Why is everything so hard in a large organization?
The first half of the article is ok but the part about large organisations is completely misguided.<p>I think the author is conflating prisoner's dilemma with the communication challenges in a large organisation, which arises naturally from their sheer size (as other's pointed out, these companies work in a bazillion products in parallel, not in a single one as the author claims).<p>As an actual employee of one such company, one of the ways they reduce the impact of this is with Principal/Staff level engineers. This is similar to the concept of hero mentioned there. These high rank ICs oversee projects that span teams or orgs, and align them to achieve global positive outcomes.