IT is seen as a cost-center despite obvious ways in which technology can be used to drive revenue.
Big culture gap between what leaders/managers say they value in all-hands and what they do in the day-to-day.
Far too many people in management and leadership positions which has drained the staffing budget and created a deeply political organization that has immense difficulty completing even the simplest of projects.
The authority to make decisions is very fragmented. It is not uncommon to require a dozen or more people involved to resolve a minor technical problem.
Many teams are buried in support work due to crippling technical debt. It has created a self-reinforcing loop of making short-term decisions that have bad long-term consequences in order to complete a project.
As an engineer you spend a lot of time simply navigating the organization in order to complete your day-to-day work. Promotions and other rewards are primarily granted to those who are skilled at politicking. Being good at engineering is a difficult path to success.
Because of the problems above, the interesting and important projects are contracted out to Deloitte or other firms because Casey's IT is too weak as an organization to build it.
