People try hard, Management needs to improve decision processes, eliminate "NIH" syndrome, improve company co-operation - Recensione dipendente - Dipendente anonimo presso Sony

Products not always designed with the best quality, often because there was insufficient time or resources (or both) to address all of the issues prior to launch. Processes not always followed or were made to be impossible to follow with the time and personnel available. Measurements of project management was often hihgly focused on launch date and little else. Project Managers were not held to a project from cradle to grave, causing poor follow through on issues. Money wasted on ridiculous marketing but made limited attempts for the North American market. Decision to eliminate the design unit at RTP was political and spoke volumes as to how important that market really is to upper management. This may not be the final blow for that market, but extreme attention must be given to address all customer issues in order to keep the customers they have and impress new customers. A lot of good experience was lost in the last downsizing; many of those people would've gladly worked together to improve, but the leadership was too willing to take improper risks with the products to get them launched on time. Sometimes this worked, but sometimes it didn't.