My immediate group is highly supportive and collaborative. Often collaboration and congenial relationships are necessary to execute the many unexpected and unorthodox tasks to execute

The people band together within teams, but the organizational decisions pit teams against one another to compete for resources with little to no support or guidance from "above".

It would be nice to know that roles are defined in any way. Jobs are given very broad descriptions because the roles themselves are relatively unstructured and will shift in scope and focus without warning, and sometimes without justifiable or communicated reasons

Planning upon structure and reality rather than planning pipe dreams and forcing the operations teams to figure it out. Too often we (Ops) are told "its our challenge" to determine new ways to support client needs that have been agreed to by the sales teams

There is no operational structure, and apparently very little desire to implement one. We approach nearly every project as ad hoc rather than form structures that will make operations (and therefore output) more predictable and less volatile. Project management does not align with resource mgmt

My personal compensation has been capped because of IRI's salary banding structure. Because they hired me at one level, they told me "you make too much to get a merit increase this year" 3 years out of 9. When I asked how to get out of my current payband, I was told I would have to switch teams