Comment by refulgentis

This is a bit long and histrionical in a ways that can make it seem to lack credibility, at times -- easiest example: maybe there was a joke in 2008 that "Code Yellow" was named after a lead's tanktop. But it's very much what you'd think, there's a "Code Red" and "Code Yellow" and Code Red is DEFCON 1, not Code Yellow. Shorthand for signalling "this is your manager^3 saying its okay to work on this, in case your manager^1 gets in the way"

The thing I'd like to draw your attention as a Xoogler, 2016 to 2023, is this bit:

> Gomes, who was a critical part of the original team that make Google Search work, who has been credited with establishing the culture of the world’s largest and most important search engine, was chased out by a growth-hungry managerial types led by Prabhakar Raghavan, a management consultant wearing an engineer costume.

This is the dynamic you can hang your hat on as being how Google changed post-Sundar, definitely post 2020. A la Sculley era at Apple.

It's a huge company, there's pockets of good and bad.

But by far and large, unless you're happily settled into a corner of a corner of an org humming along coding on some infra that is both crucial and yet not politically important, 'standard business' decision-making has infected every corner. Scaling meant importing a lot of management from other companies, and not great ones. And the self-induced "crisis" of not growing revenue 20% every year has left them empowered relative to those old dunderheads babbling their opinions about users.

There's all sorts of knock on effects: cliques became much more important, especially as a lot of managers promoted a new layer and withdrew from day-to-day once WFH started. It was shocking to see people unleashed: rampant power abuses, hiring of friends. I was shocked how quickly it turned into not just a regular company, but a bad company. Partially because it had no immune system / practice dealing with bad behavior. Everyone is just trying to get to tomorrow now, instead of doing the right thing, even if it is hard.

EDIT: One more thought: It's a lot harder to fight these effects with the overly-polite-to-point-of-vacuousness I saw the higher up I got. You end up with all these biases that are grounded and kind but get you to the point where you're enabling bad stuff. Ex. "no one person is responsible for failure/success of their product" enables "for some reason Yahoo's ex-search-head is high up at Google, and saying the right vacuous things that rhyme with The New Order: stonk must go up. So now we get more evil."

I'm still sad about the launches I participated in that were straight up lies when demo'd and advertised. Rot went all the way up from what I saw, VPs were more than happy to throw their name on outright lies if it was the hot thing that year at IO. Then when it isn't, they disappear and leave vague instructions, and the real shitty stuff starts, because now middle managers just want the old cool thing as 1 of 6 things in their portfolio.