various opportunities to explore yourself in different positions. Talk to or work with people with different domain knowledge and expertise.
Wide product base and knowledge base.
Restrict growth space; too many managers sitting on top.
When you consider "resource actions", do consider getting rid of some managers. Anyway, it is the engineers or salespeople who do the real job.
I joined IBM Global Delivery Company Limited weeks ago. My team worked on the Suncorp project, an Australian insurance company. There were three rounds of technical interviews, all conducted via phone because they did not reimburse travel costs to S
General engineering questions. Chat with management: typical questions include which IBM products you've used, what you expect from working at IBM, and so on. Then, lots of JVM internals questions (how finalizers work, what to use instead, how GC w
I was called for a phone interview, asking general questions regarding projects that I had previously worked on. I was then sent to an on-site interview with the manager I had previously spoken with and a team lead. The interview questions were rela
I joined IBM Global Delivery Company Limited weeks ago. My team worked on the Suncorp project, an Australian insurance company. There were three rounds of technical interviews, all conducted via phone because they did not reimburse travel costs to S
General engineering questions. Chat with management: typical questions include which IBM products you've used, what you expect from working at IBM, and so on. Then, lots of JVM internals questions (how finalizers work, what to use instead, how GC w
I was called for a phone interview, asking general questions regarding projects that I had previously worked on. I was then sent to an on-site interview with the manager I had previously spoken with and a team lead. The interview questions were rela