Yahoo

Many smart, motivated, and inspiring colleagues from very diverse backgrounds.

Room for creative freedom.

Openness of discussions.

Cooperative mindset, no elitism.

The company is doing a lot to make employees feel appreciated (compensation, legal, food/movie events, leisure facilities, etc.).

Good balance between research and implementation.

Too much middle-management and reporting/meetings overhead, sometimes more managers than engineers, makes it hard to get a job done. Some PMs and even some engineering managers have no or surprisingly little technical knowledge. Literally, there have been PMs for 'product components' that consist of about 10 lines of code. Still, a lot of them perceive themselves as 'running the product,' looking down on engineers. Some middle managers are change-adverse, just sticking to procedures and focusing on deflecting potential work increases for their team. Separate divisions/international properties seem to follow very different, changing preferences of local managers instead of an overarching company strategy.

Make sure the same high bar used for hiring engineers is also applied to hiring/promoting managers. Don't rely only on their self-advertisement.

Develop a clear and believable strategy and account for the reasons (despite all the talk and big words, I can't see it).

Improve your internal communication. Don't just copy and paste, and don't use 'business school language' buzzwords that only give the impression of smoke and mirrors. Do what you tell us in every email: focus!