1) Patio11 touches on a very good lesson, in passing, in an article about Japanese business[1]:
While raw programming ability might not be highly valued at many Japanese companies, and engineers are often not in positions of authority, there is nonetheless a commitment to excellence in the practice of engineering. I am an enormously better engineer for having had three years to learn under the more senior engineers at my former employer. We had binders upon binders full of checklists for doing things like e.g. server maintenance, and despite how chafing the process-for-the-sake-of-process sometimes felt, I stole much of it for running my own company. (For example, one simple rule is “One is not allowed to execute commands on production which one has not written into a procedural document, executed on the staging environment, and recorded the expected output of each command into the procedural document, with a defined fallback plan to terminate the procedure if the results of the command do not match expectations.” This feels crazy to a lot of engineers who think “I’ll just SSH in and fix that in a jiffy” and yet that level of care radically reduces the number of self-inflicted outages you’ll have.)
2) I once heard organisational 'red tape' described as 'the scar tissue of process failures' and it is absolutely true and I deeply regret not recording the source of it. Whenever you wonder why there's some tiresome, overly onerous process in place that is slowing you down, consider why it may have been put in place - chances are, there was a process failure that resulted in Bad Things. When you wonder why big orgs are glacially slow compared to more nimble startup competitors, understand that those startups have yet to experience the Bad Things that the big org has probably already endured. Like scar tissue, the processes they develop reduce their agility and performance but also serve to protect the wounds they experienced.
[1] http://www.kalzumeus.com/2014/11/07/doing-business-in-japan/