I can certainly see a lot of parallels with Oculus / Facebook.
Perhaps unusually, I actually wanted FB to impress itself more strongly on Oculus post acquisition because, frankly, Oculus was a bit of a mess. Instead, Oculus was given an enormous amount of freedom for many years.
Personally, nobody ever told me what to do, even though I was willing to "shut up and soldier" if necessary -- they bought that capability! Conversely, I couldn't tell anyone what to do from my position; the important shots were always called when I wasn't around. Some of that was on me for not being willing to relocate to HQ, but a lot of it was built into early Oculus DNA.
I could only lead by example and argument, and the arguments only took on weight after years of evidence accumulated. I could have taken a more traditional management position, but I would have hated it, so that's also on me. The political dynamics never quite aligned with an optimal set of leadership personalities and beliefs where I would have had the best leverage, but there was progress, and I am reasonably happy and effective as a part time consultant today, seven years later.
Talking about "entitled workers" almost certainly derails the conversation. Perhaps a less charged framing that still captures some of the matter is the mixing of people who Really Care about their work with the Just A Job crowd. The wealth of the mega corps does allow most goals to be accomplished, at great expense, with Just A Job workers, but people that have experienced being embedded with Really Care workers are going to be appalled at the relative effectiveness.
The communication culture does tend a bit passive-aggressive for my taste, but I can see why it evolves that way in large organizations. I've only been officially dinged by HR once for insensitive language in a post, but a few people have reached out privately with some gentle suggestions about better communication.
All in all, not a perfect fairy tale outcome, but I still consider taking the acquisition offer as the correct thing for the company in hindsight.
> five years down the line, when documentation is badly outdated, there is no organizational memory left behind that component, original developers have transitioned to either different teams/departments or left the company altogether, the component is still well isolated, analyzable and possible to work on.
This will be far more true for an external dependency - even one that's no longer actively developed - than for an internally developed component, IME. Just at the most basic level an external dependency has to have some level of documentation and at least be usable by someone other than the original author to even get picked up.
> Introduction of external dependency(-ies) carry two inherent business risks: either support for dependency will be dropped, meaning you will have to either absorb maintenance burden yourself or switch dependencies, or it will introduce breaking changes, meaning you have to stick to unmaintained version or update your product code. Both situations will eventually impact your feature flow, whatever it is.
Sure, you need stay up to date, potentially even take over maintenance yourself, or accept the risk of not doing so, and none of that is free. But writing an internal implementation basically puts you in the worst-case scenario by default - you have to maintain the code yourself, and it's probably less maintainable than an external codebase.
Perhaps unusually, I actually wanted FB to impress itself more strongly on Oculus post acquisition because, frankly, Oculus was a bit of a mess. Instead, Oculus was given an enormous amount of freedom for many years.
Personally, nobody ever told me what to do, even though I was willing to "shut up and soldier" if necessary -- they bought that capability! Conversely, I couldn't tell anyone what to do from my position; the important shots were always called when I wasn't around. Some of that was on me for not being willing to relocate to HQ, but a lot of it was built into early Oculus DNA.
I could only lead by example and argument, and the arguments only took on weight after years of evidence accumulated. I could have taken a more traditional management position, but I would have hated it, so that's also on me. The political dynamics never quite aligned with an optimal set of leadership personalities and beliefs where I would have had the best leverage, but there was progress, and I am reasonably happy and effective as a part time consultant today, seven years later.
Talking about "entitled workers" almost certainly derails the conversation. Perhaps a less charged framing that still captures some of the matter is the mixing of people who Really Care about their work with the Just A Job crowd. The wealth of the mega corps does allow most goals to be accomplished, at great expense, with Just A Job workers, but people that have experienced being embedded with Really Care workers are going to be appalled at the relative effectiveness.
The communication culture does tend a bit passive-aggressive for my taste, but I can see why it evolves that way in large organizations. I've only been officially dinged by HR once for insensitive language in a post, but a few people have reached out privately with some gentle suggestions about better communication.
All in all, not a perfect fairy tale outcome, but I still consider taking the acquisition offer as the correct thing for the company in hindsight.