One of the most confusing moments in my early career was when someone spent two whole quarters building a custom tool that did something a mature and well respected open source project did for us. There was no advantage to his tool and he would admit it when cornered by the question.

We all thought he would get reprimanded for wasting so much time, but by the time management figured out was happening they decided they needed to sell it as a very important idea rather than admit they just spent $100,000 of engineering time on something nobody needed. So it turned into something to celebrate and we were supposed to find ways to use it.

That company went down in flames about a year later. That’s how I learned one way to spot broken organizations and get out early rather than going down with the ship.