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An instant New York Times bestseller, Dan Lyonsâ âhystericalâ (Recode) memoir, hailed by the Los Angeles Times as âthe best book about Silicon Valley,â takes readers inside the maddening world of fad-chasing venture capitalists, sales bros, social climbers, and sociopaths at todayâs tech startups.
For twenty-five years Dan Lyons was a magazine writer at the top of his profession â until one Friday morning when he received a phone call: Poof. His job no
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Book ID Asin: 0316306096
Book Title: Disrupted
Book Author: Dan Lyons
Book Format and Price:
Book Format Name: Kindle
Book Format Price: $9.99
Book Format Name: Audiobook
Book Format Price: $0.00
Book Format Name: Hardcover
Book Format Price: $14.50
Book Format Name: Paperback
Book Format Price: $9.99
Book Format Name: AudioCD
Book Format Price: $22.75
Book Price: $9.99
Book Category: Books, Business & Money, Finance and unknown
Book Rating: 2,718 ratings
Disrupted by Dan Lyons Book Review
Name: D. Nash
Rating: 4.0 out of 5 stars
Title: Under the warm teddybear carrying HEART there is a cold, make your number or youâre fired VORP â free beer & candy be damned
Date: Reviewed in the United States đșđž on April 15, 2016
Review: My favorite books are imperfect, but challenge me to reconsider my perceptions and beliefs. Disrupted did that for me.
The Good:
There hasnât been a major book documenting the dark side of the SaaS tech industry. Iâve seen more than a few books ripping apart Wall Street culture, Private Equity, Hedge Funds, and corporations like McDonalds and Wal-Mart. And while there have been critiques on Apple or Microsoft, this is the first takedown of note on the Silicon Valley scene. The author makes Hubspot â a SaaS Small to Meduim Business Martketing Automation firm â seem like the epitome of the industry.
I thank the author for pointing out the lack of people diversity in these types companies. Itâs not just race. It is age and socioeconomic background. There are few women in positions of power. Itâs also valuable to point out the poor management and personal issues that many founders have had. Itâs a service to warn people about the short-termism and the ageism. Everyone in the technology industry should read this book.
I appreciate his critique that firms like Hubspot and Salesforce are Sales driven organization as opposed to engineering driven organization. There is a lot of hype and less ground breaking functionality with these firms.
I also give the author a lot credit for his storytelling and writing. I was a bit predisposed to rip this book apart. Sometimes takedown or expose books get too passionate about their argument. Itâs a fun read of dysfunctional work place. You can simply take the book as that and move on, but I didnât.
One story telling example, he contrasting the two founders and their metrics HEART (Humble Effective Adaptable Remarkable Transparent) vs. VORP (Value Over Replacement Player). This was well done. Itâs a service to remind us that under that huggy-feely, teddy-bear carrying HEART sentimentality there is a cut-throat, make your number or youâre fired VORP mentality â free beer and candy be damned.
Thereâs a lot of good here. There are genuinely laugh out loud moments and vivid conflict. The author is somewhat able to tie the woes of Hubspot to the larger issues in the tech industry or Silicon Valley today. The âGlassholesâ chapter attempted to drive that home. However, even here, the author is mostly drawing from personal experience as editor of the Fake Steve Jobs and Valleywag blogs.
Which brings us to the bad.
The Bad
First and foremost â the nonstop complaining that Hubspot doesnât make a profit. Stop it.
The rules of the game that Hubspot is playing do not require it to make a profit. Who says they need to? Itâs the authors âBusiness 101â perception that all companies should be profitable despite that intellectually he knows that companies like Hubspot do not have to be profitable â and thatâs been the case for the last 20 years. Itâs like still complaining that Al Gore won the general election, but lost the Electoral College because of a hanging chad.
That leads to the second bad â his depiction that Hubspot is a house of cards. They need to IPO or go broke, he writes. That may have been the feeling 3 months before IPO; however, Hubspot consistently raised money. They didnât raise $100 Million over night and then blow it in 6 years. Hereâs the data: [âŠ] . Hubspot has cash-paying customers, who renew their subscription 88% of the time. They are a not Ponzi scheme or a credit default swap trading desk.
