A recent New York Times article examining the alleged problems with Amazon’s work culture has been making waves all week. Depending on whom you want to believe, Amazon is either the province of the damned, chained to their cubicles and forced to work while being whipped by demons, or a glorious utopia of technological innovation where no one is ever unhappy. This unresolvable war of cross-firing anecdotes is impossible to adjudicate from the outside, for the simple reason that only Amazon could even collect the necessary data to do that, and it wouldn’t make them public in any case. So anyway, this prompted in me a few loosely-connected observations, presented in roughly ascending order of how interesting I find them:
Large organizations are like the rainforests they’re sometimes named after: if you go looking for something, you’re likely to find either that thing or a reasonable facsimile thereof. If what you’re looking for is team dysfunction and people being drummed out of the company for having had the temerity to get cancer, you’ll find that; if you’re looking for a functional team of normal adults who treat each other well and all go home satisfied at the end of the day, I bet you could find that as well. Interviews with newspaper reporters aren’t nothing, but they’re not company-wide statistics, and neither are anecdotes from some guy who really loves it there. It wouldn’t be impossible to set up an experiment that attempted to describe at a macro level the effects of Amazon’s internal culture, but it would require a pretty serious resource investment from Amazon itself, which, despite their claims of being very data-driven, I doubt Amazon would actually undertake.
One theme that sounds throughout the Amazonians’ replies to the NYT article is that the high-criticism stack-ranking culture just has to be the way it is in order for Amazon to be at its most awesomest. The natural question this raises is: how do they, or anyone, know that? Has Amazon ever experimented with any other system? What, put simply, is the control group for this comparison? Without this information, justification of ostensibly bad culture practices are nothing more than post hoc rationalizations by the survivors. Clearly this hazing made me into a superlative soldier/frat brother/programmer, so suck it up! Also recognizable as the kind of justification offered by people who beat their children. You’d think that an organization as allegedly devoted to data gathering as Amazon would have done some controlled studies on these questions but my guess is that Amazon gives precisely zero fucks about whether its culture is poisonous or not, except insofar as it affects their public image. There’s basically no incentive to care, since there’s always another fresh-out-of-college 23-year-old programmer to hire.
Another common theme that Amazon’s defenders (and the tech world’s agitprop more generally) plays again and again is that of SOLVING THE VERY CHALLENGINGEST OF PROBLEMS. Here’s a thing that a grown-up person actually wrote:
Yes. Amazon is, without question, the most innovative technology company in the world. The hardest problems in technology, bar none, are solved at Amazon.
This, of course, is totally fucking ludicrous, and yet no one seems to ever question these claims. Obviously Amazon has some fairly serious problems that need solving; that would be true of almost any organization of its scale and scope. But in the end, those problems are about how to make the delivery of widgets slightly more efficient, so you can get your shit in two days instead of three. This, of course, twins with the tech world’s savior complex: not only are we solving the most challenging problems but they also happen to be the most pressing ones and also the ones that will result in the greatest improvements to standards of living/gross national happiness/overall karmic state of the universe. It’s never enough to merely deliver a successful business product if that product doesn’t come with messianic pretensions. So it is with Amazon, which must sell itself as the innovatingest innovator that ever innovated if it hopes to keep attracting those 23-year-olds. These grandiose claims are hard to square with the reality that marginal improvements in supply chain management and customer experience, while good for the bottom line (or, I guess in Amazon’s case, investors) and certainly not technically trivial, ain’t the fucking cure for cancer or even a Mars rover. If your shit gets here in three days after all, you’ll survive. Or to put it another way, Bell Labs invented C and UNIX and also won eight Nobel Prizes in Physics. That’s what actual innovation looks like.