NetJets reviews

In IT tenure with the company is more important than professional experience, which explains the group think, lack of technical innovation, and lack of delivering value to the stakeholders. The stakeholders definitely do not receive nearly enough value for the amount of money they spend on IT. There is a decided lack of respect for external professional experience; management will promote people with half the experience of seasoned professionals and then insult your intelligence when asked why people with less experience were promoted over you. IT management is very command and control despite proclaiming themselves to be "agile." This isn't surprising since - none of the IT management have practical agile experience and - don't want to know what agility really means for management or for a development organization IT management, director/VP/C level, pays lip service to soliciting improvements. Processes don't change until management gets a "day in the life" due to someone resigning. Only then does management magically understand what everyone meant when they stated the current processes weren't working and were overly burdensome. There is no opportunity to grow or learn. Career development and training are jokes, since project managers, to whom just about all the roles report, will deny all training since everything is about the project and meeting arbitrary deadline, which at least half the time the stakeholders don't care if the date moves. Middle management doesn't know and doesn't care to know the skill set of current employees, they routine hire external people without presenting opportunities to existing staff. Coincidentally each of those new hires tend to be the types that will preserve the status quo. Director/VP level is an old-boys network and everyone is managing up to the next level, which leaves non-managers out in the cold. Each director/VP has their own conflicting "strategy” they inflict upon the rest of the department. I say "strategy" because each director/VP actually has an idea not a strategy, since real strategies contain an idea with a plan of execution that is realistic and considers the impact on the entire department not just one area of responsibility. Basically IT management is the root cause of 90% of the problems in the department; I don't see this changing unless there is a significant IT management shake up, as in most of the current regime is replaced with more competent and effective leaders. Don't count on a management change, since they just promoted everyone that is part of the problem.