Your comment is a pretty good example of the kind of organizational dysfunction that results from unclear reporting and leadership vacuums. From the inside, lots of people are doing their job and doing their job well. From the outside, all this activity and all these highly-paid and highly-talented employees don't result in anything novel or useful. The company keeps chugging along, making boatloads of cash from its existing customers because old habits die hard, but gradually loses its capacity to adapt to market shifts. Then when a market shift happens, it goes out of business.
Twitter's problem is that a market shift is already underway, and their financials are precarious. Companies like Oracle or IBM can limp along for decades as long as their customers stay in business. Google is in the middle - their business is probably more precarious now than it's been in 20 years. Twitter is at imminent risk of death in the next 1-3 years if they don't turn the ship around.
Oracle has so many acquired products, many businesses are paying for one and people don’t even notice. For example, NetSuite for accounting. Cerner runs hospitals. Lots of industry-specific software in utilities, insurance, manufacturing, etc
Compared to (say) IBM, Oracle is much keener on killing legacy products
No idea about their web UI (although it can't possibly be as bad as the UIs of some of their legacy on-premise products) – but serious usage one tends to use the APIs much more than the web UI.
I heard about a few things on the grapevine, but in a 100,000 person company things are going to happen, you can’t really generalise from the occasional incident.
I interviewed there a decade ago. Response: someone told me I wasn't a culture fit.
But this wasn't the normal "culture fit" response, oh no. You could tell it was a "you aren't willing to drink the coolaid" type of response. I feel I dodged a bullet.