I think the engineer jumping between giant companies for three years or less every time rarely works on particularly key things. Big tech companies do a LOT of stuff, and most of it is crap that isn't moving the needle. This post describes teams that are constantly changing priorities (chasing trends?) and IME that's not true of the really core, central functions at companies. But very true of the "support/enabling" or "what else can we do?!" side functions.
For instance, Github Actions being a meh product is called out in the article - that's a classic "check the box" feature that's good enough for a lot of people (let's not forget that Jenkins was no picnic before it) but is never gonna massively increase GH's bottom line.
Those sorts of projects are easy places for politics to fester since they are easy to ignore for the most influential-and usually strongest-parts of leadership.
On the other hand, if you're on a core, mission-critical team and other people's code is turning into your bad performance review, you need to figure out if the problem is (a) bad/toxic manager or (b) a failure to keep your management chain informed at what the root issues are and how you can improve it.
For instance, Github Actions being a meh product is called out in the article - that's a classic "check the box" feature that's good enough for a lot of people (let's not forget that Jenkins was no picnic before it) but is never gonna massively increase GH's bottom line.
Those sorts of projects are easy places for politics to fester since they are easy to ignore for the most influential-and usually strongest-parts of leadership.
On the other hand, if you're on a core, mission-critical team and other people's code is turning into your bad performance review, you need to figure out if the problem is (a) bad/toxic manager or (b) a failure to keep your management chain informed at what the root issues are and how you can improve it.