Boeing

Unbeatable benefits. Excellent job security. Compelling and challenging work on many contracts. Horizontal mobility to align with interests is openly embraced. Good work-life balance and overtime is nearly nonexistent or otherwise optional on the vast majority of contracts most of the time. Highly diverse workplace with engineers from a variety of backgrounds. Meaningful missions that make a visible impact for high-profile customers.

Inefficient bureaucracy makes any asset procurement or other movement for necessities, such as network accounts, glacial at best and completely stopped at worst.

Performance punishment is present on many teams. Stack ranking creates an unhealthy competitive atmosphere that could potentially incentivize employees sabotaging each other for optics or office politics reasons.

Salaries are far below market for the industry in the area. There is no readily apparent path for career growth for early-career employees besides leaving and coming back.

There's a culture of delaying solving any issue until it is absolutely critical that it be solved, giving a constant "Everything is on fire!" urgency, even when a contract is freshly renewed for new work.

Feedback from stakeholders does not come until the very last possible second on many teams, making feedback a surprise in performance reviews when no one can do anything about it anymore, good or bad.

Senior leadership decisions appear to be largely motivated by short-term cost cutting and seem to readily sacrifice long-term relationships with customers and technical employees.

Senior leadership made out-of-touch statements about high profitability while simultaneously stating that incentive-type compensation, such as salary adjustments and bonuses, will be lowered compared to previous years.

Senior leadership seemed to have little respect for employees who work from home, sometimes going as far as making comparative comments to the effect of "People who work in their pajamas" vs. "People who actually show up" during large all-hands meetings.

Direct report leadership had limited autonomy to fix administrative problems due to aforementioned issues with bureaucracy and senior leadership, creating situations where managers are forced to say, "Well, I know it's a problem, but there isn't anything I can do about it without permission from on high," and cannot address problems without being delayed by long processes.

Don't forget that the people who create the products play a critical role that keeps the company going.

Stop focusing on short-term cash flow and stop taking pages out of the Jack Welch playbook, because Jack Welch is arguably the reason that General Electric struggled for over a decade and shrank over 40%.

If a process is making the company lose more money than it saves, then that process must be revised as soon as possible. Kicking the can down the road makes it worse when the problem starts snowballing out of control.