Indeed

• Delicious eats at the cafeteria
• Complimentary snacks
• Java on the house

• Inadequate coordination and management across teams.
• Consistent grievances from various teams under all GMs, citing redundancy among multiple teams.
• Constant challenges in Japan vs. US collaboration.
• The US management's previous emphasis on increasing employee count as an achievement was a central theme, with pride in phrases like "I expanded the team to X."
• Subpar middle to senior management, lacking understanding of management principles such as operational leverage and project management. The management tends to excessively micromanage experienced engineers, allocating specific tasks and dictating their actions, which is not an efficient use of time.
• Minimal upward feedback, and neither Japan nor US managers pose the basic question: "How can we improve?" And the few that do, don't act upon it.

Define your expectations for managers, enhance project execution, gauge efficiency, and streamline the company. Certain teams essentially manipulated the reorganization depth system, for instance.