The larger the company, the more it's going to decay and suck. The degree to which it does is a function of management style and org structure.
Of course, Kool-Aid doesn't help matters—especially at scale where it rings hollow.
There are companies that have wildly different cultures.. Google vs Walmart for example.
Culture creation/management is taught in business school... the culture the management creates is there to serve the purpose of the organization. In other words, Google tries to create a culture that encourages innovation.. versus Walmart's culture of ringing every last penny of costs out (which is done through strict adherence to rules and procedures). It is not possible to operate Walmart with Google's culture. The company would be bankrupt tomorrow.
There's a post a bit higher up with "you can't operate a business designed to evade regulation without that attitude eventually permeating its entire corporate culture"... and that is absolutely true. It's impossible for management to hire and encourage people to break rules, and then say their own rules are sacrosanct.
If I had to guess, unlike their masters they probably find adorning their office walls in the stuffed trophies of union-organizing retail employees to simply be poor taste.
Yeah, because they'd probably be saying things like this:
>Culture creation/management is taught in business school... the culture the management creates is there to serve the purpose of the organization.
Distilling culture creation into a taught subject is antithetical to the genuine nature required by the act itself.
Creation/management and being taught aren't exactly the same. I think you mean "there are ways to manage well".
I had to enter mgmt myself, to see just how hard it is to deflect the needle, to accept, reconcile the disconnect.
Perhaps good culture at that scale is simply the absence of culture—beyond simple items like accountability that largely boil down to "have a spine". If Kool-Aid doesn't work at scale, then better to not push it at all.
How strict the rules are is part of the culture.
You're just redefining everything as vague as possible (by changing strictness of accountability to a "simple item" with no details) to say the culture doesnt exist.
The operative word was no culture beyond items like accountability. That is to say, accountability certainly does constitutes an aspect of culture.
I did not go into detail because the minitutae of accountability as it relates to culture didn't seem relevant.
The gist of the comment was that you can't really pervade a large organization's culture with a high amount of genuine motivation, and if you can it's extremely hard.
Even space agencies suffer from shitty culture at times, and exploring the universe is arguably one of the purest forms of Kool-Aid in existence.