The third bad â once Hubspot IPOâs it will tank. After going public 18 months ago, HUBS is up 40% compared to the S&P 500 up 7% and its closest competitor Marketo is down 10%. So much for profitability.
Moving away from the bad business critiques â the author repeats himself. Same rants about ageism and lack of diversity. Same jabs at the stupidity of co-workers â the lax bros, New England college girls going on a date, middle-America Mary. Over and over.
Further he doesnât go deep on research. The information above about the funding numbers reveals that. Heâs basically just writing from his own experience, which is good; however, when tries to tie that experience to the bigger industry wide issues, it lacks some creditably. The business issues further limit his credibility to just his ability to write entertainingly about his own experience.
His own experience was brutal, but he didnât help things.
The Ugly
The author self-sabotages.
Three social media mistakes:
1) Donât post negative comments about the CEO on Facebook, especially when you have a public following and the CEO just wrapped up his first major news interview.
2) Donât Unfriend or Unfollow your boss, especially when your boss may be crazy and sadistic.
3) Donât make inside jokes about your co-workers where those coworkers can also see those jokes. He made a veiled little dig at coworker, the coworker saw it, understood it, and then flipped out.
Generally, the author is condescending towards everyone he works with. The whole industry is beneath him. That came through in his personal interactions. His colleagues didnât like him; not just because he wasnât like them, but because of his acerbic humor and air of superiority.
His final self-sabotage: he put in his 6 weeksâ notice of resignation the day after a truly brutal and psychologically abusive annual review. This was revenge. Hubspot, themselves vindictive, responded by firing him, immediately. He managed to get a better deal, but he should have just waited a month and given the standard 2 weeks. He put his family at risk of being uninsured and lost salary.
I donât mean to be too harsh. I probably would have done the same. Itâs a testament to self-control that he stayed at Hubspot for 20 months without doing anything worse than petty passive aggressive outbursts,
My Advice:
Read this book today! Itâs is an eye-opener. Take his business insights with a grain of salt. Then read the response from Hubspot. It has 1000s of likes on LinkedIn â not surprising if youâve read his book. That response is exactly the type of thing the author does a great job of fleshing out â part Orwellian, part corporate gobbledygook, part well-intentioned but aloof.
If you are looking for a salacious or raunchy read, you wonât get much here. Thereâs nothing in the book itself that would kill the company or put people in jail. While damaged, Hubspot has responded and recovered. There was an incident last summer where three major characters in the book tried illegally to obtain a copy of the manuscript. It was investigated by the FBI. This only adds to the drama of the public real-life playout of the book.
Itâs a quick read and almost required if you work in the industry.
As Mary would say, itâs totes magotes with awesomesauce!!!
Name: Sokratis Anastasiadis
Rating: 5.0 out of 5 stars
Title: Want diversity? Then read grandpa Buzz first take in the start-up world.
Date: Reviewed in the United States đșđž on January 15, 2017
Review: I donât know how to put it, but this is just one of the many perspectives of seeing how the startup world in 2015 was on many occasions: Spending too much to the point it may not be visible whether all the investments will turn around. Finally, some people are starting to realize they were blind, got a pair of new glasses from the doctor, and boy how many cockroaches were they able to find out under the floor from the junk food. Who knows how much cleaning it will take before they can sell the house. All those too sweet to be good companies try to catch those caveats eventually, such as putting strict quotas for people to perform in order to keep their jobs, bringing down people to drink the cool aid as much as they can before they graduate, no different than how we put people to sleep in that old movie âBrave New Worldâ.
