Amazon boss Jeff Bezos defends company's workplace culture
bbc.com
bbc.com
I'm not surprised he feels this way, being solely unaccountable in the way that his employees are and primarily responsible for both denying and preserving the culture.
> Mr Ciubotariu invoked the company's culture of fun in his LinkedIn post. "We have Nerf wars, almost daily, that often get a bit out of hand," he wrote.
Did this make anyone else cringe? You couldn't pick an example that better demonstrated an awkward, forced element of corporate "fun."
I have to wonder, though, what he means by them getting "a bit out of hand":
- "fun" exhaustion?
- loss of place in stack ranking system?
- injuries? deaths?
- productivity lost to spontaneous bouts of letter-writing from employees to their friends about how much fun it is to work at Amazon?
Dunno, it just sounds awkward.
Maybe I am just getting old... Work can be fun without resorting to gimmicks. What's next snack time and mandatory naps?
"About that beer fridge...It’s pretty cool. So is the pop-a-shot table, the happy hours, the lax dress code, the summer outings (i.e. Drunk Hook-Up Fest), and the staff lunches. But those aren’t culture. Those are nice-to-haves, things that make the good days great and the great days awesome. But they don’t make the bad days good. Please, please, please don’t rely on those kinds of things."
This brought to my mind some scenes of the film Inside Job (those that included among other things a psychologist). :)
I grabbed that gun and started a war. People that were face deep in code picked up their guns and started smiling and shooting each other, running around, diving under desks. It was fun!
I made friends immediately and are some of my best friends to this day, 4 yeas later. People that are friends have fun. It wasn't forced. If you didn't want to play, you didn't have to play. The morale picked up 100% after the game.
We were NEVER treated like children. Ever. We never had "nap time" or "snack time", that's ridiculous. We were treated as professionals that like to take breaks and mess around while creating great products.
I did great work while I was there and so did the other people at that company. I met some amazingly talented people that are still at that company. They stay there because they enjoy the work and they enjoy the environment.
This really bugged me too, but reflects a trend that I've notice in tech circles of infantilizing engineers (vs treating them as working professionals). But maybe this really is attractive to some employees who might be eager to extend their HS/college environment a few more years.
I work at a large enterprise (5,000+ employees) and this is a huge problem for us. Upper management has a vision for the organization, but it gets lost on its way down the chain. A simple phrase is the main culprit: "...<any given policy> is up to manager discretion."
For example, upper management: "We are creating a flexible part-time teleworking agreement whereby employees can work from home up to 2 days per week. Usage of this arrangement is up to manager discretion." Lower management: "I know about the new teleworking option, but our department is not participating because how can anyone get work done at home?"
If upper management does not actively monitor and intervene with stifling lower-level managers, they can definitely create an organization that, in practice, differs greatly from the one they imagine, the one they wanted to create.
Of course, that would not maximize profits at amazon or most other companies so that's not really what will happen.
I won't claim to know what will happen to Amazon or other companies if they keep trying to squeeze every cent out of every employee all the time, but in my professional circles of people who work front office at investment firms or consulting firms (in the northeast), there is a long history of making sure the newbies are in the office 80+ hours a week. These are also the same firms that continue to make the most money year after year, so I would assume there is some possibility to extract extra value from the subset of the population that is workaholic.
Not to diminish finance people, by the way. I'm sure they work hard, but in a different way.
Funny thing is, Amazon has never really been into maximizing profits, at least in comparison to re-investing the company in new experimental directions. An investment in their own employee's well being seems to be something in line with that. But, I'm not a CEO.
It's easy for management to say how peachy things are when they are the people who very well might be (unknowingly) creating this culture.
The most amazing part about all of this is that not a single person who has come out saying this is false has said they will either look into it themselves or put their money where their mouths are and do something about it. It's easy to be the general when the guns aren't pointed at you.
That's sort of like being the National Security Adviser and telling all NSA agents, "if you notice anything illicit, please email me personally [whereafter you will receive a personal drone visit]".
https://www.linkedin.com/pulse/amazonians-response-inside-am...
