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A00-203 exam Dumps Source : Sas Warehouse development Specialist Concepts
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On Nov. 1, 20,000 Google employees and contractors walked out of the company’s offices around the world, one week after the current York Times reported that Google had protected three executives accused of sexual misconduct, including Android founder Andy Rubin.
But the protests were about more than just how Google handles harassment. On the latest episode of Recode Decode with Kara Swisher, six of the walkout organizers — Erica Anderson, Claire Stapleton, Meredith Whittaker, Stephanie Parker, Cecilia O’Neil-Hart and Amr Gaber — explained that employees’ grievances included a history of pay discrimination, systemic racism and the unequal treatment of compress workers.
And Google executives maintain neglected to even talk about some of the five demands that the workers presented in conjunction with the walkouts.
“They did not ever address, acknowledge, the list of demands, nor did they adequately provide solutions to every the five,” said Stapleton, a marketing manager at YouTube who has been at Google for more than 11 years. “They did drop forced arbitration, but for sexual harassment only, not discrimination, which was a key omission. Nothing was addressed regarding TVCs [contract workers] ... I reflect they didn’t view accountability in action.”
“You don’t maintain 20,000 people in the streets planned in three days if there isn’t something deeply, structurally wrong,” added Whittaker, the founder of Google’s Open Research group.
Parker, a policy specialist at YouTube, initially read a prepared statement to her San Bruno, Calif., colleagues during the walkout, but then asked them a question she hadn’t written down. Where, she asked, did Google Get the tens of millions of dollars it paid to Rubin and other senior executives accused of sexual misconduct?
“They got it from every time you worked late,” Parker said. “Every promotion you didn’t Get because they said there’s not enough budget, you maintain to wait. It’s from every contractor who came to drudgery sick because they maintain no paid time off. These are conscious decisions that the company is making, and abusers are getting rich off of their difficult work.”
And the walkouts, the organizers agreed, maintain in some cases turned strangers into allies. People who had been raising red flags for years and felt they weren’t being heard suddenly realized that they were not the only ones who thought Google wasn’t hearing what it needed to hear.
“We’re giving their feedback about what’s wrong through every of the official channels,” Parker said. “We’re filling out the surveys every year. They are talking back in TGIF [all hands meetings] and asking these questions, and nothing is happening. But once they commence to find each other, and view each other every speaking out and every saying, fundamentally, the same thing, then the horrify starts to Go away. Once they start taking collective action, then they can’t subsist stopped.”
You can listen to Recode Decode wherever you Get your podcasts, including Apple Podcasts, Spotify, Google Podcasts, Pocket Casts and Overcast.
Below, we’ve shared a lightly edited plenary transcript of Kara’s conversation with the organizers.
Kara Swisher: Today they maintain a really special show. I’m joined by six of the organizers of the Google Walkouts. These are the protests at several Google campuses that formed after the current York Times reported that the company was promoting and paying off people accused of sexual harassment, but it’s so much more than that.
Normally, I would elucidate you the names and titles of my guests, but I maintain three people here with me in the current York studio and three on the line from California. So just for listeners to retain everyone’s voices straight ... everyone when they talk they’re going to exclaim their names, but first we’re going to interject everybody. So let’s start here in current York.
Claire Stapleton: I’m Claire Stapleton and I’m a marketing manager at YouTube.
Meredith Whittaker: I’m Meredith Whittaker, I founded Google’s Open Research group and I’m the co-founder of the AI Now Institute at NYU.
Erica Anderson: Hey, I’m Erica Anderson. I’m with the Google word Lab and maintain been at Google for three years.
All right, California.
Cecelia O’Neil-Hart: Hi, I’m Celie O’Neil-Hart and I drudgery on YouTube marketing.
Stephanie Parker: Hi, my name’s Stephanie Parker and I’m a policy specialist on the trust and safety team at YouTube.
