The Corporate Conundrum: Why Do People Choose Large Organizations?

As someone who has recently transitioned from a small business to a Fortune 500 company, I find myself grappling with a perplexing question: what draws individuals to large organizations and corporate roles? My own experiences in a corporate environment have been far from pleasant, leading me to question the fundamental nature of workplace culture in these giants.

Let’s rewind to my early career. For nearly eight years, I thrived in a compact company of around 200 employees where the structure was refreshingly flat. The hierarchy consisted of just a few tiers—CEO, manager, and junior staff. This setup fostered collaboration and made it clear that everyone, including senior personnel, was accountable to their direct supervisor. It was a place where contributions were recognized, and communication flowed relatively freely.

However, my recent move to a large corporation felt like stepping into an entirely different universe. The experience was overwhelming and, frankly, disheartening. It seemed that instead of collaboration, the environment was steeped in rivalry, with some individuals actively undermining their colleagues’ efforts. The office atmosphere was rich with gossip, and many seemed focused on their self-interests rather than the collective success of the company.

This corporate culture was so contrary to my personal values that it prompted me to resign and ponder a new path—perhaps entrepreneurship. For nearly a decade, I held the belief that work should revolve around performance, supporting teammates, and contributing positively to organizational growth. Yet, my corporate experience painted a starkly different picture, one dominated by transactional relationships and negativity.

According to conversations I’ve stumbled upon online, my observations may not be unique. Many others seem to share similar sentiments about toxic environments in large firms. This leaves me curious: why do so many people still choose to engage in such cultures? Do individuals genuinely find fulfillment in positions where interpersonal rivalry reigns supreme?

As I reflect on this, I can’t help but wonder if there’s a hidden rationale behind the traditional corporate playbook that encourages such behavior. Is it possible that this cutthroat mentality somehow contributes to a company’s supposed success? It feels like I’m missing a crucial piece of the puzzle that explains why these habits persist in corporate life.

In my time spent navigating this challenging corporate landscape, I often felt out of place. It became increasingly clear that my beliefs about a productive and positive work environment were at odds with the reality I faced. So, I pose this question to you, dear