3 ms·

This is bad practice across the board IMO. There seems to be an idea that this builds anticipation for new products. Sounds good in a PowerPoint presentation by

This is bad practice across the board IMO. There seems to be an idea that this builds anticipation for new products. Sounds good in a PowerPoint presentation by an MBA but doesn't work in practice. Six months (or more!) after joining a waitlist, I'm not seeing it for the first time, so I don't really care when yet another email selling me something hits my inbox. I may not even open the email. This could be mitigated somewhat by at least offering a demo, but that's rare.

bushbaba 3y ago
Likely they have limited capacity and are alloting things for highest paying and strategic customers
- eitally 3y ago
  As someone who worked in Google Cloud's partnerships team, the way the Early Access Program, not to mention the Alpha --> Beta --> GA launch process for AI products, works, is really dysfunctional. Inevitably what happens is that a few strategic customers or partners get exceptionally early (Alpha) access and work directly with the product team to refine things, fix bugs and iron out kinks. This is great and the way market driven product development should work. The issues arise with the subsequent stagegate graduation processes, requirements and launches to less restricted markets. It's inconsistent, the QoS pre-GA customers receive is often spotty and the products come with no SLAs, and -- just like Gmail on the consumer side -- things frequently stay in EAP/Beta phase for years with no reliable timeline for launch. ... and then often they're killed before they get to GA, even though they may have been being used by EAP customers for upwards of 1-2 years. I drafted a new EAP model a few years ago when Google's Cloud AI & Industry Solutions org was in the process of productizing things like the retail recommendation engine and Manufacturing Data Engine, and had all the buy-ins from stakeholders on the GTM side ... but the CAIIS GM never signed off. Subsequently, both the GM & VP Product of that org have been forced out. In my opinion, this is something Microsoft does very well and Google desperately needs to learn. If they pick up anything from their hyperscaler competitors it should be 1) how to successfully become a market driven engineering company from MSFT and 2) how to never kill products (and not punish employees for only doing KTLO work) from AMZN.
- moralestapia 3y ago
  So tactical, wow. Meanwhile OpenAI and others will eat their lunch again.
  - bushbaba 3y ago
    Agreed. OpenAI also doesn't need to grock with Shareholders fearing a GDPR like-fine. Sadly the larger you are the bigger the pain is from small mistakes.
  - deleted 3y ago
    [deleted]
- moffkalast 3y ago
  [flagged]
  - deleted 3y ago
    [deleted]
justrealist 3y ago
One PM in 2005 knocked it out of the park with Gmail and every Google PM since then has cargo-culted it.

bushbaba 3y ago

Likely they have limited capacity and are alloting things for highest paying and strategic customers

eitally 3y ago
As someone who worked in Google Cloud's partnerships team, the way the Early Access Program, not to mention the Alpha --> Beta --> GA launch process for AI products, works, is really dysfunctional. Inevitably what happens is that a few strategic customers or partners get exceptionally early (Alpha) access and work directly with the product team to refine things, fix bugs and iron out kinks. This is great and the way market driven product development should work. The issues arise with the subsequent stagegate graduation processes, requirements and launches to less restricted markets. It's inconsistent, the QoS pre-GA customers receive is often spotty and the products come with no SLAs, and -- just like Gmail on the consumer side -- things frequently stay in EAP/Beta phase for years with no reliable timeline for launch. ... and then often they're killed before they get to GA, even though they may have been being used by EAP customers for upwards of 1-2 years. I drafted a new EAP model a few years ago when Google's Cloud AI & Industry Solutions org was in the process of productizing things like the retail recommendation engine and Manufacturing Data Engine, and had all the buy-ins from stakeholders on the GTM side ... but the CAIIS GM never signed off. Subsequently, both the GM & VP Product of that org have been forced out. In my opinion, this is something Microsoft does very well and Google desperately needs to learn. If they pick up anything from their hyperscaler competitors it should be 1) how to successfully become a market driven engineering company from MSFT and 2) how to never kill products (and not punish employees for only doing KTLO work) from AMZN.
moralestapia 3y ago
So tactical, wow. Meanwhile OpenAI and others will eat their lunch again.
- bushbaba 3y ago
  Agreed. OpenAI also doesn't need to grock with Shareholders fearing a GDPR like-fine. Sadly the larger you are the bigger the pain is from small mistakes.
- deleted 3y ago
  [deleted]
moffkalast 3y ago
[flagged]
- deleted 3y ago
  [deleted]

justrealist 3y ago

One PM in 2005 knocked it out of the park with Gmail and every Google PM since then has cargo-culted it.