ICs are generally set up for failure due to practices at the leadership level centralizing finances above all else, and from a place of fear rather than opportunity. Re-orgs and layoffs happen at least once a year, so there is no sense of stability. Continuous improvement is almost impossible because of the hoops that must be jumped through to get projects approved. Directors don't invest a lot of trust in IC's recommendations, leading to micromanagement and last minute changes that delay project timelines, for which ICs and middle management get blamed and put on the layoff block for. There is no opportunity for 360 feedback. There's also a lack of cross-departmental trust and coordination, so everything stays siloed and generally misaligned—like we're not all on the same team even though we should be.
