There's an ongoing disconnect between the engineers and upper management. Recently, we had a meeting where senior management talked about code quality and that engineers need to speak up if they see issues. Here's the thing. We HAVE been speaking up. It's management and upper management that bend over backwards for clients and force features in quicker, thus leading to rushed development.
This leads to my second point: We are not a product focused company. Some of the "client support" that I've seen consist of misusing products to showcase features that weren't originally supported. That's called a hack, and it should never be done. I get that clients have needs to be met, but there is no balance between that and maintaining a stable product. It's always about what client X or Y thinks about these features rather than if our products can support that or if we could abstract out functionality so it can integrate with our products well.
The on call and production load support structures are a mess and management refuses to change those policies that obviously catered to when the company was much smaller.
Even though they are trying to rollout a new way to track capitalized hours, I still feel micromanaged since my manager still wants to track every single minute in the software that we use even for meetings that are not capitalized.
Final point is that the company does not manage poor performers well at all. From non-team players to employees that display complete incompetence to the point where nothing gets delivered for a long time, accesso still retains them for some unknown reason.
