[adaptiveValleys]

I'm very much like you, and I think startups/small companies with a flat management structure (i.e. level obfuscation as another commenter phrased it) or where most managers have engineering backgrounds.

In my experience at large companies, on teams that were technical and heavily collaborated with engineering, but were not overseen by engineering managers. Middle management was entirely focused on optimizing for metrics that were either assigned to them, or would result in career progress; instead of what was best for the company. Regardless of whether the companies claimed to have a "nothing is someone else's problem" culture. As a result, any embodiment of that principle, was either punished or perceived as creating problems by non-technical managers. Even if direct praise was often received from engineers and their managers for those actions. In that workplace dynamic, it inherently carries a lot of risk and easily puts a target on your back.

Besides posts like this that give first-hand accounts from employees. It's quite hard to identify what would be an honest signal of true dedication to that principle. Especially in interviews where you're a very qualified candidate, it's difficult to tell if interviewer is trying to selling you the idea of working there.