significantly decreasing the power that managers hold treating organization problems While the article gave examples of this in Google, I haven't seen this hap

significantly decreasing the power that managers hold treating organization problems While the article gave examples of this in Google, I haven't seen this happening in Amazon. Engineering Managers here hold a lot of power on the business side of their product (in addition to the usual career growth of their reportees and project management). For e.g., a PM (product manager) can suggest what we should build next, but the final call is very much, if not all, up to the EM. Another example is annual planning- EMs play an important role in deciding, around the end of each year, what their team will build next year. Microsoft — the epitome of high pressure big software, abuse of market dominance, decline, and then pivot into new relevance. IBM II. I don’t know that there’s much about their culture or current business that’s particularly admirable. I recently read Satya Nadella's book, Hit Refresh, where he talks at length about the culture change he is driving at Microsoft. I gathered that his intentions are good, but the book felt like a hotch-potch of ideas without any clear direction. I'd assume that to change the core culture of a company as big as Microsoft, you'd have to start with some basic themes or ideas and build a more detailed plan on top of them. What I found was a long unstructured list of things he wants to do that didn't seem practical at Microsoft-scale.