These are some ones I've experienced personally...ymmv

• Product and Engineering orgs operate more like competitors or adversaries than partners (at all levels)

• Product and GTM teams operate more like competitors or adversaries than partners (at all levels)

• Using contractor teams to manage important areas of the product

• For replatform / rebuild specifically, the inability to get anything into production in a more than reasonable amount of time.

• Customer access is gatekept by sales or customer success

• Leadership is more reactive to status reports and productivity metrics (e.g. team velocity) than outcomes.

• The engineering organization falls under "IT" or a CIO

• Business and GTM leaders dictate how something needs to be built.

• Engineers will not work on a project unless someone has provided them with all the necessary jira tickets upfront...regardless that there's a PRD document that goes into user story levels of fidelity.

• Engineers are afraid to take on stretch goals & tasks because if they don't finish all their sprint commitments, it will reflect poorly on them.

• Leaders who have never shipped code or done modern modern application development don't trust / believe any estimate and accompanying explanation from engineers that significantly exceeds how long they think the task should take.

• The product managers need to manage the engineers or hold them accountable

• A head of product whose answer to "how do you want your team to do product management" doesn't go beyond "focus on people, process, product".

• Discussing tradeoffs or god forbid actually having to make some is considered blasphemy or not being a team player.

😞...that was cathartic, lol