Ask HN: Are most corporate SWE jobs performative?

The stuff you think is performative and useless is most likely the consequence of letting a couple "all stars" do what they want for years.

After a certain size, one of my favorite Civilization quotes kicks in:

"The bureaucracy is expanding to fill the needs of the expanding bureaucracy."

This burned me right out, and I don't plan on ever working for any Silicon Valley company again. I'm now happily employed in a small (10 person eng team) company where we are all doing meaningful work.

"including FAANG"

What would make them less vulnerable to this?

Depends on where you are within those companies. These companies are not monocultures.

Jeff Bezos covered these grounds well here already, with his mandate on how meetings must run, and about "day one". Check him out.

So sad that with the right incentive structure his work would be of immense value to society, instead of his current Wall-E prologue side quest.

A company is like a bridge. The job of a bridge is to support the weight of what crosses it. But if a particular deck or arch or beam or joint or bearing fails to do its own job, the bridge can fail and will catastrophically. Perhaps some beams hold more weights than others, but can any bridge be composed entirely of decks or entirely of arches or entirely of beams? Perhaps, but we do not see many of them. It is always possible to innovate in the design of bridges, but if most of the great bridges in the world all have a mix of decks and arches and beams and joints and bearings, instead of simply being composed of solely beams or solely joints, then we might begin to wonder if this composition is not accidental to the proper functioning of a great bridge, but essential to it, even if we are not particularly interested in or proficient in the Art of Being Another Part of the Whole.

I've noticed this for big companies, and I've noticed it for large startups that hired people who came from big companies.

At a place like that - results mean nothing, the only result is what your boss's boss's boss is getting yelled at for, and it trickles down from there. The company is likely slowly killing itself yahoo-style if it doesn't have a corner on some prestigious market, or just flailing but number go up if it does (meta), meanwhile all the products that come out of it are absolutely garbage (messenger, yahoo mail) than even a single startup engineer could improve in 1 month yet somehow the politics that be prevent it from happening at big co.

</rant>

IMO it's the death-knell for quality products (though the company may linger on for decades [microsoft]) if it's hard enough to switch to a viable competitor.

Another way of thinking about this, is by thinking about who defines what is productive or what produces value. I tend to be a little old fashioned, I think that doing the right thing for customers produces value. (That's what my self-worth is based on anyway.) For other people, it's doing the thing that gets them the next raise or promotion.

Your management team is literally telling you what they value, by rewarding it. You might wonder why they value vibes over results. Look way way up the org tree. How is your CEO compensated? Mostly in stock? Who are they trying to impress? Shareholders? Are those shareholders concerned about delivering for customers, or short-term gains? Is the short-term price based on long-term customer value, or what's in the business news this week? What is productive again?

After some more experience at various types of workplaces, you'll discover that this hyperfocus on "productivity" is a mind virus trying to destroy all stability and long term value.

Trying to be a rockstar every day is the fastest way to burning out and making bad decisions. It ensures that you will be left holding the bag. How is that not more performative, if it's in the name?

The "true work" is sporadic. A business will need an engineer to work hard for long hours for a few weeks, then they won't need him at all for weeks more except to be on hand if something goes wrong. Then maybe some more work, and even longer lulls.

But if you paid them hourly, they'd starve or fuck off to another job during a lull, and then where would you be when you needed them again 3 or 4 months later? Similarly, salaries don't really work any better either, because there's this psychological expectation that there will be regular duties to perform for that weekly paycheck. Psychological expectations for all parties involved. These systems have evolved and adapted to cater to those psychological needs. They keep the extra engineers on hand, cosplaying, in case there is work for them, so that they could in theory start working immediately (the hiring cycle is brutal, but the learning curve to make them useful is worse).

Even those involved aren't typically aware that this is what's going on, if they became aware of it they'd be forced by convention to try to come up with a new system that was more efficient in one way or another, but that's impossible on practical grounds (disincentivizes key personnel such that businesses which attempt it tend to fail). When this does happen, quite often there are lots of comical stories that come out of it (for instance, believing that because these people tend to do little in the way of constant work that they can be replaced by people who are wholly unqualified, because unqualified people can screw off just as easily as the qualified).

Yes

There is something to be said for having your own startup and keeping it lean, implying that everyone on the payroll must be a cofounder. It's a prerequisite for but not a guarantee of staying mission focused.

This was my experience mostly in my 10 years at Google at a certain level.

But I will say this: at a certain point in a large company once the revenue-machine is discovered and deployed, what you want to be building is systems that let you ship and build reliably on top of that foundation without destroying it.

Google in its best phase -- which was already in decline when I joined in 2011 -- did have a slow and cautious development cycle where multiple levels of review covered everything. OWNERS, "readability", very uptight code review. And in order to survive in this environment you had to have a pile of code reviews all running concurrently because making progress on any single one could take days and days to get through review.

But that was kind of the point because pushing the wrong thing and breaking the money printing machine is far worse than moving slow.

But IMHO this didn't scale past 30k, 40k engineers. And inside Google, the culture shifted from one that was SWE/SRE driven to one that was PM driven. And the perf/promo culture for them had really perverse incentives.

Also I have a theory about Google in particular -- its founders and all its initial strong hires all came from academia not industry. And so its internal culture became biased towards a "publish or perish" structure, and "perf" performance reviews honestly looked more like a thesis defense committee for someone's masters/PHD than anything I'd encountered in the software industry before.

I think Elon noticed it.

The reason why I distant myself from software even before AI is because of all the shenanigans the software people do, primarily silicon valley but it echoes quickly beyond that where other companies try to copy cat it. It feels like a cult, with all sort of weird rituals, if you are an individualist it’s hard to maintain it there.

like with most things, these things are both overrated and underrated.

are there performative jobs|tasks|employees|cultures? yes.

are most of the things that engineers think are performative and useless actually so? nope.

some examples:

* managers managing upward - feels useless - is actually the most impactful bang-for-buck for managers to give their teams space to operate without micromanaging

* sales and marketing. The best software in the world won't get known, bought, or used, without good sales/marketing. There is no meritocracy on quality. Almost no business succeeds through technical credibility alone.

* 1on1s. They may not add any value to you, but 1) you'd miss them when they're gone, 2) i don't know how else you expect managers to stay on top of employee concerns - just know "inately"? 3) they may matter A LOT for your teammates, and them being happy means your team will be happy

There are other things like that.

Yeah, there is a famous book on that called "Bullshit Jobs: A Theory" by David Graeber

You are so naive you don’t get it yet?

All of “adult” life is performative . Life is a game, a performance, a little play you put on for the benefit of all.

Consider this: if management thinks something is impressive, well that makes it impressive. Managers, by definition, manage people, and having 1:1 meetings helps with that. Are you supposing managers also make the same exact effort and contribution as ICs? Would they still be managers?

Do you have an engineering license? Are you personally liable for the code you write? No? Guess who else is “cosplaying as engineers”?

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It’s basically bullshit jobs — https://en.wikipedia.org/wiki/Bullshit_Jobs

The compensation can be high, but the psychological cost is real. Over time, that tradeoff isn’t always worth it: someone might earn more in the short term, yet pay for it with chronic stress, declining mental health, and even a shorter lifespan compared to a lower-paid role that’s more meaningful and less draining.