Company: IBM
Date: 2017-12-17
Overall rating: 2/5
Employment status: former

VP
Pros: Management commitment, structure and intensity.  Obviously, a one of the most mature and professional environments of any company.  While impossible for most companies this size to do, IBM can turn the aircraft carrier.
Cons: Like all companies this size, the mandates to turn the aircraft carrier have the impact of destroying innovation, loyalty, motivation and brands within the company.  It is a "student body right" mentality that, while understandable from an external facing sales perspective, causes possibly unintended consequences.  Individual measurement systems are not capable for being flexible for the many individual brands that exist within the vast entity and thus HQ level policies fail.  For example, the CEO, who was personally responsible for making and integrating the biggest acquisition of the last 20 years, has almost completely destroyed the brand of the company that was acquired and certainly has run off most of the talent by subsuming it rather than letting it flourish....e.g., GM can't buy Ferrari and then make those same cars for $40K and yet require them to perform like a Ferrari.