Target

The managers/directors really work hard to encourage a modern tech culture of self-managed teams, fail-fast, and an "engineers make the engineering decisions" kind of organization. Most of the people I worked with were very transparent and genuine and encouraged you to speak your mind; there wasn't a lot of red tape or petty politics.

They really invest in their engineers: 50 days a year to be used on whatever career development learning you want to do. Even when they've had massive outages/bugs in production, I've never seen anyone blamed or fired for a well-intentioned mistake discovered in a post-mortem.

Still an old company with some legacy artifacts. A few backend business functions still rely on IBM Mainframe, VB, SOAP requests, etc.

Only every now and then did I hear crap like, "But we've done it this way for 10 years."

Continue encouraging new, disruptive ideas from your engineers and investing in modernization, but still listen to your store TMs and what they need.

Also, maybe endorse stability and reliability in your engineering culture rather than emphasizing new, shiny objects like blockchain and machine learning.