Imange: Startup CEO Mr. Cheezle from Grandma’s boy
It may come as a surprise to many, but corporate culture shows little variance across the spectrum defined by startups at one end and global behemoths on the other.
Common to all players is a fundamentally quantitative value system that manifests itself as a fanatic drive to grow; a mechanical modus operandi that serves as a procrustean bed for employees, cutting off what’s valuable in them as human beings and keeping what could be replaced by algorithms; and a schizophrenic mental state that tries to reconcile this undeniably terrible reality with an ill-defined ideal that should serve as an operating system for doing the right thing.
To understand this, it’s enough to look at the points of entry and exit for employees: the job descriptions together with the “interview” process” and the reasons for leaving:
The job descriptions are uniform across the full spectrum of companies with small variations in wording (like ninja vs. professional). The interview process is soulless, unfair and mechanical and the interviewers often specifically leave the human impressions, be they positive or negative, outside of consideration.
People leave either because they’ve burned out or they’ve been discarded. (Changing jobs is not leaving.)