Earlier quoted context omitted.
Really it's bizarre because the service they're offering on its own is quite valuable, so they'll get user adoption eventually I imagine - maybe not 100% but that's greedy or unreasonable at minimum. Far more damage is done with an aggressive/controlling stance, future long-term revenues and negative mindshare.
Google's definitely lost their way. Got too big, too fast and didn't preserve the culture. The biggest an organization can get and hope to have a reasonable chance of not going evil is probably some multiple of Dunbar's number. I think realistically the uppermost limit on it is going to be Dunbar's squared and assuming everyone has really high social skills and no life outside work then it's 250*250 = 62k people. But…
Executive culture tends to laud the "visionary leader" who pushes their vision on everyone else. When that vision is wrong-headed you end up with situations like the G+ débâcle: it was a failure of the Google executive, not the employees.
My guess is that we have the same effect in play with the YouTube Music debacle: an "up and coming" exec who wants to make their mark by creating a new business line for Google that brings in big profits. They don't care if they sully the Google brand in the process because their incentives aren't aligned with Google's, any negative effects on Google's userbase (be they musicians, music consumers or just ordinary users of Google services) are just collateral damage in their internal political game.
This is warring business units in action.