He was a big fan of the triad- Dev, Test & PM, at every level. From what I experienced, at every level you'd have to get sign-off from all 3 for any features to be implemented. That, combined with Microsoft's incredibly deep org structure created a massive number of 'committees' to go through to get signoff for any work to be done.
He was also one to dictate things from up above and it was extremely difficult to understand the reasoning behind them or offer any form of disagreement. Anyone who didn't follow exactly what he wanted, was out.
So basically you'd have committees of 3's (Dev, Test, PM) filtering and relaying every decision. The people who could work the politics would get promoted and the people who understood the details would get frustrated by the top-down ambiguity and falter or leave.
He was also one to dictate things from up above and it was extremely difficult to understand the reasoning behind them or offer any form of disagreement. Anyone who didn't follow exactly what he wanted, was out.
So basically you'd have committees of 3's (Dev, Test, PM) filtering and relaying every decision. The people who could work the politics would get promoted and the people who understood the details would get frustrated by the top-down ambiguity and falter or leave.