Navigating the Corporate Jungle: Why Are People Drawn to Large Organizations?
Having recently transitioned from a small company to a Fortune 500 firm, I’ve found myself questioning a phenomenon that seems perplexing to me: the allure of large organizations and corporate careers. My experiences so far have been anything but positive, prompting me to wonder why so many people are eager to join environments that, in my view, are rife with toxicity.
For nearly a decade, I thrived in a compact work setting of about 200 employees, characterized by a flat organizational structure. In this environment, the hierarchy was simple—CEO, manager, junior staff—with minimal layers between us. It fostered a culture where collaboration and mutual support flourished, and team members were genuinely invested in each other’s success.
However, my recent move to a corporate giant has introduced me to a completely different reality. Within weeks, I encountered behaviors that were disheartening: communication breakdowns resembling a game of telephone, inter-team rivalry motivated by sabotage, and an overall air of negativity. These experiences sharply contrasted with my values, leading me to make the difficult decision to leave and pursue entrepreneurship instead.
Throughout my career, I believed that professionalism meant coming to work, delivering results, supporting my colleagues, and ultimately enhancing the company’s bottom line. Instead, my corporate experience was dominated by office politics—strategies aimed at undermining co-workers, engaging in gossip, and deliberately withholding valuable information. It often felt as though time that could have been spent benefiting the company was instead wasted on counterproductive behavior.
I’ve turned to platforms like Reddit to gain perspective, and I find that many others share my sentiments. This leaves me with a lingering question: what draws individuals to such environments? Do they truly wake up each day excited to dedicate 20 to 30 years to this kind of culture?
In my corporate journey, I felt like an outsider witnessing a bizarre reality—one that seemed counterintuitive to productivity and team cohesion. Are these toxic practices genuinely beneficial to a company’s success, or have we collectively accepted them as the status quo?
I am searching for answers, for an insight that can bridge the gap between my values and this corporate culture that seems so widespread. What am I missing? There inevitably has to be a rationale behind the persistence of these behaviors; otherwise, why would they continue to thrive within corporate structures?
If you’ve navigated these waters, I would love to hear your thoughts. What keeps people invested in
