Cisco

Solid company, will be around for the next 10-20 years. Lots of places to find a niche. Lots of locations worldwide, a wide variety of software and hardware positions. Flexible work hours, telecommuting, easy to stay connected 24x7. Highly educated workforce, lots of very smart people to hang out with and learn from. Market leader in many, many categories. Free popcorn and drinks. Engineers have access to state-of-the-art computers, labs, and networks. They also have access to some of the biggest customers in the world; you wouldn't have this level of acceptance working for a startup or a mid-level company.

It is a large company. 2001 brought some tough downsizing, but there are still a lot of people failing to live up to their potential. This is mostly due to incompetent middle management on average—folks who have gotten promoted because they've stuck around for a long time and will put up with the crap that goes on with politics and maneuvering.

No more HR department; the first and second-level managers are expected to "do it all": lead the way, set the example, motivate, and train, as well as be de facto technical leads and pollinate projects across groups and locations.

Cut out the layers. Evaluate the middle managers on more than just longevity. What innovations have been fostered? What risks have been taken, regardless of success rates? The badge cards say we are supposed to take risks, but the reality is far from it. Who is looking forward versus treading water and avoiding conflict? Who is reaching out across groups and getting customers excited about Cisco solutions?