No work-life balance.
Average compensation.
Slow career growth.
Outdated technology stack (in most of the teams).
Only a few leaders can be found.
Divide and concur algorithms are more used by managers than developers I felt.
Some of the Managers in Philips Bangalore campus are really good at micromanagement, Following a service-based organization culture (they didn't know the importance of taking ownership, I felt), not allowing to take leaves, not even thinking of employee's personal time, etc.
Slash down estimations and push employees really hard to stretch on weekends and late nights and put the blame on the developers & testers once things are not met. (this is a common story not just for a sprint or a quarter, it is for the entire year).
They treat the development team at Nederlands as the customer and expect the engineers in Bangalore to stretch based on Nederlands time.
Competency building is just for the namesake. The expectation on competency building itself is like the 5 blind people and elephant story. Prepare one ppt with 4 pages, (welcome, agenda, block diagram, and thank you), they will be really happy. If you sent it over email, then it is okay to skip slide #3.
Once you prepare a document based on what you see from one direction, they will do all the showoff that the team has done some 1000ft deep analysis. Later once some quality work is taken, or some other team asks for some support in that area, the expectations are kept too high and end of the day, the entire responsibility will be given to one or two scapegoats and they will be blamed.
Have seen the above incident multiple times in my team and have seen Engineers leaving Philips for this reason.
Appraisals are full of fun as you will appreciate your manager coming up with innovative ideas on feedback. If they spent half the time on innovations on the products, it could be something good for the organization.
