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The identity group in the #2 position on any hierarchy is often the most politically savvy. Most to gain, least oppressed, not complacent. The Avis line “we try harder because we’re number 2” applies.
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All of OP applies to Asian men too, especially FOBs, who additionally bring novel Asian gamesmanship to the party to which American corps have low immunity. There’s a reason so many Indian CEOs in SV are India-born. It’s a decent but invisible (like 30%) part of my shtick too 🤣
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The Karen/Karan factor. Karan incidentally is an Indian male name that refers to a noble but flawed prince who fights on the wrong side of the Mahabharata against his own brothers because he was given up for adoption and made some questionable life choices as well.
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“Indian-on-Indian” sociopath executive violence in companies with strong Indian presence in managerial ranks is a sight to behold and Americans are often entirely unaware of it. I’m guessing Chinese, Korean etc have similar dynamics.
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I think it’s a minus. Breeding cluelessness through structural enabling is a kind of elite overproduction. Even if it’s of otherwise underrepresented minorities. This is why I have little patience for standard diversity initiatives. They adversely select for cluelessness.
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I think a stiff dose of sociopath Darwinist assholery is actually necessary for building good businesses. The optimal amount is not zero. Pure idealist-run businesses are horrible and if they survive at all, take a darker turn than ones that embrace a bit of dark side upfront.
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There is. It’s not a way but being more invested in the the thing itself rather than how it is done or who does it. The Augean stables are cleansed by the power of a sufficiently impersonal larger goal. Like moonshot large.
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