You summed up my reaction to the article perfectly.
Anyone working in a large company can easily point a half dozen problems off the top of their head. This is especially true of software engineers who are detail oriented by nature. Lots of these ideas will overlap and find common cause, but some will be conflicting.
At the end of the day, focus and alignment is needed to avoid chaos. Therefore, it's best to go about these things incrementally, building awareness along the way, and ensure you have executive sponsorship commensurate with the investment you are making. The narrative should be designed to resonate with as many people as possible. If you miss the socialization process you will mostly get a big shrug at perf review time.
Even if the narrative is good often times there are other higher priority issues the org is dealing with. You need to make sure the problem becomes a priority before you show up with the fire truck. Typically you can pre position yourself if you see it coming as long as you can stay disengaged enough that the initial fire isn’t blamed on you.
This is just how big orgs work. Not startup mentality
Anyone working in a large company can easily point a half dozen problems off the top of their head. This is especially true of software engineers who are detail oriented by nature. Lots of these ideas will overlap and find common cause, but some will be conflicting.
At the end of the day, focus and alignment is needed to avoid chaos. Therefore, it's best to go about these things incrementally, building awareness along the way, and ensure you have executive sponsorship commensurate with the investment you are making. The narrative should be designed to resonate with as many people as possible. If you miss the socialization process you will mostly get a big shrug at perf review time.