I think once a company hits around 2-5k office workers, the whole company can be occupied with internal processes, without delivering any value at all.
Meanwhile there’s plenty of small, nimble, managed-by-best-practices would be disruptors not shipping much of anything.
It is not a do-nothing organization lost in paper-pushing. It ships.
The existentence of one or two enormous hidebound sequoias in a forest is not a good indication of its overall health.
Our team has a motto of "avoiding the cutting edge" because we don't want to bleed. We still have mainframes, because the cost of migration is prohibitive. We largely host on-prem though we have some initiatives to see how the various clouds might work for us. But these initiatives have been going on for 5-6 years. Mostly because our CTO doesn't want to miss out on the cool things.
We generally don't do layoffs, 2008 was the first time in the company's history, and that was like .005% of our company staff. We're very conservative, and when you have ten figures under management, you need to be.