Avantages
Everyone knows Broadcom is one of the L33T (that's pronounced 'ELITE') semiconductor companies in the area. YOU work with the best ... period. And so do they ... (assuming YOU made it through a straight on-site interview (not through some backdoor internal referral.) Once you've worked there in a technical role for a year or more (and assuming you don't get fired), then seek work elsewhere, Irvine employers KNOW just how L33T you are (again, assuming you have positive professional references to back it up.) I found the communication among the (engineering) technical staff was quite open. People were always madly busy, but would still put in a good effort to answer your questions (or point you in the proper direction.) I worked at other places where you need to "ask permission from the other manager", just to step into another guy's office (... I mean, like elementary school!) so this openess and flat-organization was great for getting occasional technical advice. Just about all IT/engineering assets available through VPN. (**COUGH** MARVELL **COUGH**) Every employee was issued a laptop to take to meetings/home, at least I got one and I wasn't even special.
Inconvénients
Everyone said it -- long, long, LONG, dungeonmaster work hours. Marvell would be proud beyond reason! On really critical cornerstone projects, some managers dictate no vacation/time-off allowed during project tape-out (doesn't sound so bad until mangement tells you 'tape-out' period can start 4-5+ months ahead of final GDSII release, and too many projects designated 'critical') Just about all IT/engineering assets available through VPN -- now you have NO EXCUSE for not working past 10pm. When I was on a 'critical SoC project', about 1/3 of my emails arrived between 8pm and 2am (same timezone!) TO keep up, you pretty much have to match the other vampires, otherwise ye dungeonmaster may notice your emails are conspicuously absent during those normal workhours (8pm-2am) Although the technical excellence showed everywhere, unrealistic workload (and poor planning) interfered with execution. In some ways, Broadcom is a victim of its own success. In the early years, the frantic work-schedule (typical of silicon-valley startups) was the rule, and indeed, propelled Broadcom to success. But that should have just been a phase, with a transition to a more sustainable development-flow and strategy. Having every group run their employees into the ground (until they burnout) is not a sustainable management style.