In amongst all the political fallout of the National Party this weekâwhat Iâm dubbing (and hashtagging) âcaught in the Rossfireââwas a series (well, over 100) Tweets from Morgan Knutson, a designer who once worked for Google. Unlike most Googlers, especially the cult-like ones who refuse to help when you point out a fault with Google, Knutson decided he would be candid and talk about his experience. And it isnât pretty. Start here:
Now that Google+ has been shuttered, I should air my dirty laundry on how awful the project and exec team was.
I'm still pissed about the bait and switch they pulled by telling me I'd be working on Chrome, then putting me on this god forsaken piece of shit on day one.
Or, if you prefer, head to the Twitter page itself, or this Threader thread.
As anyone who follows this blog knows, Iâve long suspected things to be pretty unhealthy within Google, and it turns out that itâs even worse than I expected.
A few take-outs: (a) some of the people who work there have no technical or design experience (explains a lot); (b) there’s a load of internal politics; (c) the culture is horrible but money buys a lot of silence.
Knutson claims to have received a lot of positive feedback, some in private messaging. His Tweets on the aftermath:
Iâve received a number of DMs from former and current google employees that say theyâve experienced similar things.
Bad politics, mismanagement, and back-stabbing colleagues.
This, I thought, summed it up better than I could, even though I’ve had a lot more space to do it:
This reads like a Google version of 'Chaos Monkeys': unvarnished, unblinking, just the right amount of sneering, and merciless when it comes to arrogant mediocrity and the machinery of cushy ass-kissing mixed with an un-fuck-up-able monopoly that underwrites the outlandish pay. https://t.co/PmB6zYwgZT
Via Adeline Chua: I see Elon Musk has apologized to Vernon Unsworth. But it smacks of the apology a child would give after being compelled by his teacher to do so.
Translation: âI wouldn’t have said anything if the Vern didn’t push me. It’s all Vern’s fault.’ Or, ‘Vern made me do it.’ I stand by my earlier blog post.
I also take issue that there were mistruths, having watched the interview. As far as I could tell, Unsworth gave his opinion: I never took his statements for anything but that. And he drew a conclusionâthat it was all a publicity stuntâthat he wasn’t alone in drawing. Musk seems very easily offended by an opinion.
Even if Musk was sincere, and there is no denying that he devoted resources to his rescue submarine idea, how the whole thing played out did feel like a publicity stunt. It wouldn’t hurt to review just how that perception went out, and how communications could have been better.
If he hadn’t burned the bridge with Unsworth, maybe he could have had one extra person to ask.
I find it hard to believe that a South African, someone who described himself as an alpha male once, would actually consider ‘can stick his submarine where it hurts’ to be an actual suggestion he commit a sexual act rather than an insult.
If we really want to pick hairs on mistruths, Musk inferred that Unsworth wasn’t even there because he didn’t see him. That was exactly what he wanted people to think.
I admire Musk for a lot of what he has accomplished, and Lucire was an early supporter of Tesla, but this week’s news has prompted me, and others, to look back at how he has conducted himself.
It’s the record of a privileged man who hasn’t endeared himself to others, as this blogger notes. One might add this link, about a Twitter-based cult that will attack those who go after him (especially if you’re a woman, it seems).
Just another day on the playground we call Twitter, then.
I see thereâs an opinion piece in Stuff from the Chamber of Commerce saying the Wellington City Council should sell its stake in Wellington Airport, because it doesnât bring in that much (NZ$12 million per annum), and because Aucklandâs selling theirs.
Itâs not too dissimilar to calls for the Council to sell the Municipal Electricity Department a few decades ago, or any other post-Muldoon call about privatization.
Without making too much of a judgement, since I havenât inquired deeply into the figures, itâs interesting that the line often peddled by certain business groups, when they want governments to sell assets, is: âThey should run things like households, and have little debt.â
This never applies to themselves. When it comes to their own expansion, they say, âWe donât need to run things like households, we can finance this through debt.â
The same groups say that governments should be run more like businesses.
However, their advice is always for governments to be run like households.
Has it escaped them that they are different beasts?
I wouldnât mind seeing government entities run like businesses, making money for their stakeholders, and said so when I campaigned for mayor.