Understandably, a story that could have been titled "Nick Ciubotariu from Amazon responds to criticism" is not as eye-catching as "Jeff Bezos defends company's workplace"
This reminds me of Rackspace. Rackspace claims to have this great fun environment and they love their employees and they're always doing this fun stuff at work. I know a handful of people that work there and I'm always being told about the elaborate pranks games going on.
Then I wonder why it takes them 2 days for a sales specialist to call me back, 6 hours to respond to a support ticket or it takes them 45 minutes to locate my server in one of their datacenters.
We used to have some servers at 1&1 and their support was even worse than what you describe, and they've never described as "a fun place to work"
It's also protection as their response could lead to another reply from you and possibly a call would have to be scheduled and then meanwhile a few important tickets from clients that pay for the extra service come in and now they are backed up.
Sales guys should be calling you constantly though!
Well, if you're willingly working nights and weekends (which we know you do, as you penned the response on a Saturday), then of course nobody is going to tell you to do so. This statement does nothing to disprove that those who wish to have lives outside the workplace aren't harassed by their coworkers and/or managers.
Oh well, this seems to be a bit hypocritical. ("Hey Mr. Bezos, my boss, John Doe (cc'd!) wants me to do this task until tomorrow, but it's 8 pm. What do you think about this?")
http://www.motherjones.com/politics/2012/02/mac-mcclelland-f...
https://news.ycombinator.com/item?id=7902887
It is helpful to be aware of how all different types of workers are treated when evaluating whether or not to work for a company.
I'll even include the Amazon link =p http://www.amazon.com/The-Everything-Store-Bezos-Amazon/dp/0...
All of what we've been told about the war for talent, desire for caring work places, etc. seems to be exaggerated. Companies can literally have a policy of "be happy you have a job, punk" for professionals for YEARS, and people will suck it up. Morale does have an impact but not as much as you'd think once your company is large enough AND it is successful. One commonality in both companies is that they are very data driven. Eliminating a costly perk? Do it and see what the data says. Make a change to a major process that people are resisting? Do it, fire any insubordinates, and see what the data says. Basically don't take management policy or process for granted unless you have data to back it up.
There's a line between tough and abusive, however, and this seems to be where Amazon's (and other tough cultures) walk the line.
For example, if you are making a management decision based on how much time employees are spending on X, you are assuming that you actually know how much time is being spent on X and what the value of that time is.
Simply measuring data is not sufficient. You have to measure the right data in the right way for your stated purpose. Companies operating like Amazon does (apparently), are wildly over-confident in their data collection and interpretation abilities, in my opinion.
The culture of having data collection and an ability to challenge it (whether it is flawed or not) indicates a desire for a fact-driven culture vs. a power-driven culture.
They might be over-confident, but one would think that reality in the market will eventually catch up to that.
Even just the "time worked on X" example is too complex to track. It is deceptively "simple." It seems like (especially to managers) employees should be able to work on a task for awhile, and afterward record how much time they spent working on it. However, it isn't that simple.
In reality, "working on X" might actually mean working on X along with several other things such as email or web browsing or talking to a co-worker or answering the phone. With reliance on self-reporting, and without some sort of monitoring system, it is unreasonable to expect this metric to be accurate, yet this is how many (most?) time reporting systems work.
Managers are making large-scale decisions based on this data. It looks like accurate data, it has fancy graphs and charts and reporting...but it isn't actually very accurate. An employee might report an hour spent on a project, when really only 40 minutes of that hour were spent on the project work, while the remaining 20 minutes were spent on various interruptions and extra tasks. This inaccuracy isn't much of an issue for informal uses, such as sticking to a personal schedule, but for driving decisions as part of a greater pool of data, it is misleading.
At my organization, upper management is trying to use time reporting data to come up with a total cost for various initiatives. This is the kind of scenario I am talking about. Managers don't typically sit and watch everyone work, nor do they discuss time reporting entries individually, so all they end up seeing is the data. This separates them from how that data is generated and leads to inappropriate reliance on that data. From their perspective, it feels like reliable data that can be used to assign a cost to various projects, but the data probably doesn't adequately support that use case.
