Some truths to keep in mind:

- Every company is navigating the marketplace, and making decisions with imperfect information

- Not every decision will be perfect (or even, good)

- Not every decision-maker will be perfect (or even, good)

- Even a collection of individually smart/reasonable people, can end up collectively making pretty awful/illogical decisions

- "Good" decisions don't guarantee market success; conversely, "bad" decisions can still result in good outcomes

- Judging the quality of decisions and decision-makers based on outcomes, is an imperfect measure of the actual "quality" of those things/people

In your first example, you were presumably an entry-level engineer, but you either mistakenly took on too much burden (emotional or practical) in terms of decision-making yourself, or you misunderstood what types of expectations you should have for the actual decision-makers.

Decision-makers are allowed / expected to make such bets: "how many and which corners can we cut as a company, to get a product out to market, that clients will want to purchase, in a sensible time-frame?" This is not unusual, this happens all the time, at every single company, all around the world. The companies who do this more successfully, are the ones who find a sweet spot between cost-cutting, efficiency, time-to-market, and customer demands/satisfaction/delight. This is a very difficult thing to juggle, and really really smart business leaders consistently fail to find the right balance, or make the wrong calls. Hopefully the mistakes aren't fatal to a company, but unavoidably sometimes they will be. So yes, your company leaders made a bad call based on the outcome, but that on its own is not enough to indict the decision or the decision-makers as being fundamentally wrong.

The fact that your company made a set of decisions that ultimately led to failure, doesn't necessarily prove that they were a bad company. And to be a devil's advocate for a second, even "mislabeling standard X" might be forgivable under certain circumstances, such as launching a product with an "X pending" label, even though you didn't finish certification process for X yet, or maybe you didn't even start (but hey not starting doesn't mean it can't say "pending").

As a manager, I actually actively filter-in for what Amazon would call "Have Backbone" as a value, when interviewing engineers, and I ask them to provide examples of times where they fundamentally disagreed with the product team, disagreed with what they were asked to build, disagreed with a proposed architecture, etc. I want engineers on my team who will speak up, who are opinionated, who care enough about their work to take pride in it and put forth effort to improve beyond the status quo.

That being said, your examples seem to indicate a rigidity of black/white thinking, all-or-nothing thinking, and an inability to collaborate towards finding a solution. These were probably the most extreme examples you had, so I'm not judging every interaction or your entire personality as being so rigid, but hopefully you have by now experienced other examples in your career, where collaborative problem-solving was possible, where you did more than point out fatal flaws but also helped formulate a path to mitigate or solve them. The companies where that was more encouraged or made possible, are the ones you probably want to work for.