nvdnadj92

Just got off company announcement, here are the key details:

   - the departure affected 10% of the company

The benefits include:

   - 2.5 months of severance, plus one week for every year of tenure
   - 3 months of health insurance
   - 1 year cliff for RSUs waived for new employees. In cases where employees did not get equity, they get a lump sum payout
   - Visa holders get one 30-minute paid consultation with an immigration attorney
   - Voluntary self departures accepted until 12PM tomorrow, but self-departures only get 2.5 months (tenure not factored in severance)

As an organization grows, new stakeholders tack on additional processes to account for secondary concerns. When it comes to cross-team decision making, the decision maker is no longer anyone in the group but instead an executive with little context. As a result, I see "committees" being formed where the executive delegates the responsibility to a group of subject matter experts, who can advise and green light projects. This has been a huge bureaucratic bottleneck at the company, and reduces the accountability individuals have to make sure things get done or implemented.

What are some solutions you've seen implemented (at companies that have >250 engineers) to minimize the amount of "death by committee" decision-making an organization does?