The Corporate Conundrum: Why Are So Many Drawn to Large Organizations?

Have you ever stopped and wondered why countless individuals are eager to join large corporations, even when their experiences may not be entirely positive? This question has been on my mind lately after my own recent transition from a small, close-knit company to a Fortune 500 giant—a move that did not go as planned.

For nearly eight years, I thrived in a compact company with around 200 employees. The structure was refreshingly simple—just three layers: CEO, manager, and junior staff. In this environment, collaboration was the norm, and I felt empowered to contribute to my team’s success in meaningful ways. However, my recent leap into corporate life felt like a jarring shift into another universe.

At my new job, I quickly encountered a culture steeped in negativity and competition. The atmosphere was marked by backstabbing, misinformation, and several instances of employees actively undermining each other. It was disheartening to witness, especially since I had always believed that work should be about collaboration, support, and mutual success. Instead, I found myself surrounded by a toxic environment where gossip and manipulation reigned supreme. Realizing this didn’t align with my values, I made the decision to resign and pursue my own business endeavors.

Reflecting on my almost decade-long belief that work is about contributing positively and driving success for the company, I found corporate expectations starkly different. During my brief stint in the corporate world, I observed an alarming trend: time was not spent on constructive efforts but rather on office politics, gossip, and attempts to sabotage colleagues. What was once a great source of motivation turned into confusion and frustration.

This has led me to question: what attracts individuals to this kind of work environment? Is it merely a facade that people uphold, or is there a deeper reasoning behind such behavior that somehow contributes to a company’s success?

For those who seem content within this corporate scheme, do they genuinely wake up every day eager to engage in these antagonistic practices for the next 20-30 years? It raises a thought-provoking point: is this really the most efficient way to drive a business forward? I can’t help but feel stymied—what am I missing?

I’ve come to the conclusion that there must be an underlying rationale that makes this kind of workplace behavior the norm. Otherwise, why would so many continue to engage in practices that seem counterintuitive?

As I explore