Senior executives only care about their own compensation. Most of them are over 50 years old, so they have 10 or less years left in their career. That essentially means they only care about short term. As long as they can make up the numbers to get the bonus they want before they retire, they don't care what happens after that. That's where all those cost cutting and spending billions to do share repurchase comes from. They obviously hurts the company for long term, but boosts the numbers to get what they want in short term.
There are many many problems in this company, but the above one is the root cause of almost everything.
Other than that one, the other major issue is lack of hands on management capability among senior management. They meet clients a lot, which is what they do in their entire career, because most of them come from sales. By the way I have to agree that having sales as your senior management rarely work. They manage by numbers, and by numbers only. They don't walk around the company and see what's really happening. Granted, it's not possible to manage a company with hundreds of thousands of people without the help of numbers, but managing through numbers ONLY does not work. Take their push for Agile for example. CEO and senior managers talk about that a lot, but the actions are lacking. It's not that they don't do it hard. It's that they only look at numbers, so they don't know where the impediments are, which is the process and culture are still widely waterfall, especially for finance and HR. With your finance, HR and process deeply waterfall oriented, how can you become Agile? It's not something that will change with CEO talking "we want Agile" repeatedly. They don't do hands on management, don't look inside in the company, so they never know.
