The free snacks and drinks that most startups have

Some colleagues are difficult to communicate with.

There are too many pointless meetings and too many rules; they like to solve everything by imposing fines.

The technical team spends most of its time addressing the business units’ requests, and there is little enthusiasm for internal technical research.

The company has a bug tracker, but after it was set up, no one used it. It became a way for everyone to write work logs for supervisors to monitor progress and work content—and there are three versions of the work log.

The CTO does not have many ideas about technology and does not discuss system architecture with subordinates in the same department, only pushing subordinates out to fend off requests.

The company’s internal code is somewhat messy: some people use Git and some do not, and the CTO has not made it mandatory.

The company moves quickly, preferring to accumulate a huge amount of technical debt in order to complete projects on schedule.

The company has no petty-cash system. Everything has to go through a purchase request, even items costing only a few hundred dollars; it still takes several days for the process to be completed.

The company exploits its workforce. Basically, every employee has several roles, and everyone says they are very busy. Some colleagues are already so busy that they are no different from psychiatric patients.

For the company’s 6% labor-pension contribution, the calculation is based on the basic salary after deducting 2,400 for meals, rather than 6% of the full salary.

The company does not value technical talent. No matter how capable someone is, if a manager or the boss dislikes them, they will still be dismissed. Many evaluation systems that appear fair and comprehensive are merely for show; fundamentally, this is still a company governed by personal discretion.