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In a big a company, information flows very fast from top to bottom, but it hardly flows at all from bottom to top. If you're a decision-maker, use your own product, and have candid chats with low-level employees from time to time. You'll learn important things you didn't know.
High-ranking managers are usually unaware of what employees know about the reality of the product/service on the ground. And the actual experience that customers go through (the most important thing about a company!) is often completely foreign to the C-suite.
this ignorance is by design. it is a key feature of company firmware which protects the leaders from blame later.
for those seeking enlightenment
(heads I win, tails you lose)
https://www.ribbonfarm.com/2011/10/14/the-gervais-principle-v-heads-i-win-tails-you-lose/ …pic.twitter.com/0QCPec4aGa
I often think that if you're managing a manager you should be frequently 1:1ing ICs and then quizzing your reporting manager on the views of the ICs. The ability of a manager at any level to know the views of their ICs should be a component of performance reviews.
Yes. Hierarchy....is bad 
And likewise, what the end users know is so foreign to the tech industry the tech industry constantly asks.
Every organizational barrier degrades information further
That's the importance of skip connections. Too many layers between top and bottom and you need to figure out how to make that information flow better.
Usually rooted in company culture. Setting up mechanisms to encourage bottom to top information flow are generally not as effective as hoped. It is up the the top executives to cultivate an open no fear culture.
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