In a move that was later admitted to be a mistake, I was moved into an IC role from one where I managed several high performing teams. This came after a successful acquisition.
I was bored, not challenged, and completely disheartened to watch morale slowly evaporate. Teams were fractured and everyone went from moving fast with a common purpose to "meh" in a matter of months. New management was assigned, though they were 3000 miles away and showed a tremendous lack of experience in anything other than being a medium-sized cog in the big company machine. For example, the solution to being late on a release with no requires was to both rewrite it in a new language and build it for a completely different infrastructure, and with a 5 month deadline. Months later, people are still arguing about requirements.
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In a move that was later admitted to be a mistake, I was moved into an IC role from one where I managed several high performing teams. This came after a successful acquisition.
I was bored, not challenged, and completely disheartened to watch morale slowly evaporate. Teams were fractured and everyone went from moving fast with a common purpose to "meh" in a matter of months. New management was assigned, though they were 3000 miles away and showed a tremendous lack of experience in anything other than being a medium-sized cog in the big company machine. For example, the solution to being late on a release with no requires was to both rewrite it in a new language and build it for a completely different infrastructure, and with a 5 month deadline. Months later, people are still arguing about requirements.