Nokia

Interesting leading-edge work in telecommunications. For the former Alcatel-Lucent parts of the company, the culture was inclusive, professional, and open.

It took some time for the former Alcatel and former Lucent groups to come together, but in the end they made good teams. While working with teams across many time zones was always a challenge, everyone seemed to be making a genuine effort to be productive. If you gain respect from management, you can be given a lot of leeway and trust without much management "help".

The recent takeover by Nokia might bring back a siloed culture. There are too many management layers.

For many years, there has been too much emphasis on current financials, with yearly changes in strategic plans.

With so much focus on cash, financials, and numbers, engineering and development resources are considered assets rather than partners.

Overall, this is not surprising, as that is the "best-in-class" executive style these days.

Stop paying and listening to business consultants. Get involved at the lowest levels and make improvements there.