Doing this needs abandoning a culture of mediocrity at some of those entities. Some believe this is impossible within government, and there are credible examples, usually under former command economies. But then there are also decent examples of state-owned enterprises doing rather well, like Absolut, before they were sold off by the Swedish government. If you want something current, the Shanghai Automotive Industry Corp. is one of the most profitable car makers on the planet.
The difference lies in the approach toward the asset.
But what do I know? I come from Hong Kong where the civil service inherited from the British is enviably efficient, something many occidentals seem to believe is impossibleâyet I live in a country where I can apply for, and get, a new passport in four hours. Nevertheless, that belief in inefficiency holds.
Change your mindset: things are possible with the right people. Donât be a Luddite.
And therein lies why Stuff and I are on different planets.
Boris Johnson: usually a talented delivery, but with conflicting substance.
I spotted The Death of Expertise at Unity Books, but I wonder if the subject is as simple as the review of the book suggests.
Thereâs a lot out there about anti-intellectualism, and we know itâs not an exclusively American phenomenon. Tom Nichols, the bookâs author, writes, as quoted in The New York Times, âAmericans have reached a point where ignorance, especially of anything related to public policy, is an actual virtue. To reject the advice of experts is to assert autonomy, a way for Americans to insulate their increasingly fragile egos from ever being told theyâre wrong about anything. It is a new Declaration of Independence: No longer do we hold these truths to be self-evident, we hold all truths to be self-evident, even the ones that arenât true. All things are knowable and every opinion on any subject is as good as any other.â
I venture to say that the “death of expertise” is an Anglophone phenomenon. Head into Wikipedia, for instance, and youâll find proof that the masses are not a good way to ensure accuracy, at least not in the English version. Head into the German or Japanese editions and you find fewer errors, and begin to trust the pages more.
Given that many of âthe peopleâ cannot discern what is âfake newsâ and what is not, or who is a bot and who is not, then itâs absolutely foolhardy to propose that they also be the ones who determine the trustworthiness of a news source, as Facebook is wont to do.
I canât comment as much on countries I have spent less time in, but certainly in the Anglosphere, Iâve seen people advance, with confidence and self-authority, completely wrong positions, ones not backed up by real knowledge. You only need to visit some software support forums to see online examples of this phenomenon.
When I visit Sweden, for instance, thereâs a real care from individuals not to advance wrongful positions, although I admit I am limited by my own circles and the brief time I have spent there.
Itâs not so much that we donât value expertise, itâs that the bar for what constitutes an expert is set exceptionally low. Weâre often too trusting of sources or authorities who donât deserve our reverence. And I wonder if it comes with our language.
Iâll go so far as to say that the standing of certain individuals I had in my own mind was shattered when we were all going for the mayoralty in my two campaigns in 2010 and 2013. There certainly was, among some of my opponents, no correlation between knowledge and the position they already held in society. It didnât mean I disliked them. It just meant I wondered how they got as far as they did without getting found out.
Fortunately, the victor, whether you agreed with her policies or not, possessed real intelligence. The fact she may have political views at odds with yours is nothing to do with intelligence, but her own observations and beliefs. I can respect that (which is why I follow people on social media whose political views I disagree with).
In turn Iâm sure many of them disliked what I stood for, even if they liked me personally. Certainly it is tempting to conclude that some quarters in the media, appealing to the same anti-intellectualism that some of my rivals represented, didnât like a candidate asserting that we should increase our intellectual capital and pursue a knowledge economy. No hard feelings, mind. As an exercise, it served to confirm that, in my opinion, certain powers donât have peopleâs best interests at heart, and there is a distinct lack of professionalism (and, for that matter, diversity) in some industries. In other words, a mismatch between what one says one does, and what one actually does. Language as doublespeak.
So is it speaking English that makes us more careless? Maybe it is: as a lingua franca in some areas, merely speaking it might put a person up a few notches in othersâ estimation. Sandeep Deva Misra, in his blog post in 2013, believes thatâs the case, and that we shouldnât prejudge Anglophones so favourably if the quality of their thought isnât up to snuff.
Maybe thatâs what we need to do more of: look at the quality of thought, not the expression or make a judgement based on which language itâs come in. As English speakers, we enjoy a privilege. We can demand that others meet us on our terms and think poorly when someone speaks with an accent or confuses your and youâre. It gives us an immediate advantage because we have a command of the lingua franca of business and science. It gives us the impunity to write fictions in Wikipedia or make an argument sound appealing through sound bites, hoping to have made a quick getaway before weâre found out. Political debate has descended into style over substance for many, although this is nothing new. I was saying, although not blogging, things like this 20 years ago, and my students from 1999â2000 might remember my thoughts on Tony Blair’s 1997 campaign as being high on rhetoric and light on substance. Our willingness to accept things on face value without deeper analysis, lands us into trouble. We’re fooled by delivery and the authority that is attached with the English language.
