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How to Survive an Acquisition

charity.wtf

111–120 of 133 posts

Re: How to Survive an Acquisition

#111
post #81
post #50

Earlier quoted context omitted.

When I went into Facebook's bathroom, at eye level over each urinal was posted a weekly newsletter, which talked about changes to their PHP API.

haha for some reason, i love this idea

The first instance of this I saw was "Testing on the Toilet" which started at Google in... June? July? 2006.

Still going strong, though depending on the office and particular bathroom distribution seems to have problems at times.

Re: How to Survive an Acquisition

#112

Earlier quoted context omitted.

Zuckerburg is in bed with the Chinese government, so it would make sense that he uses their tactics of controlling a large group of people.

Forgot how many facebook employees read HN Update: confirmed. Don't disgrace the dear leader.

Please stop posting unsubstantive comments to Hacker News.

Re: How to Survive an Acquisition

#113
post #10

Founder is so far from employee it's ridiculous you even comment. It's sad that most founders don't care or don't understand that sometimes they managed to hire people that actually care about the business, and could have helped make it better. When I see a founder sell his business, all I ever think is (as I'm sure most do), what a selfish asshole.

What a nasty thing to say—as if founders never cared about their business or the people they worked with. Please don't post such malicious things here.

We detached this subthread from https://news.ycombinator.com/item?id=11029639 and marked it off-topic.

Re: How to Survive an Acquisition

#114
I was once asked to be in charge of an acquisition. We would let the new group (over 100 people in a building on the East Coast) keep doing the same work with the same management. What they didn't know was that that is code for keeping them isolated from the real company. And we would even assign a multi-talented team to integrate their product with our doc group and engineering groups - in a show of how important their work was to our company. What they didn't know was that that was really done so that I could prepare a list of technology worth saving for the CEO (Let's call him Larry). The plan was to spend perhaps six months understanding their code, another six months taking the parts we want, and then letting them go. There was really nothing they could do about it. We simply wanted to consolidate our position in the market.

Since then I've spoken to other CEOs who were acquired by that company. They boast about how they were allowed to keep working on their projects and how they were important to the company and their great relationship to Larry as part of a Fortune 50 company. But then, over time, they found they weren't being given freedom anymore and they left. They just never really understood what was really happening.

Re: How to Survive an Acquisition

#115
post #4

> One of Facebook’s internal slogans is something like “always do what’s best for Facebook”. Is that real? Like they really have this slogan that like comes straight out of a modern interpretation of Marx's theory of alienation shoved right into their employees faces? http://i.imgur.com/oVb4J0b.png

That is also, if I recall correctly, remarkably similar to an internal slogan printed on a banner at Innitech, in Office Space . I'm not certain that I would be able to suppress a fit of the giggles any time I saw it in an actual, real-life office.

a lot of tech-forward companies do it, and not ironically. search for the testing on the toilet series at google.

Re: How to Survive an Acquisition

#116

Earlier quoted context omitted.

Commuting by car is much worse than commuting by bus or train (for any time greater than 45 min).

Your bus options must be a hell of a lot nicer than mine. (I haven't had the option of commuting by train since college, alas.)

wow, where did you live where getting to microsoft via 520 took 1.5 hours? 1 hour i believe as an occasional max. maybe across puget sound?

Re: How to Survive an Acquisition

#117

In my experience, the first thing to do is to build yourself a little fortress out of binders and printouts. If it looks like you're going to get fired, pretend to be mentally handicapped so that they are afraid of a discrimination lawsuit. Then switch to whatever team has the best donuts, and spend the rest of your time at BigCo playing bullshit bingo with the pointy-haired ones.

    ... and spend the rest of your time at BigCo playing bullshit
    bingo with the pointy-haired ones.
So your solution is to become one of them ? (the pointy-haired ones)

It would be nice to find a solution that doesn't increase the pointy-haired entropy of the world.

Re: How to Survive an Acquisition

#118
post #43

In my experience, there's only one rule to surviving an acquisition: find political cover immediately . Upon acquisition, you and your team are an alien entity embedded in BigCo's immune system of political networks and operating rules. They don't know what to do with you, you are a threat to established patterns, and you will lose to the experienced players . So unless you have C-suite cover and a title to match it,…

The advice I give: lateral into the actual company as soon as possible.

Re: How to Survive an Acquisition

#120

Earlier quoted context omitted.

Your bus options must be a hell of a lot nicer than mine. (I haven't had the option of commuting by train since college, alas.)

wow, where did you live where getting to microsoft via 520 took 1.5 hours? 1 hour i believe as an occasional max. maybe across puget sound?

Getting to Microsoft never took all that long - it was getting home that took forever and sucked the life out of me.
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