Joining the company, all facets of the organization were in transition, from dealing with leadership change as a result of the merger, expanding into new business operations, and just overall headcount growth.
Even though, functionally, the different areas of product development were always siloed, the camaraderie of "we're in this together" slowly faded away. The general interactions between teams became more adversarial, as if one was truly more important than the other. Rather than celebrating achievements together, it became an arms race in who can tout their goals more loudly than the other.
Attitudes shifted as well as people started name-dropping members of upper management as a baseless leverage tactic. It was getting increasingly irritating to call these bluffs. Shortly after my departure, people at GrubHub now are, indeed, literally afraid of being on the wrong side of certain managers now.
That's not a very great way to keep people motivated. On top of that, there was increasingly more "don't tell anyone else but..." as if this were going to make people feel better about themselves. It doesn't. The opacity in organizational and technological goals is pitch black. There have been many organizational pivots and they have all happened swiftly.
