During my time at Google, I definitely had the experience of "my" product being killed in preference to a competing product.
During my time at Google, I definitely had the experience of "my" product being killed in preference to a competing product. In one case, I did not even know that the competing product existed until the public press release. What was most frustrating is that the decisions did not seem to be motivated by product superiority. The "winner" was not a better product, or at least this was not demonstrated. Instead the decisions were driven by whichever product better aligned with the internal political winds this week, such as the tension between the Nexus partner model vs the Pixel in-house model. These "strategy shifts" were often preceded by senior leadership shakeups, which were themselves frequent. It was hard to escape the conclusion that the quality of my work was irrelevant. It was demoralizing.
Posted by ridiculous_fish on Jul 15, 2015, 3:09 AM
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Raise real-world problems, find people facing the same issue, and discuss solutions.5,500 issues0 comments
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To be fair, Inform7 can't succeed, generally, because there is no market for the kind of games that you create with Inform7.
> The notion that somehow LR reliability is misunderstood by Consumer Reports, JD Power, Car & Driver, Automobile etc.
Custom trigger IDs are not displayed in the new 2026.10 trigger selector
I hate that too, but I think it’s more the ux than the concept of a default.
> The biggest problem with UX developers is they know better than you AND force you into their paradigm.
"Focus follows mouse" is what I use to keep the file manager from popping up when click-dragging files.
The biggest problem with this is if the target URL doesn't load but also doesn't quickly error out, like e.g.
Google wants to build up a private web here.
During my time at Google, I definitely had the experience of "my" product being killed in preference to a competing product.
During my time at Google, I definitely had the experience of "my" product being killed in preference to a competing product. In one case, I did not even know that the competing product existed until the public press release. What was most frustrating is that the decisions did not seem to be motivated by product superiority. The "winner" was not a better product, or at least this was not demonstrated. Instead the decisions were driven by whichever product better aligned with the internal political winds this week, such as the tension between the Nexus partner model vs the Pixel in-house model. These "strategy shifts" were often preceded by senior leadership shakeups, which were themselves frequent. It was hard to escape the conclusion that the quality of my work was irrelevant. It was demoralizing.
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