The internal arguments I've seen in companies with 100, 1000, and 10,000 employees have one thing in common: nobody differentiates good decisions made because w

The internal arguments I've seen in companies with 100, 1000, and 10,000 employees have one thing in common: nobody differentiates good decisions made because we were lucky and good decisions made because we understood the problem. The outcome of those conversations end up with being shut down by "let's be practical here". Companies with less than 100 avoid both of these problems simply by employees being more exposed.