The smaller companies (aka startups) will do most anything to get customers. At some point in size when they become larger entities they will do almost anything to not risk losing business. Make changes fast turns into assessing the risk with every change and not wanting to cause problems. This slows down delivery.
There are also organizational factors at play the larger a company gets. You start getting teams having sometimes opposing goals set by the company. That is basically because of bad management.
Micro management also becomes a factor, there are too many personalities at play in a larger organization to quell this. Somebody will be the checker of all things and sole decider as a manager. This will morph people reporting into that person as risk-averse and decision-averse. They won't think for themselves and will wait to be told what to do.
None of this has anything to do with how complex or large a code base might become. It has nothing to do with technology. It is just an outcome of how large organizations are run. Upper management wants fiscal efficiency which usually means slower delivery and miscommunication.
I've been on smaller teams inside of a large mega-corp that were able to operate like a startup. They were managed very well in the sense that upper management "left them alone to do their thing". Then over time, the smaller teams were absorbed into a larger micro-managed entity who wanted everyone to do everything the same way.
The smaller companies (aka startups) will do most anything to get customers. At some point in size when they become larger entities they will do almost anything to not risk losing business. Make changes fast turns into assessing the risk with every change and not wanting to cause problems. This slows down delivery.
There are also organizational factors at play the larger a company gets. You start getting teams having sometimes opposing goals set by the company. That is basically because of bad management.
Micro management also becomes a factor, there are too many personalities at play in a larger organization to quell this. Somebody will be the checker of all things and sole decider as a manager. This will morph people reporting into that person as risk-averse and decision-averse. They won't think for themselves and will wait to be told what to do.
None of this has anything to do with how complex or large a code base might become. It has nothing to do with technology. It is just an outcome of how large organizations are run. Upper management wants fiscal efficiency which usually means slower delivery and miscommunication.
I've been on smaller teams inside of a large mega-corp that were able to operate like a startup. They were managed very well in the sense that upper management "left them alone to do their thing". Then over time, the smaller teams were absorbed into a larger micro-managed entity who wanted everyone to do everything the same way.