The thing is, he's (mostly) right. I've consulted/worked for over a dozen of the F100 and have run across varying degrees of everything described (some better, some worse) over 10 years.

This isnt to say you can't make change. You just have to play work as a very strategic game of chess and, often, take risks most others won't/don't. I've done it and that is one of the only reasons I still play the game. I'm genuinely interested in making things better and pushing out the cruft.

The downside is that it wears on you. I generally get burnt out or bored after a couple years and look for something new to reset and challenge myself on. And as bad as this reads for Microsoft (really - were you surprised?) I don't think there's any other factual data to support Azure being a market leading product and these sort of indicators only solidify that position (garbage in/garbage out).

These types of perspectives are good for those who are considering the reality of working for these size organizations. Not because it's a guarantee that things will surely mirror what's been outlined, however it lends candidates a tool to ask questions which would be indicators of the reality of the work environment.

Kudos to the author.