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FAQ on Leaving Google

(social.clawhammer.net)
462 points mrled | 2 comments | | HN request time: 0.497s | source
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thrtythreeforty ◴[] No.39035233[source]
The author also published [1] an email he wrote at the beginning of his tenure. It is amazing how alien and out of place early Google sounds in today's corporate environment. They have completely eroded the perception that Google is this kind of place:

> Google is the opposite: it's like a giant grad-school. Half the programmers have PhD's, and everyone treats the place like a giant research playground [...] Every once in a while, a manager skims over the bubbling activity, looking for products to "reap" from the creative harvest. The programmers completely drive the company, it's really amazing. I kept waiting for people to walk up to me and ask me if I had declared my major yet. They not only encourage personal experimentation and innovation, they demand it. Every programmer is required to spend 20% of their time working on random personal projects. If you get overloaded by a crisis, then that 20% personal time accrues anyway. Nearly every Google technology you know (maps, earth, gmail) started out as somebody's 20% project, I think.

Even if this was only half-true back then, there's very little you could do to convince me that it's true at all now. This culture and the public perception of it has been squandered.

[1]: https://social.clawhammer.net/blog/posts/2005-09-25-FirstWee...

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1. roca ◴[] No.39046460[source]
This was a terrible way to run a company then and now. It leads to an incoherent product strategy. It doesn't provide the persistence required to pursue strategies that take many years to eventuate. Google succeeded in spite of this culture, not because of it; they found an immensely profitable niche, which enabled them to hire huge amounts of incredible talent, which covered up their cultural problems.

[Disclaimer: I work at Google.]

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2. roca ◴[] No.39046581[source]
Also, this is a great example of a recurring problem: successful organisations venerate their culture, so that every part of it is assumed to be essential to their success until very painful experiences prove otherwise.

Another example: Linux developers thinking that managing patches by email is the best approach ever, because Linux is dominant.