Re:Excerpt from CIA's Simple Sabotage Field Manual (1944)
by AnthonyMouse on Sunday December 19, 2021 @12:53AM
(#29611740)
When Apple was designing the original iPhone, they had about 10% as many employees as they do now. And this cruft accumulates over time and with size; there is less of it in smaller and younger organizations.
Managers are also aware of their company's market position. If the new Camaro didn't sell, GM was still going to exist. If the Model 3 didn't sell, Tesla was toast. A middle manager who bankrupts the company inherently loses their job, so people are less inclined to play stupid games when that's what's on the line.
Companies doing novel things are also able to retain employees who believe in the mission even when the big boss is a fire breathing dragon. You put the same kind of boss in charge of the DMV or the cable company and people are just going to quit, or exert political pressure against the boss.
This points to antitrust as a solution. Constrain mergers and vertical integration. Then companies that become bureaucratically inefficient actually fail and go away, solving the problem. And that possibility was always the primary deterrent to it happening, which is why it happens so much more when that isn't on the table.
Managers are also aware of their company's market position. If the new Camaro didn't sell, GM was still going to exist. If the Model 3 didn't sell, Tesla was toast. A middle manager who bankrupts the company inherently loses their job, so people are less inclined to play stupid games when that's what's on the line.
Companies doing novel things are also able to retain employees who believe in the mission even when the big boss is a fire breathing dragon. You put the same kind of boss in charge of the DMV or the cable company and people are just going to quit, or exert political pressure against the boss.
This points to antitrust as a solution. Constrain mergers and vertical integration. Then companies that become bureaucratically inefficient actually fail and go away, solving the problem. And that possibility was always the primary deterrent to it happening, which is why it happens so much more when that isn't on the table.