One of the biggest problems I've seen at Cisco is that it's not about what you actually do, but the perception of what you have done. All noise you make about what you have done. The bling.
Teamspace is a different way of doing things, yet it's also being to bully employees by scrutinizing what they haven't done, or haven't logged - rather than using it as a tool for coaching.
As it seems, the higher up the ranks you go, the more you tend to care about people's perception, rather than what actually benefits the company/business long term .To a point where management starts eliminating people who don't participate in the a---kissing.
They usually get branded with "negativity" or "not being team players" or "having attitude issues". I've seen top performers get LR'd for daring to have a different opinion. One that's actually in the long term interest of the business. Even in sales where there seems to be a bit more tolerance.
Pair that with short-sighted, immature management (wouldn't dare call it leadership) - and you get a killer toxic combo. That leaves a bunch of yes-men, which is never too good for any organization.
Yes, the company needs to evolve and reinvent itself, but what's going on can only be described as a clusterf--k.
These are my observations from the bottom of the chain, I wonder if anyone from a senior leadership acknowledges any of this in some form or another...