Microsoft

Good work-life balance. Maintains high professional ethics. Possesses very good engineering talents. Has a lot of time to learn and evolve. Certain products have a very innovative approach and aggressive development.

No channel for feedback propagation [actionable].

Compensation disparity with nearby Redmond-based engineers for the same work.

Very high pyramid structure of management suppresses innovation speed and the engineering-driven trend.

Engineers are not always asked for the stack they would enjoy working in, thus sometimes creating a bottleneck with incorrect skills-to-development mapping.

We need to focus on people development, not just managing engineers. Good engineers can spearhead product development by themselves, but growth and rational compensation are much needed for them to have a clear head and focus on product growth.