From Ballmer to Jobs, tech leaders write memos, manifestos, and rants that shape how we all think about computing. These 10 provocative statements each have a place in tech history.
Technology tends to be associated with cold, mechanical precision. Nevertheless, the technology industry attracts a fair number of outspoken firebrands.
Perhaps the opinionated nature of noted technology leaders is a consequence of the personality traits required to press ahead in the face of naysayers, skeptics, and rivals. Whatever the reason, the tech industry has given rise to a plethora of indignant memos, manifestos, and rants rich with self-righteousness and personal conviction. They describe what's wrong with the world and how to set things right.
They tell us to think different(ly).
The following texts are 10 of the most meaningful, entertaining, astute, and provocative pieces to appear online in the past two decades.
Steve Yegge, Google: Stevey's Google Platforms Rant Google engineer Steve Yegge spent six years at Amazon, and in 2011 he used that experience to inform his indictment of what Google does wrong and Amazon does right. It's remarkable in its candor. And it's a testament to Google's maturity as an organization that Yegge remains employed at Google and his criticism remains online, albeit hosted by a third-party Google+ account.
The gist of his argument is that Amazon gets platforms and Google doesn't. That's less true today than it was then -- Yegge's observations evidently were noticed by Google management. But the rant continues to be relevant for Google and for any company operating a platform business or thinking about doing so.
A choice passage:
Google+ is a knee-jerk reaction, a study in short-term thinking, predicated on the incorrect notion that Facebook is successful because they built a great product. But that's not why they are successful. Facebook is successful because they built an entire constellation of products by allowing other people to do the work.
Yegge's rant is made more meaningful by his follow-up post a week later. And it contrasts with subsequent observations about how he believes Amazon "is in the bottom half of the industry in terms of being a nice place to work" and Google "is undoubtedly in the top 0.1% of the best places to work in the world, across anything even remotely computer-related."
James Whittaker, Google: Why I Left Google A former professor of computer science at the University of Florida, Whittaker founded a security software firm, joined Microsoft, left for Google, and then returned to Microsoft. He left Google early last year, disenchanted with the changes brought about by CEO Larry Page. His widely read public letter, "Why I Left Google," is perhaps the best known of a small but apparently growing list of public departure letters -- see also Spencer Tipping's "Why I Left Google" and Douglas Bowman's "Goodbye, Google."
Whittaker recounts how Google went from being an innovative, decentralized company under Eric Schmidt to an advertising machine focused solely on remaking itself in the image of Facebook through Google+.
His criticism about Google+ still resonates:
Sharing was working fine and dandy, Google just wasn't part of it. People were sharing all around us and seemed quite happy. A user exodus from Facebook never materialized. I couldn't even get my own teenage daughter to look at Google+ twice: "Social isn't a product," she told me after I gave her a demo. "Social is people and the people are on Facebook." Google was the rich kid who, after discovering he wasn't invited to the party, built his own party in retaliation. The fact that no one came to Google's party became the elephant in the room.
And yet as Whittaker himself admits in his post, "Truth is, I've never been much on advertising." Google is an advertising company and advertising has gone social, perhaps unavoidably and forever. The good old days when the web was free, the NSA sought permission to listen, and we were ignorant about how web services and Soylent Green were made -- OMG, it's people's data! -- are long gone, if they were ever anything more than self-delusion.
Brad Garlinghouse, Yahoo: The Peanut Butter Manifesto Yahoo's low point came in late 2010. But in 2006, Brad Garlinghouse, then Yahoo senior VP, saw where things were headed. In an internal memo leaked to The Wall Street Journal, he castigated the company for its lack of vision, ownership, and accountability, using a rather odd metaphor:
I've heard our strategy described as spreading peanut butter across the myriad opportunities that continue to evolve in the online world. The result: a thin layer of investment spread across everything we do and thus we focus on nothing in particular.
I hate peanut butter. We all should.
Let it be said that peanut butter is awesome, unless you're allergic to it. But otherwise Garlinghouse was on to something. Had Yahoo's management at the time paid more attention, perhaps its recovery would not have taken so long.
Earlier this year, Garlinghouse posted a follow-up note through LinkedIn, in which he suggests the problems he identified were merely symptoms of a larger problem: failed corporate culture. The good news is that Marissa Mayer appears to be dealing with that, without disparaging everyone's favorite lifesaving, nutrient-rich, nutty spread.
Building A Mobile Business MindsetAmong 688 respondents, 46% have deployed mobile apps, with an additional 24% planning to in the next year. Soon all apps will look like mobile apps – and it's past time for those with no plans to get cracking.
InformationWeek Tech Digest, Nov. 10, 2014Just 30% of respondents to our new survey say their companies are very or extremely effective at identifying critical data and analyzing it to make decisions, down from 42% in 2013. What gives?