The "Moose" culture, which is supposed to mean that everyone in the organization is equal and should work as a team, really means that you can't say anything that management doesn't like or agree with, or you are seen as "a bad Moose". People are afraid to point out problems - particularly management problems, no matter how constructively or politely it is done.
Compounding the effect of the "Moose" culture, there is little understanding in central roles - including operations, product management, and the executive - of what is happening in the field and what is needed to be successful. The company is managing to succeed despite the leadership team, not because of it.