That sounds like a dysfunctional organization and a good example why trying to measure "impact" in the sense you're describing is not a good idea. Let's say you're on an internal tools team that's building tools that others in the organization rely on to build whatever products your company is making money of. You might say your direct "impact" [edit: is small/zero] but your indirect impact is definitely not. In a well run company those people would be highly valued for their indirect contribution.
You're absolutely right that how a company is organized, and its culture, is directly linked to those outcomes. The ability of individuals to make impact is also very related to their being in the right position to utilize their strengths aka role fit. In a well run company managers try to optimize for all these things. Ofcourse the best intentioned managers can't always place everyone in the perfect spot and lots of projects have work that isn't super shiny but is still important.
Sounds like you made the right decision in leaving.
You're absolutely right that how a company is organized, and its culture, is directly linked to those outcomes. The ability of individuals to make impact is also very related to their being in the right position to utilize their strengths aka role fit. In a well run company managers try to optimize for all these things. Ofcourse the best intentioned managers can't always place everyone in the perfect spot and lots of projects have work that isn't super shiny but is still important.
Sounds like you made the right decision in leaving.