Quote:
Originally Posted by emathias
I've worked for smaller companies most of my career. The startups actually counted work for a mega-corporation as a minus unless that megacorp was Google or Amazon or other top-tier tech-oriented company - and even then, depending on the role, it might not actually be a plus so much as just not a minus compared to, say, time at Walgreens or Allstate or Sears. The concern was that people who worked for huge corporations were frequently less used to being responsible as an individual as opposed to having purely team responsibility. In a startup, every individual has to have ownership - you can't run a small company with people used to being able to pass the buck to another team.
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Right - which makes sense to me on some levels. The culture can be a bit different in so many ways. I've always instilled in people on my teams to take ownership of things - be proactive about everything at work and never sit around claiming there's nothing to do. Actually in a professional setting, that's what pisses me off the most - there's always things to do. Do it in a way that won't kill yourself though. With us a few years ago, some very high up people were all about "The Amazon Way" which was code for "if you see something wrong, fix it yourself in whatever way you can." The idea behind that is good, except not everyone was buying into it. For example, it resulted in me managing issues for teams that I was not on while the people "in charge" of those teams basically sat there watching me do it and not saying anything. It basically burned out everyone who was committed to it because not everyone was all in.
We've been in the middle of huge cultural changes like this - my company is monolithic and in my organization, we have many people committed to change it so it's not like that anymore. When I first started working for them, things were slow - go to this person, then this person, then that person, then this other, then finally maybe something can get done. Now it's nothing like that - people take ownership over things fast. But even then, it's complicated when you're dealing with politics, budget, etc etc. A lot of large companies aren't necessarily like this though. And I can understand startups being wary of people having not worked in startups for these reasons. I think that the type of mentality that you are talking about is not necessarily learned, but also to think you can't learn it at a big company could be misguided. Of course, if you have never worked for a big company where people have that type of mentality then it's hard to believe.
The larger you get, the more "structured" you get though IMO. A company like Facebook probably didn't start out like this - but now that they're very large, they are kind of forced to. The software I work on is very large and requires a ton of different domain/business knowledge. There's many times I have to defer work to the originating team not because I don't want to help but because I literally have next to no knowledge in their part of the product. There's a difference between knowing how to do something technically and implementing the actual business requirement. On a technical level I could fix something for them - but I might completely get the business requirement wrong and end up completely screwing up something even if it doesn't "break" on a technical level (I think you know what I mean..).
I suspect the companies contacting me are those being led by people who have worked for large companies before and didn't have a problem with that. And the crappy thing is that many large companies are wary of people who have worked in startups most of their career because they believe they can't play the BS politics sometimes needed at certain levels in a large corporation.