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100% confirms my fear that this is a group of incredibly smart, hyper intelligent people who don't understand that specializing in a field (like, say... Managem
by al_biglan 16y ago
100% confirms my fear that this is a group of incredibly smart, hyper intelligent people who don't understand that specializing in a field (like, say... Management) isn't something you can "dabble" in and do well. My experience is that most "managers" in Google (when I interviewed, I met a few Directors, Managers and Tech Leads) are 99% technically focused. Google swung the pendulum too far the other way. Engineering should be in charge of the company, but rely on Managers to do management things, not have Engineers dabble in it (with the best of intentions)
I would think if Google applied the same hiring practices to hire in hyper intelligent people with a management focus and could integrate them into the teams correctly, this would be a huge win.
(I haven't interviewed there since '07, so things may have changed since then)
- brown9-2 16y agoI wouldn't spend too much time looking down your nose at Google's mistakes here, as piaw cautions that they're still a really great company to work for: -At 1500 people, Google was more agile and less political than most 200 person startups! - At any given size, Google was the best company in its class to work for. - At its current size, Google is still more desirable an employer for engineers than Oracle, Cisco, Microsoft, Adobe, Apple, and many other well known names. I think you'd find many similar stories at other software companies if you applied as focused of a lens at them.