FAQ on Leaving Google

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...

That was an absolutely spot-on description of what it was like when I joined in 2007 or 2008. Within 2 year of joining, I had approval to use all the idle cycles in prod for protein design, folding, and drug discovery, and I had a front-row seat with some of the best programmers in the industry. By and large, employees were fun people to interact with, and the management was generally understanding of our hijinx. The main struggle I had was to convince the leadership to move faster into the cloud ("But we have appengine!" and "But profits aren't as good as ads", until MSFT ate their lunch). As soon as it was possible, I built and launched the cloud product I had wanted Google to make even before I joined!

It really did just feel like grad school with better funding. For me it lasted until around 2014 (wow, 10 years ago) when a director stole my ideas and bad-mouthed me to a bunch of senior folks. I hung on a bit longer (working for a close friend of the author of this FAQ on 3d printing and making stuff) and then a couple stints with ML hardware, before I finally concluded that the company was well on its way to enhittifying everything it did.

Sundar is sort of the complete opposite of this. He wants a large pool of completely anonymous programmers and a small number of directors who know how to turn those programmers into growth products, but those directors don't have a clue. For example, with gChat, one day the head of chat told TGIF that chat was changing, that japanese teen girls were the primary target, and they wanted emojis. He didn't even get that there was this enormous number of professional workers using gmail/gchat/gcal/gdocs and that by fucking up the product, he lost their trust.

Oh well. Sundar is why we can't have nice things.

One of the things that makes me sad about this is that Sergei and Larry seem so checked out. They were mostly gone when I was there, but I've always gotten the feeling that Google was like grad school because Larry and Sergei wanted it that way.

I get that they've made a ton of money, but it also seems like they really wanted to spend their lives making awesome stuff and doing things like scanning books and making them free. And it feels a bit like the market forces took Google away from them. They put Sundar and a bunch of other McKinsey alums in charge. And McKinsey is, from what I can tell, basically the opposite of grad school.

Whenever I did see Larry or Sergei make an appearance they always looked a little dead inside and like they were just going through the motions.

And from what I can tell, the original sin was taking VC funding. Once they took VC funding, they had limited actual control over what happened to their company. So while they talked in 2004 about not wanting to be a conventional company, and while they warned in 1998 that ad-driven search engines were biased against their users, they still had limited ability to be unconventional in any way that was unattractive to investors. And that includes, in a sense, just being too different. A large company will eventually need to be run by professional management, and professional managers need a thing that looks and drives like a conventional company.