Pros
There are some phenomenal individuals I worked with. Smart, driven, selfless, willing to go above and beyond the call of duty to "keep the lights on" and their peers and related teams from failing. Not because they were asked to necessarily, but because they saw the need to and are simply good people.
Cons
The disorganization was difficult to deal with, especially with 3 leaders unable to give a unified answer on important issues, and would repeatedly give conflicting information in the same meeting or different meetings throughout the day to different subsets of team members. There was also a sudden shift from functional based teams to scrum teams, with an email sent out on a Friday afternoon that the change would happen on the following Monday. Certain team members had completely new roles, and although repeatedly requested, there was never any training or on new roles and responsibilities. There's no budget given for professional development or training, even if your role has directly related certifications (ex. PMP, scrum master). Continuing on the topic of a lack of roles and responsibilities, expectations and performance standards are impossible to define. There is a negative incentive to go above and beyond as it will not be recognized either via career development or by compensation. Lastly, the moral was extremely low and had been for many months. When this was discussed with leadership and requests were made for support (ex. roles and responsibilities, singular direction for the team, support in the face of leadership, etc.) the response was that it was not their responsibility to address attitude and that there "would always be a list of issues".