Thanks. That was a great read. Somehow missed that. Two points to make:

1. Not sure why osnews charactarised this as an "epic rant". I thought he was remarkably restrained in his tone given both his role and his (reasonable) expectations.

2. This to me shows just how hard it is for leaders at large companies to change the culture. At some point of scaling up, organisations stop being aligned to the vision of the leadership and become a seemingly autonomous entity. The craziness that Bill highlights in his email is clearly not a reflection of his vision, and in fact had materialised despite his clear wishes.

When we think about how "easy" it would be for the executive of a large organisation to change it, those of us not experienced at this level have an unrealistic expectation. It's my belief that large organisations are almost impossible to "turn around" once they get big enough and develop enough momentum regarding cultural/behavioural norms. These norms survive staff changes at pretty much every level. Changing it requires a multi-year absolute commitment from the top down. Pretty rare in my experience.