Big companies tend to develop a decision-making process that is designed to manage one-way door decisions, precisely because poor decisions can lead to big problems, even disaster. The process is typically slow, cumbersome, and riddled with risk aversion. This process tends to become the dominant one in large companies, and it is routinely, almost thoughtlessly, applied to two-way door decisions. The result is reduced speed, impaired idea generation, stifled innovation, and longer development cycles.
