Go Where Measurement and Leverage Exist—Why Small Teams and New Tech Outperform Big Hierarchies

Consider Maya, a talented coder offered two internships—one at a sprawling corporation, the other with a scrappy local startup. At the big company, she sits in long meetings, shipping in minor suggestions that rarely see the light of day. The team averages out everyone's effects; whether she works overtime or not, the outcome barely changes. But at the startup, every time she fixes a bug or builds a new feature, users notice the next day. Her name pops up in feedback. The founders pay attention because each person’s input is critical.

Across industries, the same pattern holds true. In sport, sales, and high-stakes creative work, individuals or small groups see their performance measured and rewarded—or corrected—fast. Wherever new technology sweeps in, small, ambitious teams outmaneuver bigger, slower competitors because their effects multiply. Google, Netflix, WhatsApp—these giants started as handfuls of relentless people in garages, not as bureaucratic behemoths.

Organizational science supports this: progress is fastest when work is measurable, and when smart tools or strategies let a few people impact many. This is where risk and reward live. If you crave real achievement, look for or create environments, jobs, and projects where your actions are visible, high-stakes, and leveraged by technology or bold ideas.

Look over your activities and try to measure your impact—what results can you see or count? Choose the projects or jobs where you can directly track your results and where effort produces larger outcomes. Steer toward teams where each person's work is essential, and don't settle for environments where your contributions get lost. When possible, use technology or creative methods to stretch your effect to more people. Keep notes on where your impact grows, and aim higher each time.