Boeing

Lots of up-to-date technology, storage, and services at hand, even if it has taken forever to arrive. Caffeine addicts are well catered for, and the office location is handy. Remuneration is fair.

Toxic management culture, at times abusive and lacking any semblance of professionalism.

General corporate culture varies.

Some members of small teams are fine and easy to work with, but there is its share of "prima donnas" – book-smart but not practical or pragmatic members who will not accept that the solutions they are forcing upon other teams/employees are not feasible, workable, or even possible. This inflexibility results in dates slipping because the requestor refuses to accept a practical, working solution over their preconceived ideas, but the blame is put on the engineer trying vainly to provide a solution that will work.

They have convinced themselves that they are a high-performance team, but they produce little usable output. They are slow to embrace any process that requires them to make even the slightest change to their routine, and their cumbersome internal processes mean that implementation of new processes/technology takes far longer than it should. This is antithetical to PW-I's propaganda that they're a fast-moving, innovative division.

Procurement is left to operations people who are busy enough trying to maintain systems and implement services that the developers consider "beneath them" to deal with (Continuous Integration / Delivery / SCM). Management's inability to approve spending is pushed back onto the operational team, who are blamed for delays in implementation.

Communications are terrible, and they actually appear to take pride in not answering phone calls or emails. There's a tacit expectation that you will "tag" the offending persons on internal messaging in the hope that they might respond via that channel. For an international team, this is unprofessional and not acceptable.

Executive Summary: Do not work here. This division is convinced they're the smartest people in the room, but despite this, they produce little, avoid any sort of change, treat operational staff (including DevOps) like underlings rather than co-workers, and micro-manage outside of their experience/ability/role. They are happy to push blame downwards and manage out/constructively dismiss "undesirable" employees that don't fit their toxic culture.

Resign en masse from the Tech Lead through to the directors. None of you are competent, in spite of MBAs/PhDs or whatever bits of paper you have. You don't listen to anyone but yourselves.

Sack the primadonnas and re-hire professionals who are willing to work with DevOps engineers/Operations people rather than try to micromanage them. You might actually produce something new instead of merely reinventing the same niche stuff you've iterated over for years. You are not the high-performance go-getters you've convinced yourselves you are; you're a glorified startup with no direction or willingness to tolerate different ideas.