The Corporate Conundrum: Why Are People Attracted to Large Organizations?

As someone who has recently transitioned from a small, close-knit company to a Fortune 500 corporation, I find myself wrestling with a perplexing question: What draws individuals to corporate jobs and large organizations, especially when my own experience has been less than favorable?

For the first eight years of my career, I thrived in a small company of about 200 employees, where the organizational structure was refreshingly straightforward. With a minimal hierarchy consisting of a CEO, a few direct supervisors, and junior staff, the environment fostered collaboration and teamwork. Managers were directly invested in their teams, encouraging growth and mutual support.

However, my recent foray into a large corporate setting has been a stark departure from this positive experience. Instead of camaraderie, I’ve encountered a culture tinged with toxicity—where it’s commonplace for managers to engage in the “telephone game,” employees undermine one another’s performance, and negativity often reigns supreme. This culture was so misaligned with my values that I made the difficult decision to leave and pursue my own entrepreneurial path.

For nearly a decade, I operated under the belief that work was about contributing to a team, finding ways to enhance performance, and generating value for the company. However, in the corporate world, I found that many colleagues seemed more focused on office politics: scheming, gossiping, and withholding crucial information. It left me questioning: is this really the norm? Is this why so many are drawn to this environment, where such detrimental behaviors appear to flourish?

I have to wonder: do people genuinely wake up each day excited to immerse themselves in a culture defined by sabotage and negativity? How can anyone find fulfillment in this, especially when it feels counterproductive?

While I understand that my exposure to corporate life is limited, I can’t shake the feeling that there must be a reason why this behavior persists within larger organizations. Perhaps it serves a purpose that I haven’t yet grasped, or maybe it’s simply a byproduct of a system that rewards competition over collaboration.

As I reflect on my corporate experience, I find myself searching for clarity. Was this dynamic truly accepted as the standard, or was I simply unlucky to step into a challenging environment?

For those more seasoned in the corporate world, I’m reaching out to gain insight: What am I missing? Is there a rationale behind these behaviors that ultimately contributes to a company’s success? It seems there must be something deeper