General Electric

Great medical, PTO, etc.

Upper management seems to be serious about learning how to manage software development teams/projects, but they still have a long way to go.

GE Transportation is still figuring out how to manage software development, and there are some growing pains.

Performance review systems are excessively time-consuming and tend to reward the most narcissistic.

Software engineers are treated like interchangeable cogs in the machine.

Increase granularity of software development roles and titles. There are at least hundreds of different types of software developers. The current structure seems to ignore this.

Appoint managers and team leaders with the knowledge, experience, and freedom to be effective managers. Bringing in managers from different domains and expecting them to properly manage a software development team is not realistic.

Do some reality checks on your hiring process. It does not currently allow team leaders and managers to find and hire the people they need.