But sometimes there are ways to make it work. At Pivotal Labs for example, you are allocated to a pair daily and then to a project or product over a few weeks. There are no interruptions or meetings beyond townhalls and daily stand ups... Unless you and your pair occasionally want a ping pong break. Productivity and resourcing becomes a bit more reasonable in this culture as its related to stories/requirements in Pivotal Tracker being completed relative to the number of pairs rather than tying it to individual worth. It's like an incredibly kind and collaborative culture that also gets good data.
Stepping back to a general management perspective, To me the most effective data is if you keep it relatively simple and do controlled experiments that are systemically tied to an external market result. A lot of companies in the logistics (and now software services) space get good at this.
So, I guess my original sentiment is more like: "data-driven" is not a good thing on its own, because you need more than just a bunch of data, you need analytics.
It may seem more semantic than anything else, but I think there are some real differences in how people (especially managers) perceive "data-driven" vs. some other term like "analytics-driven". "Data is not magic" should be a catch phrase spread far and wide among the non-technical business world.
:facepalm: I hate this part of the popular culture where developers are seen as kids or weirdos with no social skills.
We have to make clear that we didn't like nerf wars neither overworking, if we didn't respect us nobody is gonna do it.
I do find those wars very entertaining and stress relieving. What is clear to me is that, even in the tech world, there are different cultures and not everybody are equal.
Amazon and most other companies have separate staff, culture and levels of morale for engineering and non engineering divisions. Can't really compare them directly.
Bezos would treat engineers much worse if he could.
I know numerous people who work in marketing or operations at Amazon, and their experiences more closely mirror the NYT article. Much of the pressure is self-imposed: Amazon hires type-A overachievers, then stack-ranks them. The pressure to succeed is immense, and as happens with any forced stack rank system, people try to tear each other down.
Amazon hires legions of MBA graduates every year, and most of them will have left by the time the next class comes in. Jeff Bezos seems to have modeled Amazon in the style of his former employer, McKinsey & Co., and it shows. The expectations at Amazon are similar to the expectations at McKinsey -- except that being fired from McKinsey after 2 years is almost considered a rite of passage in the executive world. Until Amazon develops a similar reputation (and becomes a lot pickier about who it hires) they will continue to have this perception problem.
It's certainly effective, but Amazon is not a nice place to work.
H1 would have to leave (the country) if they lose their job, so they are stuck working for a bad boss. Women can sense that, hey, this makes no sense faster than man who is somewhat expected to 'solider on'.
If there was less H1 (but more legal immigration other ways), than that would force a turn around and encourage more welcoming places. And less bad bosses.
I even look at product manager job postings and cringe: 'hold engineering team accountable for commitments'. The issue maybe that there is H1, that there are people willing to do it.
She ended sleeping with him and true to his word he got her the full time position. About a month later I found out about the whole thing and broke up with her.
I emailed the transcripts of their conversations to HR. They conducted an investigation and he admitted to everything. The guy got to keep his job. They did some sort of formal counseling with him and then transferred him to another group. They made the girl to sign a statement saying that nothing improper happened. They strongly suggested that her full time offer might be rescinded is she didn't sign the statement.
She signed and has been working there the past more than a year now.
My note: Zero tolerance policies without recourse for correction are a perfect example of the Amazon inhumanity. Straight from the mouth of the leader. There's your culture problem right there.
I am not in any way associated with the wunderkind of Seattle and/or his company. Just noting an interesting fact.
Where there is smoke...
http://www.businessinsider.com/reasons-working-at-google-suc...
http://techcrunch.com/2009/01/18/why-google-employees-quit/
http://www.independent.co.uk/life-style/gadgets-and-tech/fea...
Facebook:
http://www.businessinsider.com/the-22-worst-things-about-wor...
http://www.dailymail.co.uk/news/article-2410298/Forget-free-...
Microsoft:
http://www.businessinsider.com/why-microsoft-is-so-messed-up...
http://www.slate.com/articles/business/moneybox/2013/08/micr...
If your company has >1,000 employees, there will be disgruntled and dissatisfied employees. Full stop.
Even on glassdoor, Amazon averages 3.4 vs Google 4.4 vs Facebook 4.4. That 0.6 difference is what you mention: some people will inevitably be unhappy. But that other 1.0, that's not normal for a tech company.
Do you need sources?
You're defending yourself right now, so by that argument it "says a lot to me."