Two things that are striking is how most of the money is being spent on marketing and less on the product, as well how those organization decisions aim too much on company growth at the cost of the people that try to find a good well-earned job. If catering for growth, the company seems so generous like gathering many Oompa Loompas, with the only difference that most who work there in marketing donât learn much what the factory is all about and all they do is looking at numbers and trying to push the most leads. When costs are too much, they get back to their senses that they spent too much and kick all the Oompa Loompas back to the courtyard. That is what the main message I think the author tries to point out: All the sales pitch manifest a big bubble erupting from behind. So to summarize:
1. HEART (Humble, Effective, Adaptable, Remarkable, Transparent): Start-ups should focus more on working on the product in some related way. Salesmanship may be a great step than from being a clerk and saying âHello!â and âGoodbye!â. However, would it not be better if people learn how a product works, making them more valuable employees when they transfer to a new job? The problem is not the freedom we give to people, but whether the role expands them to use more their critical thinking or not. I find our communication to others with HEART to be very important in a company culture. But it becomes pointless if the content that we work does not require us to use much of our brain.
2. VORP (Value Over Replacement): What is the whole point of the product if people who are working for the product are on the verge? Eventually, all those 20-year-olds will eventually become 30 or 40-year-olds and will not be able to keep up doing that stunt, they will eventually dismiss of having relationships or having kids, they may be brainwashed buying products they donât need. Instead of focusing on the product, shouldnât start-ups focus on making employees the core product of the company as well? VORP may save the productâs profitability and sustainability in the market to keep up a great product for a customer. However, look how cruel we are to the customer when the customer is also âactuallyâ an employee, affecting the customer in an indirect way in the âlong-termâ.
However, how can some startups like Hubspot can survive with tough deadlines out of the thousands to succeed and become billions in IPO where their product doesnât differentiate much with other competitors? HEART and VORP of course. Let us be honest, the problem is not much of the product but the passive consumers not giving much a dime whether the work they are doing is productive or not. They may even have a fixed mindset that the way they do things is the best, wasting a lot of their time or effort when they didnât buy a software like the one Hubspot has. They actually donât have visibility, not even the determination to change the course of what they are currently doing. Habits are very hard to change, and if you want to change the habits to thousands or even million people to use your product by next year, I donât think that is possible other than to crank a lot of money in advertising to make it visible to the world. This is a challenging problem and I am not sure how we can transition passive consumers to act out alternatives on their own instead of making it visible to them while being a good coach to change their old mindset. Recruiting people with a culture of HEART while making sure only the ones that will be left out is those who can push the product to growth by VORP is the most reasonable team that will have a chance to become a billion company within a few years. Some companies use those tactics also to be the dominating force among rivals. This doesnât work out well in the long term for most of us who want to contribute in our world for the rest of our life or want to have a life outside of work, such as having our own hobby.
The author gives a lot of names that may end up having a bad rap. I feel kind of sad how people will perceive Trotsky these days, even though we can all admit his micromanagement was too ruthless. Telling a story of our own experiences is not bad at all, but this content will make it easy for passive consumers to use those words as a dead end for them. This blame, unfortunately, is the main reason why Hubspot and surgeons try to spin mistakes into positive outcomes. In Chapter 12 Black Box Thinking by Matthew Syed, people took a tragedy of a babyâs death in a blame culture, leaving more vacancies as people had less courage working as social workers for child services, making people less accountable than what the blame was originally intended. The author portraying the story to its true colors is not a problem. The problem is that it may be the same people who mindlessly need a coach to buy in on a product that they also need to be careful how they turn a message of comedy into a blame culture and placing those people as a dead end. That makes it more understandable why in the authorâs story Hubspot tried to spin all the negative things around. In response, we have to figure how to make a culture that uses less blame, as well companies being more transparent on their mistakes.
Grandpa Buzz heard a lot about diversity in Hubspot which he actually never saw. So if we want to have diversity, and not only doing the talk but also the walk, to not only be moral actors but follow righteousness within our HEART, listen to grandpa Buzz advice. Maybe our next startup idea that needs a real fix up is how the old generation can keep having constant joy in the work, as well any employee to have their own time on working on their own hobby, relationships or taking care of a family with children that need to grow up well or a grown family member that needs company. Arenât those more important elements than a product that most people work only advertising it instead of understanding it, in the long term? I leave young entrepreneurs who read this story up to you.
