Even more so when that person later loudly proclaims that they never made such a request, even when provided with written proof.
I can of course not say whether the people currently working at Twitter did warn that the recent measures could have such major side effects, but I would not be surprised in the slightest, considering their leadership's mode of operation.
Even as someone who very much detests what Twitter has become over the last few months and in fact did not like Twitter before the acquisition, partly due to short format making nuance impossible, but mostly for the effect Tweets easy embeddability had on reporting (3 Tweets from random people should not serve as the main basis for an article in my opinion), I must say, I feel very sorry for the people forced to work at that company under that management.
I worked in the games industry for a while, and came to understand how they could spend so much money and so much time, and yet release a game where even basic functionality was broken. It's exactly this sort of extreme schedule pressure that, ironically, makes a huge morass where changing one thing breaks 10 other things, so progress grinds to a halt.
Not necessarily. I’ve predicted bad outcomes for decisions in a few cases and been ignored but stuck around regardless. Mostly because I like my job and the goals of my organization even if it makes bad decisions.
Of course to remain productive and improve my influence in future decision making it is absolutely critical that when predictions come true, I do not go anywhere near an “I told you so mentality.”
Instead I do what I can to clean up the mess with a “how can I help?” attitude. And increasingly over time people take my opinions and analysis much much more seriously.
I wouldn’t say that’s the path everyone should take, especially because some work environments are just too toxic for any progress at all (I ran away, fast, from two jobs like that). And some people cherish having an entirely new type of challenge every few years instead of shepherding something through longer periods of time. All valid paths.
The goals of the organization are mostly a facade. The people running the organization, and their actions, are what the goals of the organization actually are.
But I do work in an industry where even the C-level people usually (not always) have at least a little interest in truly pursuing mission <X>
I know this for a fact because even though I am not at all C-level or even the manager of a large team, I often have a seat of the table in the meetings where such people come together. Those meeting can be ugly, they can reveal how the sausage is made, to borrow that analogy. And I’ve seen how many (not all) truly are trying to get <X> done but doing so may require a bit of ugly sausage making to get there.
And I’m not a wide eyed 4th year either. I’m a grizzled and usually cynical veteran in my field. My job is often to put out fires, or produce analytical tools or output of strategic importance, and also to sometimes to plug a major gap in operational capabilities. I’m not really a manger but I’ve earned a seat at the table when the highest people get together as well as when they interface with counterparts at other organizations.
Don’t take that that to mean too much though: I may have a voice, but it is by far, very far, the smallest voice in the room.