- Constant re-orgs; very bad for morale
- As a PM, it is important to have a say in what gets built or the ability to make a case for a project. Instead, higher ups all have an idea and just hands it down to you and expect you to execute it. At some point, it is less about being a Product Manager and more Program/Project.
- Directors that claim that they believe in Marty Cagan or Cross-Functional teams but when you look at how they setup their own orgs...You realize that isn't true. Which is fine...sometimes your forced to do that, but don't claim otherwise.
- Projects are typically low stake, even if they think it is high. If they ever stopped to actually give time to review the metrics, they would realize this.
- They claim to want outcome based OKRs but if you read them, they are all output based. I get it, sometimes this is hard....but when I see managers try to wordsmith to make it sound more outcome...vs...I dunno, actually making outcome... sigh
- I've been a PM for well over 10 years. I've met a lot of PMs at ADSK; only a very small fraction, I would consider as really good.
I hope you see a theme here; company is great but if you want to grow as a PM, this might not be it.
