[jklm]

Somewhat spicy take - if the people in Area 120 were among the top 10% of Googlers you worked with, they probably weren't the right builders to start a new vertical.

Most of what makes people effective at large companies is neutral or negative value when applied to very early-stage companies.

[seraphsf]

You’re not wrong. They were among the top 10% of people I worked with in terms of passion, commitment, and creativity. They weren’t among the top 10% in terms of their skill in navigating Dilbert-land corporatism.

A significant number of the people in Area 120 projects were folks who were stifled and/or wasted in their previous Google jobs. One explicit purpose of Area 120 was to prevent the loss of these entrepreneurs to outside startups. Not incidentally, this was a form of cultural reinforcement - Area 120 burnished Google’s reputation as a good home for entrepreneurial mindsets.

[vincnetas]

"One explicit purpose of Area 120 was to prevent the loss of these entrepreneurs to outside startups"

So basically google had a shed where they hoarded talented people, to prevent competition? :)

[zaphar]

I Don't think hoarding is necessarily the right word. They were using them to research potential new products or tools. The theory being that if only a few of the projects prove high value then it's worth it. That's not hoarding that's letting them flourish.

[dreamcompiler]

> So basically google had a shed where they hoarded talented people, to prevent competition?

That's a succinct description of why Microsoft Research was created.

[pjmlp]

Bill Gates explicitly said in an interview that rather keep people busy than losing them to the competition.

[seraphsf]

1) in the case of Area 120, this is one of the ways it was pitched to management. “Passionate entrepreneurs are leaving to work on new ideas; if you give them a place inside Google to pursue new ideas, it keeps them and their entrepreneurial energy at the company.”

2) in general, early Google used to hoard talent all the time. The founders would keep great people (or their friends) on payroll for ~ever just to have them stick around. That was most prevalent in the first decade of Google’s life, to my knowledge, and mostly applied to very senior people.

By the time Area 120 was pitched and approved (circa 2014), those days were largely gone. Area 120 was primarily filled with junior people (L4-L6) and constantly had to sing for its supper - it was not at all a sinecure.

[kridsdale3]

I know you're not wrong, but it stings a little to see L6 referred to as junior.

[tomrod]

That assertion applies to the middle 80%, IME. The top 10% are the people you can drop on to any project of any size and any org structure and they adapt quickly and deliver. They adapt themselves accordingly.

[aleph_minus_one]

> That assertion applies to the middle 80%, IME. The top 10% are the people you can drop on to any project of any size and any org structure and they adapt quickly and deliver. They adapt themselves accordingly.

These are rather the top 10 % sycophants, not the top 10 % researchers or top 10 % programmers.

[tomrod]

I didn't see that mentioned, perhaps I missed it. I read it as top 10% of performers.