Capital One

Good people, friendly culture. Low-pressure work environment in most teams. Go along to get along (high job security if you don't feel like rocking the boat). All in on AWS.

Highly siloed, bureaucratic organization resulting in a similar technical output. "One platform" for everything that also changes every reorg.

Constant reorgs and churn. Mass exoduses are not uncommon.

Very crufty and inefficient agile project management, which prevents real work from getting done.

Product roles spread too thinly, leads to a lot of meaningless work.

Your success in performance management is driven by your manager, not your performance. If you get a good manager, they will get you promoted. If you get a bad manager, they can easily throw you under the bus without recourse.

Teams should be organized around customer focus, not arbitrary, flavor-of-the-week org charts.

Overhaul performance management around a less arbitrary set of metrics.

Audit the agile process used and see if you think it is really focused around customer benefit.

Aggressively cut middle management and use the money to pay more competitive salaries.