Why is everything so hard in a large organization?
The article actually jumps right to the three major points that I see, rephrased to: (1) misaligned priorities, (2) policy flux, and (3) attrition.<p>The most damning trend I have witnessed first hand is that directors have extreme agency and are most of the time not incentivized to help other directors, especially if they’re under a different VP or SVP.  The high-level leadership are too detached from the details (as they should be — but this is the thing that is most different in large orgs — it becomes more and more difficult to know everything, eventually becomes impossible, and then even knowing “enough” becomes impossible) to make centralized decisions so you’re left with one organization at a standstill with another, which causes attrition in the lower ranks of people who just want to get stuff done.  That attrition results directly in knowledge loss and overall reduced productivity, which hampers most teams from breaking out of their set of problems.  And it all just gets worse with time.<p>Large companies have way more guardrails and standards than smaller companies and they also change at a greater rate.  Since these policies so rarely help improve or ship features, it’s just an ever-increasing source of productivity loss from the perspective of someone who wants to get stuff done.  When internal politics are complained about, this is typically the root cause.<p>Hiring and retaining talent becomes harder as all companies grow and previous top talents becomes disenfranchised over time.  Average talent hits an inflection point and then begins a descent.  This just adds fuel to the fire, but I believe things would still become extremely difficult without this trait as well.<p>All of this becomes only more difficult to deal with over time as the company increases in size and age.<p>Nepotism, cronyism, etc.. all factor in as well, but those issues also affect small organizations and their impact there is even higher.