies, forcing staff to fly coach on long-haul flights.

Stop people from coming in and running the organization as they like, even when it contradicts company policies. They also have their own ideas on enforcing quotas on promotions and who should get promoted, based not on the quality of the work they deliver, but on how visible they are to them. I am sorry, but if I am smashing the delivery of my work out of the ground, I don’t want to be sucking up to a manager who fast-tracks the promotion of individuals up to their SLT on the basis of their gender (in order to tick a diversity box, instead of the merit of their work!). Such senior managers are losing the interest and trust of the middle management and front-line teams!

Look, why are technology promotions so hard in comparison to promotions in the market business?