Hewlett Packard Enterprise

The people I worked with on a day-to-day basis were generally exceptional.

Benefits were

No consistency in corporate vision or culture. Things that should be fundamental and immutable parts of our core were thrown out and replaced with shocking regularity. No one bothered trying to remember the "core values" because they kept changing so often.

The quality of the people in senior leadership positions varied greatly. Some of the VPs were excellent, inspirational leaders, but they were the exception rather than the rule. For some reason, the culture at HPE tends to put clueless, empire-building ass-kissers into key senior leadership positions. Failures of leadership are clearly to blame for most of HP's big problems over the years.

I despised the system of forced ratings distributions for performance evaluations. No more than 10% of the people in a team can receive the top rating, and at least 7% MUST get the worst rating, regardless of the circumstances, with no exceptions. As a manager, this gave me an incentive to tolerate, even encourage, poor performance in some people just so I could have justification for giving the poor performance ratings at the end of the year. It's a stupid, counter-productive, and demoralizing policy.

Make some real commitments and show some loyalty to your remaining US workforce. The majority of the folks left in the US feel that the writing is on the wall, and it's only a matter of time before what's left of R&D is moved to India, where it will die a slow death.