> Feedback doesn't scale because relationships don’t scale.

I would not say it this way; it is too simplistic. In fact, I generally caution against the dominant metaphor here of comparing feedback to scaling. It falls apart quickly.

Here’s a counter point. In many scenarios and settings, relationships provide transitive benefits. For example, if a leader builds trusted relationships with other leaders, a significant amount of trust can flow through that relationship.

To build a better understanding, I suggest building diverse models. Try to answer the question: What kind of qualities do relationships confer and why?

There’s also a generational aspect here. I started my career in the 2000 tech boom and bust. I’ve seen a lot of up-and-down cycles in the industry. I’ve seen lots of management styles and organizational cultures. People that had formative years during peak social media and/or COVID often have a different kind of socialization and this affects their default expectations. I won’t attach normative judgments without research, but there are significant differences.

When I think of the most impressive collaborations I’ve participated in with amazing results, relatively few of them involve tech organizations.

Building a scalable culture over various company sizes feels hard in the sense that generalizing prescriptive advice is tricky. A two person start up is cake because you only have to manage one internal relationship (a pair). People know great culture when they see it, but that is nothing like growing it.