That increased profitability can only come from enshittification. Every product manager on Google Search spends their workdays figuring out how to remove a Jenga block.
Source: Microincentives and Enshittification – Pluralistic: Daily links from Cory Doctorow
Internally, every powerful person at Google is committed to ensuring that their rival-peers don’t stake out fresh territory as their own. The one thing every top exec can agree on is that the one guy who’s trying to expand the company into an adjacent line of business must not succeed.
What’s worse, these princelings compete with one another. Their individual progression through the upper echelons of Google’s aristocracy depends as much on others failing as it does on their success. The org chart only has so many VP, SVP and EVP boxes on it, and each layer is much smaller than the previous one. If you’re a VP, every one of your colleagues who makes it to SVP takes a spot that you can no longer get.
Those spots are wildly lucrative. Each tier of the hierarchy is worth an order of magnitude more than the tier beneath it. The stakes are so high that they are barely comprehensible.
That means that every one of these Jenga-block-pulling execs is playing blind: they don’t — and can’t — coordinate on the ways they’re planning to lower quality in order to improve profits.
I don’t know if I’ve read a clearer description of the things I’ve seen in 30 years of (mostly) Fortune 250 corporations. Over the course of my career, about a half dozen of my successful software projects — with many happy users — have been sabotaged because they made someone else look bad, or just had the unacceptable side-effect of making me look like I knew what I was doing. Seriously. I could write a book.
Hey, I got paid, and have had a comfy ride along the way. What could I expect as a developer toiling away in the bowels of some faceless blue chip corporation? The only thing the kind of companies I have worked for could offer would be a role with more responsibility but no more pay. Uh… pass.
What really frustrates me in all of this is the tireless effort and work to make sure that software never actually improves workflows or processes for the company, so that eternal middle managers can preserve their tiny little fiefdoms. Sure, we’ll make some software to do something, but by the time the managers “manage,” the people who don’t do the job write the specs, the outsourced programmers who don’t understand anything about the process write the application, the years go by, and the poor schmucks who have to use the thing sign off on the acceptance testing, just to move on, everyone is left with a piece of crap they can’t stand to use, and they wonder why anyone bothered. They’d have been better served just continuing to use horrific, shared Excel spreadsheets.
Google spends a whole-ass Twitter, every single year, just to make sure you never accidentally try another search engine.
I never want to hear another word about what else Elon Musk could have done to supposedly improve the world with the money he spent buying Twitter.
Likewise Google/Apple’s mobile duopoly is more cozy than competitive. Google pays Apple $15–20 billion, every single year, to be the default search in Safari and iOS. If Google and Apple were competing over mobile, you’d expect that one of them would drop the sky-high 30 percent rake they charge on in-app payments, but that would mess up their mutual good thing. Instead, these “competitors” charge exactly the same price for a service with minimal operating costs.
Since the 80’s, American corporations have learned to toe the precise line that will allow them to point fingers at their “competitors” in court to wriggle out of the en vogue legal definition of monopoly, but it’s all such a naked joke. The app stores are the same way. It is a certainty that very-high level execs at Apple and Google have concluded to keep their fees the same, so that the market for app development doesn’t actually work, and is anything but “free.”