Here's Kevin Staab, Tony Hawk, and Greg Smith watching a 1983 video of free style skateboarder Rodney Mullen. "Look at him just creating modern street skating, right there". "Yeah, he goes through this run twice. I've seen this video before." The 1983 version of Tony Hawk makes an appearance at around 3:50 trying to figure out how to ride 2 boards.
This Mullen video from 1984 is even cooler to watch, but there's no commentary. 1984, by the way, is pretty much the most talked about year on this site.
There seems to be something in the air. Within the last day or so, three ex-employees have written about why their feelings have changed about three formerly beloved companies. James Whittaker recently left Google:
The Google I was passionate about was a technology company that empowered its employees to innovate. The Google I left was an advertising company with a single corporate-mandated focus. [...] Suddenly, 20% meant half-assed. Google Labs was shut down. App Engine fees were raised. APIs that had been free for years were deprecated or provided for a fee. As the trappings of entrepreneurship were dismantled, derisive talk of the "old Google" and its feeble attempts at competing with Facebook surfaced to justify a "new Google" that promised "more wood behind fewer arrows."
The days of old Google hiring smart people and empowering them to invent the future was gone. The new Google knew beyond doubt what the future should look like. Employees had gotten it wrong and corporate intervention would set it right again.
The whole thing is worth a read, what with damning phrases like "social isn't a product, social is people and the people are on Facebook" sprinkled liberally about.
In the NY Times this morning, Greg Smith writes that it's his last day at Goldman Sachs after almost 12 years at the firm.
To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world's largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.
It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs's success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients' trust for 143 years. It wasn't just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.
There's that saying: "If you're not paying for something, you're not the customer; you're the product being sold." Google's product has always been the people using their products and it sounds like Goldman has made a sizable shift in that direction.
Andy Baio hasn't worked for Yahoo for several years, but after the company announced they were filing a patent-infringement lawsuit against Facebook, Baio wrote of his displeasure about the move at Wired.
Yahoo's lawsuit against Facebook is an insult to the talented engineers who filed patents with the understanding they wouldn't be used for evil. Betraying that trust won't be forgotten, but I doubt it matters anymore. Nobody I know wants to work for a company like that.
I'm embarrassed by the patents I filed, but I've learned from my mistake. I'll never file a software patent again, and I urge you to do the same.
For years, Yahoo was mostly harmless. Management foibles and executive shuffles only hurt shareholders and employee morale. But in the last few years, the company's incompetence has begun to hurt the rest of us. First, with the wholesale destruction of internet history, and now by attacking younger, smarter companies.
Yahoo tried and failed, over and over again, to build a social network that people would love and use. Unable to innovate, Yahoo is falling back to the last resort of a desperate, dying company: litigation as a business model.
Yahoo seems to be in a different stage in its lifecycle than Google or Goldman. In the mid-to-late 2000s, they tried what Google is trying now and failed and now, as Baio notes, they are trying everything they can to survive, like the T-1000 writhing in the molten steel at the end of Terminator 2. Perhaps a harbinger of things to come for Google and Goldman?