Some types of businesses can do it more easily than others. Professional services can probably do it the easiest. A B2C business with a turnkey offering could have a lot of trouble paring back, especially if the product has a physical aspect.
But what if new opportunity is ok, gets you 30% more money, but your departure makes your current company very sad and perhaps worse place for everyone to work at?
I wouldn't expect a lot of support for the idea of staying if you ask the internet for an opinion.
When MBA culture took over in the 80s it became normal for companies to act like extraction machines. Employee loyalty crashed, with a corresponding increase in churn.
Taking investment money makes it hard to create a humane culture. But smaller private companies do at least have the option to consider it.
What did they change/do? If I may ask
- Paperwork - Extra managers - Lots of "stakeholder management"
Eventually, they tried to get us to integrate with more and more of their other products, which introduced a TON of extra "stakeholders" on every single project.
With every extra stakeholder they also had to introduce extra meetings and extra process until even making a small change felt like a massive chore. I went from merging dozens of changes a week to maybe one or two.
Felt pretty claustrophobic after a bit so I ended up leaving to go somewhere smaller.
> integrate with more and more of their other products, which introduced a TON of extra "stakeholders"
That scenario I hadn't heard about before. Good to know about that way for things to fail, too.
If you haven't seen:
"Excess management is costing the U.S. $3T per year (2016)" https://news.ycombinator.com/item?id=34290539