[typewithrhythm]

I have spent a fair amount of time in very large companies (single projects involving thousands of devs). You end up producing a whole lot of management training (and managers) in this environment, just due to its size.

You end up with not exactly an intentional bureaucracy, but one where the idea of fairness from somehow "objective" numbers becomes a focus.

This kind of works at this scale, because you need to have a way to abstract and reason about the capabilitys of far too many people than you can know individually.

The training and materials don't scale down though, so you get someone trying to apply metric driven performance in cases where it just doesn't fit.

It's generally "ok" for big business, because projects at this scale can survive on rigid organisation, simply because achieving anything at that scale is a challenge enough to be valuable.

Occasionally you see inspired leadership, but every level of management it has to go through erodes it. It's part of why it's so rare for a big company to produce anything unusualy good at scale, it takes a real alignment of stars.