3.2The company is in transition from being a small startup where everyone was aware what everyone was working on to one where the number of products and revisions were simply too many concurrent products to keep track of all features and documentation with specs and other documents going into a black hole of a Sharepoint server and there is no comprehensive set of specs, just a series of commutative wireframes stored in different locations. It is easier to fix a design issue before code has been written and dependencies have already been made against it. Weed out the middle management who are constantly coming up with new process paradigms to cover up their own ineffectual management styles. The company is better than that and deserves visionary management that can lead with an overarching goal in mind and a way to get there that is co-opted from industry leading visionary companies that successfully manage both hardware and software schedules and not what is currently in place.
2.9Sonos employee in the 20102012 timeframe. The workplace environment went steadily down, in large part due to middle management ignoring risk reported to them and unrealistically compressing schedules risking overall quality. Made a poorly thought-out Agile/Scrum process change that didn't adequately take into account the multiple points of intersection of Sonos' hardware, firmware, software plus support for OS X, iOS handset, iPad, Android handset, tablet, Kindle & Win leading to loss of focus.