Youâll next see this in action in a high-profile way when Facebook comes forth with more comment about Cambridge Analytica. I can almost promise you now that it wonât hold water.
Facebookâs woes over Cambridge Analytica have only prompted one reaction from me: I told you so. While I never seized upon this example, bravely revealed to us by whistleblower Christopher Wylie and reported by Carole Cadwalladr and Emma Graham-Harrison of The Guardian, Facebook has shown itself to be callous about private data, mining preferences even after users have opted out, as I have proved on more than one occasion on this blog. They donât care what your preferences are, and for a long time changed them quietly when you werenât looking.
And itâs nothing new: in October 2010, Emily Steel wrote, in The Wall Street Journal, about a data firm called Rapleaf that harvested Facebook information to target political advertisements (hat tip here to Jack Martin Leith).
Facebook knew of a data breach years ago and failed to report it as required under law. The firm never acts, as we have seen, when everyday people complain. It only acts when it faces potential bad press, such as finally ceasing, after nearly five years, its forced malware downloads after I tipped off Wiredâs Louise Matsakis about them earlier this year. Soon after Louiseâs article went live, the malware downloads ceased.
Like all these problems, if the stick isnât big enough, Facebook will just hope things go away, or complain, as it did today, that itâs the victim. Sorry, youâre not. Youâve been complicit more than once, and violating user privacy, as I have charged on this blog many times, is part of your business practice.
In this environment, I am also not surprised that US$37,000 million has been wiped off Facebookâs value and CEO Mark Zuckerberg saw his net worth decline by US$5,000 million.
Those who kept buying Facebook shares, I would argue, were unreasonably optimistic. The writing surely was on the wall in January at the very latest (though I would have said it was much earlier myself), when I wrote, âAll these things should have been sending signals to the investor community a long time ago, and as weâve discussed at Medinge Group for many years, companies would be more accurately valued if we examined their contribution to humanity, and measuring the ingredients of branding and relationships with people. Sooner or later, the truth will out, and finance will follow what brand already knew. Facebookâs record on this front, especially when you consider how we at Medinge value brands and a companyâs promise-keeping, has been astonishingly poor. People do not trust Facebook, and in my book: no trust means poor brand equity.â
This sounds like my going back to my very first Medinge meeting in 2002, when we concluded, at the end of the conference, three simple words: âFinance is broken.â Itâs not a useful measure of a company, certainly not the human relationships that exist within. But brand has been giving us this heads-up for a long time: if you canât trust a company, then it follows that its brand equity is reduced. That means its overall value is reduced. And time after time, finance follows what brand already knew. Even those who tolerate dishonestyâand millions doâwill find it easy to depart from a product or service along with the rest of the mob. Thereâs less and less for them to justify staying with it. The reasons get worn down one by one: Iâm here because of my kidsâtill the kids depart; Iâm here because of my friendsâtill the friends depart. If you don’t create transparency, you risk someone knocking back the wall.
We always knew Facebookâs user numbers were bogus, considering how many bots there are on the system. It would be more when people wanted to buy advertising, and it would be less when US government panels charged with investigating Facebook were asking awkward questions. I would love to know how many people are really on there, and the truth probably lies between the two extremes. Facebook probably should revise its claimed numbers down by 50 per cent.
Itâs a very simplified analysisâof course brand equity is made up of far more than trustâand doubters will point to the fact Facebookâs stock had been rising through 2017.
But, as I said, finance follows brand, and Facebook is fairly under assault from many quarters. It has ignored many problems for over a decade, its culture borne of arrogance, and you can only do this for so long before people wise up. In the Trump era, with the US ever more divided, there were political forces that even Facebook could not ignore. Zuckerberg wonât be poor, and Facebook, Inc. has plenty of assets, so theyâre not going away. But Facebook, as we know it, isnât the darling that it was a decade ago, and what we are seeing, and what I have been talking about for years, are just the tip of the iceberg.
