Ask HN: Are most corporate SWE jobs performative?

Price's Law says that the square root of the total number of items or participants contributes to at least half of the results[0].

I've found this to be true in almost everything in life, including work and business.

[0] https://en.wikipedia.org/wiki/Price%27s_law

What you are describing as performative I would describe as bureaucratic.

The Iron Law or Bureaucracy:

Pournelle's Iron Law of Bureaucracy states that in any bureaucratic organization there will be two kinds of people: First, there will be those who are devoted to the goals of the organization. Examples are dedicated classroom teachers in an educational bureaucracy, many of the engineers and launch technicians and scientists at NASA, even some agricultural scientists and advisors in the former Soviet Union collective farming administration. Secondly, there will be those dedicated to the organization itself. Examples are many of the administrators in the education system, many professors of education, many teachers union officials, much of the NASA headquarters staff, etc. The Iron Law states that in every case the second group will gain and keep control of the organization. It will write the rules, and control promotions within the organization. (Quoted from Wikipedia)

This was my experience mostly in my 10 years at Google at a certain level.

But I will say this: at a certain point in a large company once the revenue-machine is discovered and deployed, what you want to be building is systems that let you ship and build reliably on top of that foundation without destroying it.

Google in its best phase -- which was already in decline when I joined in 2011 -- did have a slow and cautious development cycle where multiple levels of review covered everything. OWNERS, "readability", very uptight code review. And in order to survive in this environment you had to have a pile of code reviews all running concurrently because making progress on any single one could take days and days to get through review.

But that was kind of the point because pushing the wrong thing and breaking the money printing machine is far worse than moving slow.

But IMHO this didn't scale past 30k, 40k engineers. And inside Google, the culture shifted from one that was SWE/SRE driven to one that was PM driven. And the perf/promo culture for them had really perverse incentives.

Also I have a theory about Google in particular -- its founders and all its initial strong hires all came from academia not industry. And so its internal culture became biased towards a "publish or perish" structure, and "perf" performance reviews honestly looked more like a thesis defense committee for someone's masters/PHD than anything I'd encountered in the software industry before.

There is always some form of social loafing going on in any large group of people doing work.

"The Ringelmann effect is the tendency for individual members of a group to become increasingly less productive as the size of their group increases."

There is evidence of this in simple tug of war games.

But I think there is also truth in realizing work is mostly performative: the pareto principle seems to apply. 20% of the workforce sustains the other 80%. That's purely anecdotal, I doubt the numbers align that way. But it does always seem there are a few all-stars carrying others.

There's that, and then there's the other kind of negative work, whereby a rockstar engineer develops something that works but only he understands, completely failing to document it well. When this engineer leaves, the project is unmaintainable by virtue of being incomprehensible. In both cases, the management has been clueless.