Today, I came across two seperate reputed opinions about corporate culture. Unfortunately, both are negative.
The first one from a Bridgewater Associates (considered the most successful hedge fund in the world) manager:
In general hierarchical structures, you don’t tell people what you actually think.
You’re always managing other people’s perceptions of you and what they think of you, and trying to butter people up above, trying to make sure they don’t think anything is going wrong, that you have all the answers.
Radical transparency is designed to solve for a deadly sin of work life: office politics. In too many places, what happens in the meeting doesn’t matter nearly as much as secret alliances and conversations after the meeting.
And the second one (paraphrased) from Malcom Gladwell:
When I think back about my time in a large organization, the thing that was most frustrating to me was the extent to which people over time in organizations, put the needs & desires of the people on the inside ahead of the needs & desires of the people they are serving.
Sometimes people get so immersed in their envronment, that the people you are supposed to be serving sort of falls away. And you just think about what would make your life better.
One way to avoid this is to keep reminding yourself & the people around you the point of your organization & who you are serving.
Incidentally, both of these were heard in the TED original podcast WorkLife with Adam Grant. The episode How to Love Criticism delves into how Ray Dalio addresses these in Bridgewater Associates with a corporate culture based on radical transparency & constantly getting better (kaizen).