I think the post is spot on, but I don't agree with naming names especially when the other person doesn't get an opportunity to tell their side of the story. What if Ian's manager posted her own nasty missive criticizing him as an employee? Such things can damage someone's future career without any fair process to sort out the facts. I wouldn't at all be surprised that such manager exists and is not being held accoun…
It doesn't even matter whether the critique is true and fair. Naming names like this in public is potentially very damaging and should not be done.
Reflecting on 18 Years at Google
971–980 of 1001 posts
Re: Reflecting on 18 Years at Google
#972The handful of trillion dollar companies have a problem that is unique: virtually all projects and innovation are not interesting enough even when successful. Only big bets remain. Google pulled in 280 billion $ last year. Now imagine a nice little side project within Google making it into market success with a 100m$ annual revenue. That's basically useless to Google. A line item that doesn't move the needle and adds…
Re: Reflecting on 18 Years at Google
#973Earlier quoted context omitted.
Because shuttering the business would be an existential threat while Google routinely shutters what would otherwise be successful business like domains/inbox/travel/reader/cloud print/code/podcasts, or otherwise refuses to treat with the level of seriousness/vision required to long term success like stadia/Chrome OS/Nest/plus/news etc.
The teams running products see it as an existential threat. Google shutting down the product is closer to an investor or board member forcing a startup to shut down because it's not long term sustainable. None of the things you mentioned could be run as independent businesses successfully, at least not at the levels of funding Google was giving them prior to them being shut down.
Re: Reflecting on 18 Years at Google
#974Re: Reflecting on 18 Years at Google
#975Earlier quoted context omitted.
The thing is it's not Sundar's job to be a visionary leader. That's not why the shareholders put him where he is. He is a bean counter and is doing a fantastic job bean counting and increasing Google's share price.
Google has passed up too many great opportunities that don't even take a visionary to see. Biggest examples, we let Zoom, OpenAI, and even Microsoft (Teams) steal our thunder. Microsoft, that company we make fun of as a dinosaur, moves faster than we do! I remember the discussions around the office right when ChatGPT came out. "Bard performs better," "we're more ethical," etc. Nope, they ate our lunch.
Re: Reflecting on 18 Years at Google
#976Earlier quoted context omitted.
It seems she, being his direct manager, was a large part of the reason he decided to leave after 18 years. There is probably a lot of anger and frustration. I do agree this part of the post could have been phrased better.
Where does the author say that this VP is his direct manager?
Re: Reflecting on 18 Years at Google
#977Earlier quoted context omitted.
> But once you achieve market dominance "Market dominance" simply shouldn't be achievable under capitalism. We would be much better off as a society if the government started enforcing anti-trust laws again.
Thing is, under capitalism large companies get significant control over the governments' actions. And large companies don't like not being allowed to be as powerful as possible, holding monopolies.
Re: Reflecting on 18 Years at Google
#978Earlier quoted context omitted.
There’s a great book by the guy that wrote The Psychology of Money, Morgan Housel that is out right now and I’m really enjoying it. It’s called Same as Ever. Because what never changes is humans and our source code, our DNA. Expecting Google to not turn into IBM is like expecting wings to sprout from our back. The great delusion we tell ourselves is that each business is different, but each business is powered by the…
Things tend to repeat but it's not completely impossible to have large and lasting changes. Ursula K. Le Guin used to say how people thought inescapable the divine rights of kings. On the other hand, Google did change the world. Everything's just more mature nowadays. There's less blue ocean in its business segments. I wonder if a company could stay "evergreen" by constantly finding new business areas and somehow spi…
Re: Reflecting on 18 Years at Google
#979Ian's post is pretty incisive, although I've read so many of these over the past 15 years or so. And the prescription is always to go back in time. I don't really think that's possible. When you're a newcomer, a disruptor, the whole point is to be different. You're bold, you have a clarity of purpose, you say things like "we're building a new kind of a company" or "the user comes first." But once you achieve market d…
Can we just say it? Business school graduates ruin innovation. They ruin principles. They ruin quality. Their goals are not aligned with the goals of creators and makers. Their goals are, chiefly, to make money. The worst thing you can do as a company looking to continue to burn with innovation is hire someone with a business degree. I don’t have any problem saying it.
This is actually the second-worst possible goal. Worse than the desire for money is the desire for power.
Re: Reflecting on 18 Years at Google
#980Earlier quoted context omitted.
On paper, Google's throw-everything-at-the-wall-and-see-what-sticks strategy (that has lead to a substantial Google Graveyard) seems like it was intended to allow for some parts of the company to innovate while keeping the core products stable and boring. In practice, many of those innovations (Google Inbox, anyone?) were not deemed profitable enough to keep around. Others were never given the resources to grow beyon…
It's worth noting that was a turning point: the "more wood behind fewer arrows" policy adopted by Larry [1] initiated the die-off cycle of Google products. Prior to that, as far as I am aware, they were much more tolerant of products staying around in a mature-but-not-wildly-successful state. Afterwards, it seemed as if they would only keep things that maintained a trajectory to become as successful as their core pro…