When I worked on cloud at MS, it was the same -- although AWS was clearly in the lead, a major concern was that Google's superior engineering would allow them to crush AWS and Azure; "preparing for a knife fight with Amazon, but Google is going to bring a gun to this knife fight"
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My other answer to this would be SO or Etsy, which ran (run?) monoliths at a size/scale people say is impossible because team coordination at scale is impossible. But Etsy and SO are among the highest scale internet sites, very few companies need more scale.
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Booking (.com) is mostly a giant Perl monolith.
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They also have a set of processes that values finding roles that are a good fit for people over PIPing or sidelining unproductive people. This seems to allow them to get value out of a larger fraction of their programmers than any other company I know of.
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Finding the right fit is so undervalued. An under-performer on one team can easily be a superstar on another — and the high costs of recruiting new engineers makes it even better.
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this was exactly my impression when I joined Pivotal, < 1 month after VMware acquisition was announced -- absolutely grateful to see experience it in person pre-acq (not to say it has changed, but many people have left since acq)
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I'm curious if Pivotal culture will survive the high turnover + apparent lack of understanding of the culture by VMWare leadership (demonstrated by, among other things, the People Ops layoffs). I think attrition is a sign that many employees are bearish on this, unfortunately.
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