The main problem with promotion-oriented culture is that it’s very hard to align promotion criteria with business objectives, and so engineers end up doing a lot of work that doesn’t necessarily most benefit the product, users, or business – or even potentially their own growth. For instance, when I was leading Google Sheets, we had a lot of small bugs and usability issues, often in areas where we weren’t at parity with Excel. Users wanted us to implement disjoint selections, fix our charting UI, and add the ability to insert and delete ranges of cells – pretty standard spreadsheet fare, and very reasonable requests. However, it was a constant struggle to prioritize these types of issues vs. “bigger impact” projects. Our engineers cared about the product and wanted to polish it. But they also wanted to be promoted. And so we would deprioritize product polish for projects that looked better to a promotion committee.
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