I have seen this happen many times - the only way to get other teams to prioritize your work is to convince your leaderships its important so they can talk to the leadership of those team that it is important. Sometimes, even after leadership pressure, teams refuse to move priorities or don't deliver on time - always account for those as well.
No matter what you do, the slow pace & politics of large companies will hinder your growth. There would be some features/projects that would be absolutely unfeasible - not because they are technically harder but because you won't be able to reach alignment.
Smarter thing to do in these situations is to move on to something else that can deliver impact. If you keep delivering impactful features on your own (even if it means some duplication of effort), you will notice a lot of other team's manager would be interested in integrating with you as they now think of your feature/product as a potential cash cow & the cycle turn the other way - you product grow way faster than you predicted because now the company is working to enhance it & in doing so, they will bring customers from different touch points the company has resulting in a stronger moat.
Ofc, all this requires patience, vision, strategy, politics & luck. Its different ball game from startup where you throw N things to the wall and expect K things to stick. Here you can only throw maybe N/2 things to the wall and maybe K-x things will stick but if your strategy is correct, those K-x things will be far valuable in a big company.
Yes, yes yes! This is an interview question I (at big tech) like to ask candidates: "You have a very high priority project and need another team's help. You find they already have many "high priority projects" that they are working on. How do you go about getting this help?" A good answer to this question often separates the actual senior engineers from the junior "Senior Software Engineers". Navigating a corporate bureaucracy and influencing across it where you have no managerial control is a skill you have to develop in Big Tech, and when you get good at it, it's a superpower.
No matter what you do, the slow pace & politics of large companies will hinder your growth. There would be some features/projects that would be absolutely unfeasible - not because they are technically harder but because you won't be able to reach alignment.
Smarter thing to do in these situations is to move on to something else that can deliver impact. If you keep delivering impactful features on your own (even if it means some duplication of effort), you will notice a lot of other team's manager would be interested in integrating with you as they now think of your feature/product as a potential cash cow & the cycle turn the other way - you product grow way faster than you predicted because now the company is working to enhance it & in doing so, they will bring customers from different touch points the company has resulting in a stronger moat.
Ofc, all this requires patience, vision, strategy, politics & luck. Its different ball game from startup where you throw N things to the wall and expect K things to stick. Here you can only throw maybe N/2 things to the wall and maybe K-x things will stick but if your strategy is correct, those K-x things will be far valuable in a big company.