https://paygo.media/p/25171 ← наблюдения CEO Waze про отличия атмосферы в Google и стартапе (плюс немного про «эту молодёжь»)
> The impact of an individual product on the Corp-Tech stock is minimal. (...) Regardless of your performance (individually) or your product performance, you equity grows. (...) The only control you have [is] whether you get promoted. (...) Thus we began onboarding people with the wrong state of mind - seeing Waze as a stepping stone and not as a calling.
> It is practically impossible to fire someone for the basic reason that you don't need this role any more. (...) There are people who are great for a stage of the company and later, do not have the right skills as the company grows. It is not their fault, it is reality. (...) People are constantly trying to “offload” an employee on a different team rather than fire them.
> We could not get distribution from Google. (...) We did have a lot more marketing dollars to spend but had to spend them like any other company, except we were constrained in what we could do and which 3rd parties we could work with due to corporate policies. (...) Looking back, we could have probably grown faster and much more efficiently had we stayed independent.
> The amount of time and effort spent on Legal, Policy, Privacy. (...) After the acquisition, we have an extremely long project that consumed many of our best engineers to align our data retention policies and tools to Google. I am not saying this is not important BUT this had zero value to our users.
> Young people want it all - they want to get promoted quickly, achieve economic independence, feel fulfilled at Work, be home early, not miss the Yoga class at 11:00am etc. Having trouble scheduling meetings because “it's the new Yoga instructor lesson I cannot miss” or “I’m taking a personal day” drove me crazy.
