Coming as I do from a 150 man startup founded in the mid 1990s which was
acquired by the archetypal big company (a primary colored 3 letter one)
last year .. I can relate to some, but not all of that.
This company has actually integrated all the ideas and the technology - but
the business process is something that well.. needs adapting to from both
sides. It is an interesting experience - and mutually rewarding after the
initial friction wears off.
srs
Nathan Torkington [12/08/10 17:23 -0600]:
On 12/08/2010, at 5:08 PM, F. Randall Farmer wrote:
Too bad Yahoo's autoimmune response rejected almost every idea,
business
process, and technology these new hackers brought with them. It
spat every
one of those innovative companies founders out like rotten food and
never
integrated the lessons they brought with them.
This is typical for every large company that seeks to become
innovative by acquiring small companies. Unless the small companies'
management team becomes the parent company's management team, and
begins to change processes and incentives, the graft will fail.
A company culture isn't just the technology it has. It's not just
the people. It's the processes that control the people and the
technology, and in most companies the processes are the hardest to
change: you can fire people, you can buy new tech, but changing the
incentives and business relationships and basic bullshit inertia can
grind down the most sincere and dedicated revolutionary.
Nat
