Yeah. The fixation on growth mindset may be relatively unique to Microsoft, but the role it fills in the organization is really common; it creates a fuzzy standard to justify management’s decisions while it obscures management’s responsibility for those decisions. It’s like managers realized that the Jack Welch rank-and-yank approach is absolutely terrible for morale, talent retention, and the general ability of the company to function over the mid- to long-term, but doing big layoffs is still a great way to make the numbers look better to meet shareholder growth expectations. So instead of having clear expectations that can be met or even relative rankings that can be measured there’s been a move towards subjective evaluations. That is probably the best way to gauge performance in a lot of areas, but that requires both that the manager doing the assessment know something about the work being done (your average MBA won’t) and that the organization not have incentives to abuse the power this gives them (which shareholder capitalism definitely does).