Interesting to get this perspective on âBig Techâ from The Guardian, on how itâs become tempting to blame the big Silicon Valley players for some of the problems we have today. The angle Moira Weigel takes is that there needs to be more democracy in the system, where workers need to unite and respecting those who shape the technologies that are being used.
I want to add a few far simpler thoughts.
At the turn of the century, our branding profession was under assault from No Logo and others, showing that certain brands were not what they were cracked up to be. Medinge Group was formed in part because we, as practitioners, saw nothing wrong with branding per se, and that the tools could be used for good. Not everyone was Enron or Nike. There are Patagonia and Dilmah. That led to the original brand manifesto, on what branding should accomplish. (I was generously given credit for authoring this at one point, but I was simply the person who put the thoughts of my colleagues into eight points. In fact, we collectively gathered our ideas into eight groups, so I canât even take credit for the fact there are eight points.)
In 2017, we may look at Ăberâs sexism or Facebookâs willingness to accept and distribute malware-laden ads, and charge tech with damaging the fabric of society. Those who dislike President Trump in the US want someone to blame, and Facebookâs and Googleâs contributions to their election in 2016 are a matter of record. But itâs not that online advertising is a bad thing. Or that social media are bad things. The issue is that the players arenât socially responsible: none of them exist for any other purpose than to make their owners and shareholders rich, and the odd concession to not doing evil doesnât really make up for the list of misdeeds that these firms add to. Many of them have been recorded over the years on this very blog. Much of what we have been working toward at Medinge is showing that socially responsible organizations actually do better, because they find accord with their consumers, who want to do business or engage with those who share their values; and, as Nicholas Ind has been showing in his latest book, Branding Inside Out, these players are more harmonious internally. In the case of Stella McCartney, sticking to socially responsible values earns her brand a premiumâand sheâs one of the wealthiest fashion designers in the world.
I just canât see some of the big tech players acting the same way. Google doesnât pay much tax, for instance, and the misuse of Adwords aside, there are allegations that it hasnât done enough to combat child exploitation and it has not been a fair player when it comes to rewarding and acknowledging media outlets that break the news, instead siding with corporate media. Google may have open-source projects out there, but its behaviour is old-school corporatism these days, a far cry from its first five years when even I would have said they were one of the good guys.
Facebookâs problems are too numerous to list, though I attempted to do so here, but it can be summed up as: a company that will do nothing unless it faces embarrassment from enough people in a position of power. Weâve seen it tolerate kiddie porn and sexual harassment, giving both a âpassâ when reported.
Yet, for all that they make, it would be reasonable to expect that they put more people on the job in places where it mattered. The notion that three volunteers monitor complaints of child exploitation videos at YouTube is ridiculous but, for anyone who has complained about removing offensive content online, instantly believable; why there were not more is open to question. Anyone who has ventured on to a Google forum to complain about a Google product will also know that inaction is the norm there, unless you happen to get to someone senior and caring enough. Similarly, increasing resources toward monitoring advertising, and ensuring that complaints are properly dealt with would be helpful.
Googleâs failure to remove content mills from its News is contributing to âfake newsâ, yet its method of combatting that appears to be taking people away from legitimate media and ranking corporate players more highly.
None of these are the actions of companies that want to do right by netizens.
As Weigel notes, thereâs a cost to abandoning Facebook and Google. But equally there are opportunities if these firms cannot provide the sort of moral, socially responsible leadership modern audiences demand. In my opinion, they do not actually command brand loyaltyâa key ingredient of brand equityâif true alternatives existed. Duck Duck Go might only have a fraction of the traffic Google gets in search, but despite a good mission its results arenât always as good, and its search index is smaller. But we probably should look to it as a real alternative to search, knowing that our support can help it grow and attract more investment. There is room for a rival to Google News that allows legitimate media and takes reports of fake news sites more seriously. If social media are democratizingâand there are signs that they are, certainly with some of the writings by Doc Searls and Richard MacManusâthen there is room for people to form their own social networks that are decentralized, and where we hold the keys to our identity, able to take them wherever we please (Hubzilla is a prime example; you can read more about its protocol here). The internet can be a place which serves society.
