Everywhere I've worked, come annual review time, everyone is supposed to emphasize what they did, not what the team did. "We're considering promoting you, not the team, so tell us what you did!" Same with interviews: You're not supposed to say "I was a key contributor of Team X that shipped Product Y." You're supposed to say "I shipped Product Y."
So you have this weird contradiction where you're expected to work as part of a team, but then measured on your own contributions in a vacuum. So if you take credit for the team's effort, you're the bad guy who gets rewarded, but if you admit it was a team effort and take credit only for your contributions, you're forgotten for not having enough impact.
In these situations I will frame my contributions directly without the "we" part, speaking to how I contributed to a particular team output, or if it was 100%, I'll just say as much. My comment was in terms of general talk to stakeholders / presentations / casual conversations - then I default to "we".
E.g. if I add some new feature to a tool and deploy it, I'll say "we've just pushed X...". If I do 99% of some particular feature, I'll still say "we've added Y...". In an annual review I can still speak to what I specifically did. I have probably been lucky in the teams and team sizes I've been in, but I've not had a problem with this.
For context I've mainly stuck to small (<50) and medium (<500) companies. My one experience (due to acquisition) of directly working within a 5000+ company was certainly starting to feel like what you described, I got out.
You don’t get promoted in any well functioning organization until you operate at the level you want to be promoted to.
That means that if all you did was work that only involved your own labor instead of work that involves being over an initiative that involved other people, you can’t be promoted above a mid level developer (no matter your title). You didn’t show that you can work at a larger “scope”.
You can look at the leveling guidelines for almost any tech company.
Even if you are a mid level ticket taker, you should at least try to talk to whoever your project manager is and take responsibility for delivering an “epic” or “workstream” that will show that you are coordinating a larger deliverable.