This is article is really not so much against bosses per se as it is against large companies. But it seems to me that even small startups, if they are successfu

This is article is really not so much against bosses per se as it is against large companies. But it seems to me that even small startups, if they are successful, grow into large companies with strongly defined structure and teams, and team leaders (or bosses, if you prefer that term).. and there's really not much that can be done about it. It's just natural - if you grow, you need to change your organizational structure. If there's 500 people in your company you can't pretend to be a small startup consisting of 5. You need to accept the fact that you've grown large and act accordingly. That means having a structure that's suitable to your current size. Although this article idealizes the romantic picture of a small creative, innovative startup that disrupts large behemoth-like businesses, the fact is that most game-changing startups these days are, in fact, middle-to-large companies. Facebook has over 2000 employees. LinkedIn, 1000 in 2010. Groupon reportedly has over 3000 people in 29 countries [1]. The exception here is Twitter which only has about 450. If you want to be big, you got to grow big, and once that happens you got your teams, and bosses and so on. But I disagree with the statement that big companies necessarily stifle your creativity. Google, for example, is a great example of a company that actually fosters creativity. As for not being able to learn as much working in a large company as working in a startup.. Well, I'd say it really depends on the company and people there. I learned a lot from my mentors at my first job working as an intern at a large company, and I would definitely say that, if anything, it made me a better developer. [1] http://www.businessinsider.com/3000-people-in-29-countries http://www.businessinsider.com/3000-people-in-29-countries