Prioritization of work is very reactionary and rarely data-based. Edicts flow down from the CEO frequently, which causes a lot of churn and leads to lack of completion for what used to be the "top priority". The response from leadership is that workers need to be better at doing what they say, which is a disappointing conclusion to make. There is lack of ownership by top level management on the direct impact that frequent shifts in direction have on the ability to make progress quickly.
The organization follows a fairly strict hierarchy. Delegation and accountability aren't very well established (outside of spending/purchasing, which is well defined). This leads to difficulty in decision making when individuals don't believe they have the authority to approve, leading to re-explanation and rubber-stamping from upper management without any value-added review. This is likely a common problem with hierarchical companies, but I think this has a more stark impact given the rapid growth of Blue in the last 5 years combined with the number of decisions needed to effectively scale the company.
There is a lack of clear vision for how to get Blue to its goal of "millions of people living and working in space". That vision needs to include the prioritization of initiatives (discussed earlier). The vision also needs to identify what is differentiating technology for the company that we should innovate in-house. The confusion between "make it here" and "find a third party" results in half-hearted efforts to build critical infrastructure (mainly enterprise systems), which has significant impacts on the ability of individuals to complete their work efficiently.