At the plant level the culture is making a shift to self reward and accomplishment after years of being brow beaten into being told what to do. However, that is not my issue. The frustration is the matrix organization that is intended to create collaboration and alignment but it does just the opposite. Functions (HR, Sales, Finance, Ops, etc) are very siloed with competing objectives that creates groups to do stupid things just to make a number that has no purpose. It is too bad, because at the plant level there are incredibly talented people with a voice that needs to be heard. When you go up a couple of levels in the organization, that all stops and you just become a path to make a number that makes them look good. I understand metrics better than anyone, but Honeywell has a culture of "you better make that number and I don't care how you do it". Lastly, the benefits are embarrassingly poor. I took the job knowing the cost but I expected the service to be top notch for the price, not the case.
People, culture, interesting and challenging work
Bureaucracy, beholden to a pointless metric vs a true vision, benefits embarrassingly poor