-Constant reorgs and direction changes mean forward progress on any given issue gets pulled under your feet constantly
-Middle management (Leads+) is filled with wildly incapable people who are great talkers and weak thinkers. Most respond to whatever is stressing them out the most at any particular moment, regardless of how incoherent and strategically weak the result is.
-Chinese teams are not fun to work with. I came from a technical background, and pretty much immediately made massive changes when I realized how primitive certain tooling/models were vs current US alternatives. These all passed BRD->PRD, and ended up being fairly successful. My boss (CN based) refused to consider any of these in my review cycle, and transferred me out of his org. I found out he gave the project I created to his personal favorite on the team, and it was implemented globally with virtually 0 changes from what I’d planned and built.
-I also once helped a US analyst out by writing a BRD to solve a problem her org had. She proceeded to try to pass it off as her own despite not even requesting edit access to the doc until the week before presenting it. Unfortunately she changed it to be worse in virtually every regard and it failed. She completely screwed both of us, as I’d wasted two months working on it only for her to mangle it in a single week.
-US employees are often not the sharpest knives in the drawer. CN employees are often very smart but mostly unhelpful. Throw in the generally cut throat attitude that prevails here and it’s a really cursed combo.
-US based management is often clueless. Many have teams that expanded too quickly and managers don’t have a strong understanding of the work they’re doing.
