> Also, I didn’t mention it specifically but of course you still have your run of the mill bureaucracy that slows things down

Parallel friction: the more peers your work impacts, the more peers their are that can gatekeeper your work, for good and ill.

Grows roughly: log P, where P is impacted peers.

Serial friction: the more significant a change, the more management layers decision making has to pass up through, and every layer already has enough to do without considering significant changes. Can be very hard for a great idea to actually make it to someone who can say "yes", and for them to have the time.

Grows roughly: S^2, IMHO, where S is layers of "too busy" management to be traversed to a potential "yes".

That's the natural default. Some large organizations fight hard to keep the friction down, but it's going to be a fight.

After many years of nimble progress, a company I worked with went through a phase transition, and I spent as many years and more, slowly sinking into quicksand. Before giving up on my own project and moving on.