Google reviews

As the company grows, more and more groups compete for the attention of senior management, which has continued to keep a tight grasp on the operations of the company. It becomes very difficult to operate strategically, as the opportunities for high-level feedback are few and far between. And on those occasions that you do have the opportunity to solicit feedback, it's generally very disruptive and can often times be untimely or driven by subjective factors. To management's credit, this "sparse micromanagement" is an acknowledged problem, and more and more senior managers at the director level are taking ownership of large strategic initiatives. As the company starts to transform its leadership culture, there will be interesting changes in the way products are developed, from charter through launch.

Project scheduling was pretty haphazard Inter-team communication was also pretty haphazard You were often working with people all over the world, which sounds fantastic at first until you spend DAYS in video conference meetings Inept, Overworked managers (70 or 80 direct reports for someone who had never managed anyone before was normal) distant, ineffective HR (NYC office had 1 HR person for 1000+ employees in the office and was not authorized to do anything except send problems to Mountain View)