one would hope that if you had skilled upper management sitting on 1B they would be able to invest that in both good engineers, and good builders of teams. and

one would hope that if you had skilled upper management sitting on 1B they would be able to invest that in both good engineers, and good builders of teams. and if those people weren't able to be effective to be able to track that and take appropriate action (again, with that giant financial lever). the screwy part is that effective upper manager needs to have a deep and intuitive notion about software development organizations in order to be able to evaluate statements coming out of software effectively. but thats alot to ask, so they hire a vp eng with a nice sounding resume. that person turns out to not be very effective, and they translate their lack of discernment into a tier of equally useless middle managers. and if by accident a effective engineer gets hired they are completely unable to change things for the better because all the useless padding drowns out their voice. everyone big company says that they have the resources of a big company but the tactical flexibility and empowerment of a small one. imagine what would you could accomplish were that to be true.