Background: Have worked at a large number of big-tech hardware / software companies in senior roles. My observation is that doing a 'good job' is not really m

Background: Have worked at a large number of big-tech hardware / software companies in senior roles. My observation is that doing a 'good job' is not really measurable the way most companies think about it (it actually is if you talk with your actual end-customers or use your brain) but getting something done 'quickly' or 'in two quarters' makes an easy target people shoot for. I also notice big companies tend to have goal setting practicies that basically encourage people to game the system by showing 'what they got done' ("implemented feature a") vs. 'how well the job was done'. I haven't seen any of these goal systems including a "look back" or feedback loop where the actual bugs filed against a feature are ever considered. Quality engineering culture is really culture and has to come from the top down and very likely if people in the upper echelons of management are in their roles because of politics, quality is so far removed from what they care about it really ends up on the shoulders of a few individuals who "care".