It might all come back to education; in fact, we might even say Confucius was right. If youâre smart enough, youâll see a positive resource and decide that it would not be in the best interests of society to debase it. Civility and respect should be the order of the day. If these tools hadnât been used by the privileged few to line their pockets at the expense of the manyâor, for that matter, the democratic processes of their nationsâwouldnât we be in a better place? They capitalized on divisions in society (and even deepened them), when there is far more for all of us to gain if we looked to unity. Why should we allow the concentration of power (and wealth) to rest at the top of tech’s food chain? Right now, all I see of Google and Facebookâs brands are faceless, impersonal and detached giants, with no human accountability, humming on algorithms that are broken, and in Facebookâs case, potentially having databases that have been built on so much, that it doesnât function properly any more. Yet they could have been so much more to society.
Not possible to unseat such big players? We might have thought once that Altavista would remain the world’s biggest website; who knew Google would topple it in such a short time? But closer to home, and speaking for myself, I see The Spinoff and Newsroom as two news media brands that engender far greater trust than Fairfax’s Stuff or The New Zealand Herald. I am more likely to click on a link on Twitter if I see it is to one of the newer sites. They, too, have challenged the status quo in a short space of time, something which I didn’t believe would be possible a decade ago when a couple of people proposed that I create a locally owned alternative.
We donât say email is bad because there is spam. We accept that the good outweighs the bad and, for the most part, we have succeeded in building filters that get rid of the unwanted. We donât say the web is bad because it has allowed piracy or pornography; its legitimate uses far outweigh its shady ones. But we should be supporting, or trying to find, new ways to advertise, innovate and network (socially or otherwise). Right now, Iâm willing to bet that the next big thing (and it might not even be one player, but a multitude of individuals working in unison) is one where its values are so clear and transparent that they inspire us to live our full potential. I remain an optimist when it comes to human potential, if we set our sights on making something better.
Above: Simon Anholt, giving a talk at TEDSalon Berlin.
Out today: my friend Simon Anholtâs Good Country Index, with the Netherlands taking the top spot from Sweden, which drops to sixth. New Zealand is in 17th, failing in prosperity and equality, and in cultural contribution (previously we had been 5th and 12th). On the plus side, we are doing reasonably well in health and well-being, and in science and technology. Itâs a challenge for us as we arenât keeping up with certain aspects of the game by international standards. Have a readâit’s all properly referenced and sourced.
I’m not so sure that GM going into talks to sell Opel and Vauxhall to PSA (PeugeotâCitroĂ«n) is that big a surprise.
We obviously hold a lot of nostalgia for these brands, and itâs only right that we perceive GM as selling its family jewels. Opel has made some great cars over the years, and Buick in China and the US, Vauxhall in the UK, and Holden in Australia rely on this division to provide it with product.
But it wasnât long ago that I said I foresaw the next Holden Commodore being a four-door booted model based on a Chinese Buick Regal thatâs on the same platform. While Iâve been proved wrong with scoop photos and inside information from journalists in the immediate term, longer-term this doesnât look so far-fetched, in a future where Peugeot owns OpelâVauxhall and GM has no choice but to consider Chinese sourcing seriously.
Therefore, GM isnât thinking that itâs selling off the family jewels, at least the GM where Chinese partner SAIC is overwhelmingly calling the shots.
What they are thinking is this: âWe should be able to develop the whole lot in China.â They werenât nostalgic over Holden, and they wonât be thrilled with the losses at Opel. Itâs willing to sacrifice it to make its own position stronger. Weâve already seen that SAIC has called it quits when it comes to British assembly at Longbridgeâthatâs now all done back in China.
Thereâs been such a massive technology transfer from the US to China over the last few years that Europe is seen as surplus by the folks in Shanghai. They have all the platforms on which they can make products globally. They may even, rightly or wrongly, think that the remaining brands can get them into Europe, even if GM had pulled its Korean-made Chevrolets out of there.
Holden can be used to westernize the product and the Australians have shown they can do it well.
Iâm not saying I agree with this, as a long-time Opel fan. I was looking forward to the new Commodores coming out of RĂŒsselsheim. The car looks the business, itâs roughly the size of the recently deleted Ford Falcon (therefore, Iâm not sure why people are so upset about its size), and the majority of buyers donât even know which set of wheels the powerâs going to. Iâve got an Astra K coming in a few months at Lucire.
What youâre going to see is GM basically being a Shanghai-run firm with China supplying global markets and the US operations kept going for their brand cachet.
In the meantime, a hypothetical PSA-run Opel will continue with the existing plans till the end of these modelsâ life cycles, then China will become the manufacturing hub for numerous markets.
