The company is trying to change itself, for better or worse. This was started under the last CEO and the new one is continuing the change. There is worry amongst the staff that MITRE is seeking to act like a for-profit company and abandoning the FFRDC role. Senior Management dispute this, but their actions seem to indicate otherwise. I am particularly concerned with the recent "push to hire." I don't want to see our technical expertise watered down just to hire more folks.
MITRE, like all federal contractors, must realize that their work is bounded by government decisions and investment plans. We cannot just arbitrarily make investment decisions and we cannot ignore what the government requests. This is the constant struggle b/w senior management and engineers on the front lines of sponsor engagement. (It is also why senior management decisions do not really affect our day-to-day operations.)
Not all sites and HQ offices produce high quality work. One must typically network and identify "pockets of excellence." My experience suggests that much of the technical expertise resides at the Bedford office. I have been less than impressed with the McLean HQ office.
It is challenging to recruit and keep younger staff. We need to be willing to pay them better and give them leadership opportunities. We must also teach them that self initiative is the key to success at an organization like MITRE. This can be overwhelming for younger staff.
Lots of older, experienced staff. Many of them relish getting opportunities to do detailed, technical work. Many unfortunately though, only look for "project management" opportunities b/c that's what they have done for the last decade(s) or so. This is a challenge for young project leads trying to capitalize on the older staff experience. This is not just a MITRE issue.
