I disagree. In most of the large companies I worked for there was zero documentation (+1000 employees, +100 engineers) or very very little or only in a few pro

I disagree. In most of the large companies I worked for there was zero documentation (+1000 employees, +100 engineers) or very very little or only in a few projects. When people were leaving, someone else was getting hit with a shitty undocumented project, they would spend some time learning it - and that was it. In the worst case a doomed-to-fail-rewrite started and troubled the team for a couple of years. I think the main issue is that: - People are given tasks from the board of directors (trickling down layers and layers of management), they don't feel like it's their problem - There is little accountability, tracking performance is very hard; tons of companies don't bother, but some of them do (after HR intervention, CTO being in trouble justifying the costs) and they can't find decent metrics to use for performance, so the bosses are basically flying blind / trusting middle managers. - No high growth stocks that will make you rich - Middle managers feeling like they need to prove they're doing something imposing weird and useless rituals: meetings, presentations, etc These factors allow people to slack off as much as they can and take as long as they can to do anything. As long as they can come up something for standup, it's all good.