Mencius Moldbugman

Here’s how it starts: once an Indian is hired in a position of power, a constant stream of referrals & resumes from family or friends will flood in. They are persistent in their spamming and will try to create situations where their referrals are seen as the only/best choice.

It’s not uncommon in both startups and big firms with Indian managers to find their relatives working there (the second cousin, the brother-in-law, the wife, the son, etc). Not a problem if they’re qualified for the job but usually they’re not.

New manager roles will mysteriously be proposed to add to the company organisation chart. The step before complete Indian expansion is first a growth in useless mid-level management positions that can be filled by fellow Indians to create a block of influence.

The cadets attempting to fill levels of management will either be elite Brahmins who wish to maintain their high status, or second-tier Vaisyas who wish to create a mini Brahmin-free utopia around them where they can be top dog.

Left to spread, the company will quickly form this hierarchy: 1 - Brahmin Indians (or Vaisya Indians in their absence) 2 - Middle caste Indians 3 - Competent whites/East Asians who are needed 4 - Everyone else

The Brahmins at the top are typically all-smiles, charismatic on the surface and “peaceful vegetarians” but their true corruption is carried out by the middle caste middle managers who create toxic environments and endless drama that forces the whites and Chinese to leave.

A few competent whites and East Asians are usually treated well and kept around because they have essential skills that provide 80% of the company’s value enabling the Indian management to devote time to endless backstabbing, drama, workplace gossip and petty politics.

The ethnocentrism and caste-signalling of Indians works very well within naive Western companies. Our system is almost uniquely set up to be taken advantage of by people from a more clannish and hierarchical culture.