|
I've worked for a European company acquired by big tech in the US. My experience was that the Americans were quite full of themselves and didn't want to learn how we operated. There was a vibe of “things are going to change around here, no more free rides, the grown-ups have arrived.” Awful management decisions were made, most of the talent left, and the team from the original company now only exists on paper. n=1 and all, but I've heard similar stories. European tech companies have very different cultures and ways of making money, shaped by our laws and consumer expectations. Skype, for example, was used as a pay phone and a simple messaging app before Microsoft bought it. You put in a euro, and you call and message your friends. It mutated into a bloated Microsoft Live app with several different front-ends, including some integrations with Office and various subscription services that sold the same thing in multiple ways. Core features stopped working, too. I'm sure someone liked the Frankenstein monster that it became (I don't kink-shame sadists), but most of the original users, and especially Europeans, did not. If Microsoft had a purpose for Skype except for taking out a competitor, I'd say the decline would have been the result of managerial incompetence and American managers' lack of understanding of Europe. But of course, once a competitor bought Skype, there was no reason for it to exist anymore, so perhaps that is the reason it died. Still, I wouldn't blame Europe so quickly. American big tech often fails to do business here within the local culture and laws, too. |
They too didn't understand our culture. They completely ignored the parts of our business that were scalable and taking off, and focused instead on nebulous "synergies". They actually seemed more interested in us taking on their branding than what we actually did. They'd push down demands to chase some latest trends but when we needed something back from them they struggled to give us the time of day.
They also immediately tried to give pay cuts and force immediate redundancies and seemed shocked to discover they couldn't legally do that. So instead they had to polite request that people in our company take a pay cut. I only know of one person naive enough to take them up on that offer.
I left a few years post acquisition, it was clear things would not get better we were just left rudderless because we'd previously been run by the founder for ~25 years and now were run by no-one with no direction.