Having seen a big Microsoft acquisition from the inside, I can also tell you that this dynamic occurs: Microsoft is a gigantic organisation with very good work

Having seen a big Microsoft acquisition from the inside, I can also tell you that this dynamic occurs: Microsoft is a gigantic organisation with very good working conditions. This leads to people with very long tenures working in highly defined and specialised roles within the company. Career development does happen, and is actively encouraged by Microsoft, but you're usually moving into a role which is just as niche as your last. When a major acquisition occurs of a smaller organisation, it's usually done with a promise of keeping independent leadership and a degree of organisational separation. However, as middle-management staff rotate out of the smaller company naturally, the roles that they vacate are very attractive to Microsoft employees who want to have a bit more of that start-up feeling, and a slightly wider remit to make change. So through a kind of organisational osmotic pressure, even if the leadership of the acquired company remains independent, the middle ranks of the acquired company become permeated by life-long Microsoft-ers. None of this is particularly bad - I just want to make it clear that Microsoft's definition of independence is not everyone's definition thereof.