Zenefits, a Rocket That Fell to Earth, Tries to Launch Again
nytimes.com
nytimes.com
Speak for yourself.
It's to be expected that some would get caught.
Also (OT), the two images that illustrate the article are slightly, but very visibly, out of focus. I hope it's not some new trend, because it's quite annoying.
Yet, instead of getting ousted, Brian has Obama and many other important people saying nice things about him.
It's fairly toxic, as it is associated with debauchery and fraud. Wouldn't you want to raze the brand to the ground and start with something else, even if you're keeping the same tech stack and sales contracts?
It's about a man who bought the Hydrox brand to try and revive the cookie.
People do it with old brands all the time. If you google "buy expired trademark" you'll get a ton of info.
Although most of those people are buying old good brand names. :)
Not to condone violating laws, but if the old management was ignoring the insurance equivalent of dealer franchise or taxi medallion laws, and that now has the new management super serious about compliance--that's just an even better service for us users.
I disagree wholeheartedly, but this is an anecdote of signal.
If they broke laws I don't have a problem with any legal consequences they might experience, but it doesn't really affect my perception of Zenefits.
Likewise, as an example, Apple getting a $15B tax bill from the EU doesn't really affect my opinion of Apple. Seems like it was the right thing to do, but as a consumer it's just somebody else's problem.
What's wrong with a little cheating, as long as it's in Silicon Valley, not Wall Street, am I right?
SV is just as corrupt as wall street, and would be just as willing to take bailouts if they were offered.
I also care about actions that are "technically legal".
What is wrong and what is illegal are very different things and I don't confuse them.
That said, many early employees would have corrected these problems if they were widely known. It was not the lax environment some articles made us out to be. Everyone had to pull their weight and we were very serious about getting everything right. It was a huge disappointment to discover that some department leads allowed this stuff to exist, reducing the value of the many late nights myself and others put in.
How can anyone on the outside be sure there aren't comparable problems which still aren't widely known? I just don't see a reason to believe what Zenefits says because their marketing literature says compliance a lot more now.
I'm not sure how any company can provide this proof. However, the rage felt by all the truly dedicated individuals who watched their equity decline in value has drastically changed the culture, everyone is on watch to make sure that doesn't happen again. In addition, new technology and new teams have the explicit purpose of monitoring and maintaining compliance, which I believe are effective. The internal shift to being a "compliance company" is not just marketing speak, it is real.
If equity value is what's motivating people's desire to not illegally cut corners, I see little reason to assume they won't revert to previous behavior once the spotlight is off, especially as time passes and personnel changes.
Personally, I don't believe there is such a thing. The only careful doctor is one who has made a bad decision that killed a patient; the only careful military officer is one who has had a strategy of theirs fail and lost soldiers under their command. Everyone else has too much bravado, and no emotional revulsion to shortcuts, and so can't be be trusted with real responsibility.
I disagree with the idea that meticulous caution can only be learned by personally failing first. I believe it is fully possible to learn and emotionally internalize the necessity of proper protocols, rules and behaviors in a variety of safety and compliance contexts by learning from the failures of predecessors, and without needing to commit those failures personally.
If this were not the case, wouldn't e.g. insurance companies weight risk analysis algorithms more favorably towards drivers with an accident history, and penalize drivers with no accident history? (This is a simplistic example, but you hopefully get the idea). Do pilots need to experience catastrophic crashes in order to achieve true risk awareness? Do companies need to experience serious security breaches in order to take security seriously? (Many of the most secure companies in the world, perhaps most of them, have never had a headlining security vulnerability).
To continue with your analogy, I see no a priori reason to assume that a doctor is incapable of following e.g. comprehensive checklists to limit surgical error without first experiencing a failure that causes a patient's death. Likewise, I see no a priori reason to assume the same doctor would improve by virtue of having a patient die in surgery.
I think that claim requires evidence to be taken seriously, to say nothing of your secondary claim that people who have not failed have "too much bravado" to be trusted with responsibility.
With the checklist analogy: some doctors are willing to follow checklists; other doctors aren't. Of the doctors who have killed a patient from not following an available checklist, usually all are willing to follow a checklist—for the ones that still aren't, and kept on killing patients, have been disbarred. "Did a bad thing and is still a doctor" is a sort of survival-bias heuristic for filtering out the non-conscientious.
Here's another way to think about this: a soldier might have trained for years and years, and be very good at all the arts of war. But most people would prefer to staff a "hand-picked" strike force with veterans—soldiers who has been in a number of battles, and in particular have been engaged in a number of individual combats—rather than just people with "natural talent." Because attrition ensures that the only veterans who survive are the ones who know their business.
There's also the part that further scandal would almost certainly destroy the company completely. So Sacks is likely making an effort to avoid scandalous behavior even more than the average startup.
Compare Zenefits's response to that of Theranos, where Holmes remarkably still has her job after being literally banned from the industry.
People generally forgive as long as a few token guys go to jail.
It's amazing how one can respect the difficulty of a job while simultaneously insulting "whoever it is" that does that job. It takes three seconds to google "BlackBerry" and see in the automatically generated card: CEO: John S. Chen (Nov 4, 2013–). Is this supposed to be some sort of journalistic negligence-cum-style?
"A virtuous circle is often described as a self-reinforcing system that creates positive benefits throughout the economy."