What glory? All these points were acquisitions. Everything this article celebrates were destroyed by Yahoo. The only thing they ever did well was build a portal.
I worked for AOL, who Verizon recently merged with Yahoo . It was inevitable they destroyed the startups . Yahoo processes made us look lean in comparison, and we were another old web 1.0 company . The first thing they make you do is port to their tech stack and so much time is spent on that process and approvals from central teams that it's a wonder anything gets done . They've got their own package manager, own int…
This exactly describes the current cadre of internet giants as well, and it does seem nuts, but it's important to realize why this happens. For one thing, these systems were often developed and made to run at scale well before their better known brethren appeared. Sometimes those better known brethren eventually surpass the internal tools. Sometimes they never do.
> The first thing they make you do is port to their tech stack
There's no simple answer to whether this is a good idea. Switching costs are a real thing. Even if what you're switching to is better, that superiority has to outweigh the cost of the transition itself. There's a cost to the parent company switching, and there's a cost to the acquiree switching. There's also a cost of running a bazillion different software stacks on ten kinds of hardware and operating systems, as I know AOL did in those days. Maybe that's part of the reason they stopped being a viable standalone company. The most successful post-acquisition tech merges I've seen have been very deliberate about the costs and benefits of changing each part, not adopting blanket "always" or "never" rules.