Pros
This mission is meaningful, if we could get out of our own way. The benefits are top notch and a differentiator, but on the decline. There are pockets in the IT organization that are finding ways to innovate, despite roadblocks from the highest leaders. I enjoy my day-to-day work, work on a great team with a great immediate manager, and have found ways to continue to innovate. Depending upon who you work for, you might be able to as well.
Cons
The average IT delivery resource is hard-working and trying to deliver well under challenging circumstances. IT senior leadership philosophies are generally old and outdated, focusing on a command and control structure and management concepts from the 1980’s and 90's. Middle management is stuck between trying to do the right thing for staff while keeping at bay the CIO's sycophants and spies (cronyism is rampant). The CIO is out of touch (staying in her office the large portion of the day), condescending to most employees except those in her inner circle, focused on the success of herself above others or even her department, and devoid of modern technical or leadership depth. The culture of fear is pervasive (especially in her direct reports), and the environment includes a toxic balance of high wire political acrobatics with just the right amount of cya. Senior management beyond Reston seems oblivious. IT reorganized into a "capability model" in one of the worst reorganization efforts I have ever witnessed. It happened overnight, with no guidance on how to operate moving forward, and resulted in rampant confusion about who was responsible for what. It is easily fixable, but it was a completely avoidable disaster and took a toll on an already depleted staff. Even the most technologically passionate express frustration. And leadership wonders why engagement numbers are low. Overall College Board senior leadership evaluates engagement via annual surveys, the low results of which are explained away year over year with minimal movement. The ensuing engagement improvement efforts are lackluster superficial attempts leading to no real material changes. Many employees recently threw up their hands and stopped filling out the surveys. More and more key resources keep walking out the door, taking institutional knowledge with them (ranging from recent hires to seasoned veterans). The career pathing is rudimentary, and College Board has given up on establishing meaningful upward trajectory.