A Masterclass in Dysfunction - Recensione dipendente - Director presso New York Times

At its core, this is a company where weak, insecure leadership sets the tone for everything else. The most capable people see the writing on the wall and leave quickly, which only accelerates the brain drain. What remains in the senior ranks are sycophants—people more skilled at managing perceptions upward than actually delivering results—many with little real experience building technology. That combination of arrogance and inexperience fuels constant chaos: rushed execution, sprawling and incoherent goals that shift frequently, buggy systems held together by duct tape, and chronic overwork that burns out the people attempting to deliver. Political drama takes the place of genuine collaboration, and short-term wins are celebrated even when they create massive long-term problems. Anyone brave enough to point out the obvious is met with gaslighting, blame-shifting, and a laundry list of excuses. Meanwhile, pay lags far behind other tech companies, and advancement depends less on competence than on deference to the right people. The end result is a culture optimized not for building great products, but for protecting fragile egos and maintaining appearances.