What I would add to the 🕊 Freedom on start-ups:
You are also free to work more or have more crunch time. Some investor meetings are coming up or you need to finish that feature you promised your one big client.
Regarding the 📚 Learning
I would say you learn different things. Learning how to reach your goals in a big company is way different than doing that in a start-up. You will also learn different things in a big company. You are building complex systems and that on top of legacy systems.
In a startup, you usually build it from the ground and you don't care for good architecture and testing and all that stuff. This is also the reason why many startups fail after some years. Because they are optimized for building features, not for systems that work well.
I would say you have no clean-cut here in general.
Ever worked with a micromanaging founder? That does not know anything about software development but wants to know everything?
In the end, it really depends on the company you work for and in what department/team.
This is true. The worst micromanager I have worked for was at a big company. The same big company also had a different department that sounded really quite good and modern.
My experience has been that bigger companies mean more bureaucracy though.
A good manager will always do their best to make every situation a win-win, or a compromise at the very least. And micromanagement is rarely a useful method. While it is obvious that managers and decision-makers first need to know as much as possible about whats going on projects, so micromanaging as a social phenomenon poses more problems than it solves.
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What I would add to the 🕊 Freedom on start-ups:
You are also free to work more or have more crunch time. Some investor meetings are coming up or you need to finish that feature you promised your one big client.
Regarding the 📚 Learning
I would say you learn different things. Learning how to reach your goals in a big company is way different than doing that in a start-up. You will also learn different things in a big company. You are building complex systems and that on top of legacy systems.
In a startup, you usually build it from the ground and you don't care for good architecture and testing and all that stuff. This is also the reason why many startups fail after some years. Because they are optimized for building features, not for systems that work well.
I would say you have no clean-cut here in general.
Ever worked with a micromanaging founder? That does not know anything about software development but wants to know everything?
In the end, it really depends on the company you work for and in what department/team.
This is true. The worst micromanager I have worked for was at a big company. The same big company also had a different department that sounded really quite good and modern.
My experience has been that bigger companies mean more bureaucracy though.
A good manager will always do their best to make every situation a win-win, or a compromise at the very least. And micromanagement is rarely a useful method. While it is obvious that managers and decision-makers first need to know as much as possible about whats going on projects, so micromanaging as a social phenomenon poses more problems than it solves.