Earlier quoted context omitted.
If I’ve learned anything, the only people who care about doing things are at the very, very bottom. No one up the chain actually cares about doing things. They talk about doing things, present grand slidedecks internally and at conferences about doing things, have project/product/engineering managers constantly planning on doing things and thinking about better/faster ways to do them. But really there’s an entire pyr…
You guys have it so wrong. Their job is to get you to do things. With slide decks. Presentations. Speeches. Roadmaps. Stories. Visions. Carrots. That’s their job. As well as to aggregate the litany of statuses into an über status at the end of the week/month/quarter so that their higher ups see work being done. What they do is different from what you do so you only see them not doing what you’re doing, not what they…
Large companies have huge inertia. And these days we also have low average CEO tenure and frequent executive position changes. The upshot being that what a given executive does can be almost entirely disconnected from productive improvement without notable short-term harm to the company. In that kind of an environment, an ambitious executive can put the bulk of their energies to seeming effective without much worry as to actual effectiveness. Or just to indulging their personal predilections, like feeling important or in control.