In the other two, you are a cost to be minimized or eliminated. Only if you are working on one of the companies core products are you an asset bringing revenue into the company.
In the other two, you are a cost to be minimized or eliminated. Only if you are working on one of the companies core products are you an asset bringing revenue into the company.
If you are a great communicator and have a great ability to just 'get stuff done', you might be a superstar in 1 & 3, and you might find working in bullet point two highly frustrating.
With number 2 you are more likely to be working on a tiny part of a larger application.
My brother went from bashing out big scrappy functional software with lots of client interaction (option 1 or 3) and moved to a bigger product organisation where he is suddenly working on a team building a microservice for a larger application, but doesn't feel like he is making the same direct impact (i.e. it can be more satisfying to make 10 people's jobs 10% easier compared to than making 1 million's peoples jobs 0.1% easier). He would rather build some scrappy tools that gets the job done than build highly refined software, just because the scrappy programming to meet an end is more satisfying to him (and is generally the bit where you can build fast value!).
I wouldn't mind switching to #1 and doubling my paycheck but for now I could float here until I die, and many do.
i think in this case, it's got nothing to do with the impact, but to do with the intimacy with the users. This has more to do with the organization rather than the category outlined in the OP.
And I have a network of other independents I can bring in to help out with things. They're a good source of leads for me as well.