You are kept in the dark by design — 'they keep us in the dark and they feed us shit'

Rich Gilbert argues the secrecy inside organizations is intentional, not a bug: "any company that's bigger than two people" must compartmentalize information to operate. The familiar "mushrooms" image captures the point — employees are often treated with partial facts so the company can make coordinated strategic moves without causing panic or self‑defeating behavior.

Gilbert gives three concrete reasons this secrecy exists. First, executives must be able to restructure or pivot (including layoffs) to protect the company; such planning can take months or a year and revealing it early makes staff flee. Second, withholding prevents chaotic reactions: his example of "Judy in in finance" shows how early leaks force people to look for other jobs and destroy options. Third, secrecy underpins internal politics and succession planning — he cites Uber and venture capital dynamics where boards quietly groom replacements for CEOs. He also notes consulting involvement: "McKinsey's involved or BCG" in many such decisions and says, "I worked at BCG for about four years," drawing on that experience.

What to do about it (direct, actionable list Gilbert gives):

• Build a network inside the company so you receive low‑signal information from multiple sources rather than relying on rumor.
• Be ready for change: keep an updated CV and assume no job guarantee; treat information neutrally as facts, not personal betrayal.
• Don’t get visibly angry or combative when a decision reaches you; Gilbert warns that those who resist are often first to be let go.
• Flip quickly to support the new regime when decisions are already made: outwardly "be like, okay" and help implement the pivot even while privately preparing exits.

He uses specific examples to illustrate translation problems between domains (Fortran → C++/Java) and strategic shifts like an "AI" pivot or outsourcing to "Indonesia" — changes you may not need to know in full. His core message: secrecy is normal; manage your emotions, network, paperwork, and options. Layoffs and reorganizations can be painful but often lead to better outcomes; Gilbert notes many people, including himself, found new opportunities after such events.