Somehow, middle management perpetually finds itself unable to deliver (and now with DOGE scrutiny, keep or renew) projects and curiously, it is always due to the supposed incompetence of their subordinates. Fascinating, really. The same task lead will, time and again, manage to scapegoat junior employees, cycling through them with remarkable efficiency, all while maintaining their own immovable perch of “leadership.”
What does this recurring pattern reveal? A company increasingly saturated with non-technical signaling specialists, those MBA-adjacent orbiters of the tech sphere, straining to project relevance while artfully deflecting accountability downward. The consequence, as countless other reviews have observed, is an organization that is top-heavy, populated primarily by “managers” and “leaders,” where political dexterity now outweighs technical competence as the primary currency of value.
Thus, when reductions in force inevitably arrive, the outcome is predictable: blame ricochets through the hierarchy with remarkable speed. Rather than expending effort to safeguard critical work programs, management channels its energy into crafting elaborate documentation proving that, somehow, none of it was ever their fault. It would be almost comedic, if it weren’t such a bleakly familiar routine.
