This essay looks at the challenges of performance review in a large organization. The primary purpose is to help share the realities that designing and implementing a system for such an incredibly sensitive topic is a monumental challenge when viewed in isolation. If you overlay the environment of an organization (stock price, public perception, revenue or profit, local competition for talent, etc.) then any system at all can seem anywhere from tyrannical to fair to kick-ass for some period of time, and then swing the other way when the context changes. Like so many company processes, when a company is doing “well” then the processes are exactly the right ones and magical. When a company is not doing so “well” then every process is either a symptom or the cause of the situation.