SAIC already makes a load of Cadillacs, Buicks and Chevrolets for the domestic market, and theyâll want to pump them out more widely.
Theyâve also shown that they can take new GM platforms and turn them into Roewesâor old GM platforms and turn them into Baojuns.
PSA, meanwhile, with 14 per cent controlled by Chinese firm Dongfeng, will pursue a strategy of streamlining platforms and be focused more on Europe. It could pay off as cross-town rival Renault has done well with Nissan, Mitsubishi, Samsung, Dacia and AvtoVAZ, but it wonât nearly be as secure. The two French groups have been obsessed with one another for as long as I can remember, for years spending more time rivalling each other than actually coming up with what customers wanted.
Dongfeng may have to cough up more lolly and it could become a larger shareholder than the Peugeot family or the French government. But will it have the sort of geographical coverage that Renault has?
Thatâll be what PSA will be asking itself, knowing that itâs reasonably strong in Chinaâbut also realizing that it hasnât been clever at creating models that can be sold globally (the current CitroĂ«n C6, DS 5LS and the DS 6 among them, sold exclusively in China). Nevertheless, there are savings to be had, though the most obvious fear is that Opel and Vauxhall will go the way of Panhard and Talbot, brands that fell into either Peugeot or CitroĂ«nâs hands over the years and become defunct at the expense of the parent companiesâ. Is there a desire to extend the groupâs brand portfolio beyond Peugeot, CitroĂ«n, DS, the various Dongfeng lines, and the ex-Hindustan Ambassador?
The official statement is non-committal enough and gives nothing away: âPSA Group and General Motors confirm they are exploring numerous strategic initiatives aiming at improving profitability and operational efficiency, including a potential acquisition of Opel Vauxhall by PSA.
âThere can be no assurance that an agreement will be reached.â
In any case, we always said that SAIC was playing a long game. MG was a toe in the water. GM is the real deal.
Controlling GM means they can do as they please, and whatâs good for China is good for General Motors.
Iâve had a 52 Insights interview with Douglas Rushkoff open in a Firefox tab for nearly half a year. Itâs a fascinating piece, and I consider Douglas to be spot on with a lot of his viewpoints. Iâve revisited it from time to time and enjoyed what Douglas has had to say.
Here are a few ideas I took from it. The italicized parts were added by me to the Medinge Group version of this post.
There are a lot of idealistic ventures out there, but to grow, often founders have to compromise them. It comes back to our thoughts at Medinge over a decade ago about âFinance is broken.â Because of these compromises, we donât really advance as much as we should, and some brilliant ideas from young people arenât given the chance they deserve. This needs to change. We already have branding as a tool to help us, and we know that more authentic, socially responsible brands can cut through the clutter. When these ventures start up, brands are an important part of the equation.
How are governments going to fund this universal basic income if they themselves arenât getting a decent tax take? Itâs the same question thatâs plagued us for decades.
Douglas sees ventures like Ăber to be the same-old: its customer really is its investor, and thatâs not a new concept at all. Itâs why we canât even consider Ăber to be a good brandâand the tense relationships it often has with governments and the public are indications of that. Itâs not, as Douglas suggests, even a driver co-op. Itâs still all about making money the old-fashioned way, albeit with newer tools.
Worrying but true: some of the biggest companies in the world are required to grow because of their shareholders. As a result, theyâre not creating sustainable revenue. âIf youâre one of the top fifty biggest companies in the world and youâre still required to grow, thatâs a real problem.â
Kids these days arenât as into all this technology and social networks as we are. Thank goodness. When Facebook reports another billion have joined, youâll know theyâre BSing you and counting all the bots.
Many people see things as though they were created by God and accept them. Douglas gives the examples of Facebook and religion. I can add the capitalist and socialist models we have. If people believe them to be God-given, or natural, then they feel helpless about changing them. We need to wake people up and remind them these are human-made constructsâand they can be unmade by humans, and replaced with better ideas that actually work for us all.
In amongst all the political fallout of the National Party this weekâwhat Iâm dubbing (and hashtagging) âcaught in the Rossfireââwas a series (well, over 100) Tweets from Morgan Knutson, a designer who once worked for Google. Unlike most Googlers, especially the cult-like ones who refuse to help when you point out a fault with Google, Knutson decided he would be candid and talk about his experience. And it isnât pretty. Start here:
