Cisco

Cisco offers reasonable and competitive compensation packages with the ability to earn more via bonuses, CAP awards, and such.

It's possible, with a strong performance, a supportive manager, and a manager who understands the tools and processes, to award significant rewards per year to an employee.

As an acquisition, our product has floundered. It has undergone several management changes, failed in critical areas, and there appears to be no ownership or consequence for those failures.

Many teams have taken defensive positions to eliminate work or ownership of product growth and development. The product is circling the drain, and no one seems to care.

For a period, a renewals team didn't exist, and customers were simply canceled without warning. The product looks as it did 7 years ago. Any efforts to introduce new features have resulted in a huge number of bugs (customers treated as beta testers), undocumented features, and usability issues.

There are a significant number of long-term Cisco managers, occupying roles for 15 years or more. These managers seem lost in a Dilbert comic, able but unwilling to enact change, making sure to not rock the boat or do anything to actually improve the products they're part of.

Products are extremely complex, developed by engineers for engineers, with no focus on usability or the human experience. Customers complain about complex deployments and call in for guidance configuring the most simple of features.

The acquisition of Meraki shows an ability to recognize a strong, usable product, but it's yet to be seen whether Meraki will survive the Cisco touch.

Stop hiring the same type of engineer without necessary review. A CCNA doesn't equate to a strong work ethic or the ability to perform adequately in a role.

Purge the ranks of the drifting employees who are happy to collect a Cisco paycheck but not provide any meaningful forward movement for the company.

Create products which are straightforward to understand and deploy. Make product teams responsible for documentation and innovation. Ensure engineering teams take ownership for shipping stable products. Five years of failed engineering efforts due to a horrendous amount of bugs shouldn't be possible for one product.