Amr Gaber: Hi, I’m Amr. I’m an entry-level engineer.
Kara Swisher: every right, okay. Amr is Amr Gaber. Anyway, so this is going to subsist a great conversation. I’m going to start, I think, with you, Claire, because you started it off, and you drudgery at YouTube under Susan Wojcicki, who’s the CEO of YouTube. So why don’t you start us off?
Everyone’s going to talk about a different fraction of this. So let’s Get the background of how this started, and then I want to Get into, in each section, to talk about what happened, where it’s going, and discontinuance up talking about what’s going to betide next.
Claire Stapleton: Sure. Lots to say. I started at Google 11 years ago, straight out of college. considerable to note that my first job was actually doing TGIF with Larry and Sergey, so sort of dote the ultimate Google cultural institution. And consequently, I was a huge believer, and am, in the culture of openness and transparency in the company.
And warrant TGIF for people that don’t ... because it’s an unusual thing.
Claire Stapleton: TGIF, you know, it’s dote the existential juncture around tech and its influence has been mounting forever, but there’s this very folksy grounding, kumbaya ...
From the beginning.
Claire Stapleton: ... instant every week. It’s an hour long at Mountain View. Larry and Sergey noiseless enact it, if you can believe it. People come, full-time Googlers, further and request questions. And there’s sort of this ... From my perspective, having worked on this for five years, it really is about holding leadership accountable.
And it has been. I mean, I’ve had people wrangle everything from the Kombucha shakes to ...
Claire Stapleton: M&M’s, the wastebaskets. But the questions maintain gotten increasingly serious, and there is a lot of dialogue, I think, about the ethical direction of the company, which is really interesting. But anyway, lots of simmering supervision at the company, suffice to say, and the current York Times article about Andy Rubin was a major reckoning instant for the culture structure upon every this anxiety.
From where I was sitting, I’m in current York now, in the office, in meetings, in the internal threads, the temperature just shot up. And people weren’t just outraged, they were sharing their suffer and their stories, which was incredibly eye-opening for me, as somebody who’s been around forever. It’s sexism and bro culture, it’s racism, occasion discrimination, throughout your career at Google and elsewhere. It’s so big, it’s so huge and it goes on and on and on.
I reflect what was really engaging for us, and they talked about this a lot, was the article was ostensibly kind of a bombshell about some sordid executive ...
But this has been reported ... A lot of it had already ... It was collectively.
Claire Stapleton: Totally.
Because I wrote about Amit, and too Andy.
Claire Stapleton: Right, we’d heard every these. They know every this. I reflect what it gestured to and what it harnessed was so much more, and the sort of sense that there’s really snide things happening under the cover of darkness at Google and elsewhere. So that was really engaging for me, and I was really following it closely and just hearing every these women I knew in the office telling their stories. I’m like, “I had no notion you were forced into arbitration. And I had no notion you weathered occasion discrimination on the level that you did.”
But the true turning point for me was the passage that the execs handled it that day at the TGIF that followed. The Googlers, as always, showed up. I mean, they had really smart thoughts. They brought their outrage, but it was too constructive ideas and questions. And it was so dismissed. I reflect that it was a very awkward, hollow, rather disastrous TGIF which, you know, has been much-reported, but they needed to view accountability and commitment, and neither happened.
I reflect it’s actually really followed that passage since then. For me, it was basically like, look, the Google culture that I believe in, that I maintain been talking about forever and thinking about deeply, this status is structured for voices, but it’s not going to fix this. We’ve got to try something else.
Right. And you also, just to subsist clear, you too maintain ... Google has more message boards, more places to communicate, they won’t shut up in a lot of ways. There’s a lot going on in every these things.
Claire Stapleton: The dialogue is so constant and so fierce. I compassion the corporate talking points person who’s sent in to these threads — you know, with the approved messaging — because people are so unbelievably engaged, committed, intelligent. It’s fierce. That’s what happened with the walkout as well.
So this was the TGIF birthright after the article.
Claire Stapleton: The day-of.
The day of, that they didn’t ... What in the response — then we’re going to Go Meredith to talk about the ethical implications of this.
Claire Stapleton: Yes.
What was the problem with the response? Because I reflect they had a similar thing recently, too, when the demands came out, but we’ll Get to that in a minute.
Claire Stapleton: Yeah, there’s so much to exclaim about that. I mean, I reflect that the ... There was a decision, first of all, to carry on with the regular presentation, which was ... I reflect it was the Google Photos team. So you’re sort of putting ...
“Oh, let’s talk about photos.”
Claire Stapleton: The optics were really tough because dote I said, the community was gripped by this. And I reflect it was the sort of instant where they needed to hear that the system needs to change. They needed to view a genuine commitment to that, and I reflect it was ... There was a kind of dismissiveness to it. There was a sort of, “We care. We’re going to result up on this.” It did not at every match the urgency and intensity of what happened.
And I reflect that they knew they needed to switch it up, try something else, exert power and further together in a passage that would subsist more disruptive and that they would maintain to listen to, because lining up to request questions at TGIF, in this case, wasn’t splendid enough.
Wasn’t enough. Okay, Meredith, why don’t you talk about the ethical implications around what was going on.
Meredith Whittaker: Well, it’s a backdrop ...
This is Meredith Whittaker. Go ahead.
Meredith Whittaker: Hello. Yeah, I guess to back up a slight bit, this is sort of what my research has focused on for a while. So I’ve been looking at issues of race, power, gender and simulated intelligence, and some of the issues around tech culture.
Meredith Whittaker: Over the past year, I reflect what we’ve seen — and what you’ve documented, Kara, really well — is this heightened divide, increasing divide between the rhetoric of tech as tech products, dote they’re splendid for people, it’s every got a net positive in the end, just tolerate with the disruption, and the rhetoric about the tech culture, dote it’s the best status to work. You’re lucky if you’re here, shut up and tolerate it. And really seeing this sort of ... you know, the fact that those promises are increasingly threadbare on both counts.
Meredith Whittaker: And so I maintain been involved with people dote Amr and others in leading some of the drudgery against Maven, against the ...
This is the defense ... warrant that for people.
Meredith Whittaker: This was a more-or-less secretive compress with the DoD that was essentially leveraging Google’s simulated intelligence capabilities to build surveillance for drones.
Meredith Whittaker: And this was done in a passage that did not maintain the buy-in of, let’s say, the broader Google community. It was done in a passage that was not explicit, even to some of the people that were working on it. It was done in a passage that I reflect really exploded some of the cozy mythologies around tech as a beneficent constrain in the world.
Meredith Whittaker: Benign, either one. Yeah. And I reflect this was a instant when the contradictions inherent in this culture, the late-stage capitalism versus this idealistic utopian engineering rhetoric, were in stark relief. I reflect what we’re seeing here is the personal and the political meet, in a way.
Meeting. And it was interesting. One of the things that’s about this, it’s not just about sexual harassment, which has to subsist beyond it. There’s issues around who you want to drudgery for, there’s the James Damore thing that happened, there was the China stuff, so in terms of the ethical considerations, every these things are sort of hurtling towards these companies, that they are very willing participants in and causes of it.
Meredith Whittaker: Yeah, and I reflect fraction of what we’ve seen is while they enact maintain this proliferation of means to Get their voices heard, they don’t maintain many ways to hold anyone in power accountable. And they don’t maintain the means to actually create that change without this type of corrective action.
Right, so they’ll let you speak up, but not enact much in that regard.
Meredith Whittaker: Yep. And there are many of us within the company who’ve been pushing for changes for a long time through the established mechanisms. We’ve seen OKRs, we’ve seen working groups, we’ve seen meagerly funded diversity efforts, we’ve seen ethical councils and self-regulatory promises. not one of which maintain netted in any change, and they continue towards the iceberg with increasing stakes both within the company, for the people who drudgery there and, I would argue, societally for the people that maintain to tolerate the brunt of the ...
The inventions you’re making.
Meredith Whittaker: Exactly.
Right. Okay, Celie, can you sort of set the stage of the letter that went out that was sent by Claire, and the demands, how you every formulated the demands?
Cecelia O’Neil-Hart: Sure, absolutely. It was a really collective pains from the beginning, buoyed by or really inspired by the stories that were coming from the community. So, for example, Claire actually had heard from a group of mothers at Google, just these endless stories, this thread of stories that was going around in an internal email chain, and was inspired from those stories to forward an email out to a great group of women on a Google group and essentially say, “Hey, I feel dote they maintain to enact something.” And that started it all.
Immediately, people were suggesting demands, so I took note and started gathering those into a Doc. It was just completely a process of defining what they wanted in solidarity with each other. I reflect it showed me the power of collective action, writing the demands quite literally as a collective. Hundreds of Googlers were weighing in on email threads, in the actual doc.
I maintain a recollection of being on the phone with Amr debating claim No. 1 and watching as 27 Googlers in a Doc, were editing in the Google Doc live, and then watching Meredith further in and say, “We already maintain that one here. Can they reduce from 10 demands to five?” I mean, it was just this truly collective action, living, touching in a Google Document that they were every watching and participating in.
Using Google technology.
Claire Stapleton: Internally, yeah.
Meredith Whittaker: The means of production.
Isn’t that a commercial? Thanks, Google.
Cecelia O’Neil-Hart: I know.
Erica Anderson: It was very efficient.
Claire Stapleton: create Google enact it.
Cecelia O’Neil-Hart: It is considerable to summon out the demands, where they may maintain facilitated gathering them, they weren’t new. I reflect they would every exclaim that they represented asks that many groups at Google had been making toward equity for years. So they might maintain facilitated and brought together that collective in a document, but they were putting them in one place.
All right, Amr, why don’t you Go through with us what those demands were and why they came down to the ones you every decided on.
Amr Gaber: Sure, so the first claim is an discontinuance to forced arbitration in cases of sexual harassment and discrimination. And too the birthright for a Google worker to bring a coworker or other supporter in to an HR investigation, because that can subsist a very daunting process.
Amr Gaber: The second claim is a commitment to discontinuance pay and occasion inequity. And this is for every levels of the organization, not just full-time employees, but compress workers as well and even subcontract workers, because they know that leads to a lot of the power imbalance that leads to these abuses.
Also, the third one is a publicly disclosed sexual harassment transparency report. After the article came out, there was every these numbers that the leadership team was throwing around about cases where they took action, but every of that was completely brand current to us, even though for us, there’s thousands of these stories going around, but the company keeps them hidden as much as possible.
Amr Gaber: The fourth one is a clear, uniform and globally inclusive process for reporting sexual misconduct, safely and anonymously, because obviously the process today is not really working that well. I mean, at what point does the failures of the claims become just an accommodation of the process?
Amr Gaber: And then the final claim is promoting the chief diversity officer to respond directly to the CEO and the Board. And in addition, appointing an employee representative to the Board to subsist able to create recommendations.
Right, which is an considerable thing. We’ll Get to what happened after this, but first, Stephanie, one of the things that’s in that is contractors too. The concept that people don’t realize how many contractors there are at Google, and these are people without rights, essentially. And there is sort of an elite group above that who are much better paid. Can you talk a slight bit about them too? Because they maintain been left out of the system for a long time, it seems, dote at Google.
Stephanie Parker: Yes, so just to set the tone here. When there was the shooting at the YouTube headquarters at San Bruno earlier this year, compress workers dote cafeteria workers, security guards and those that sit next to us every day doing every kinds of jobs in every departments, they were out there in the line of fire. They had their safety in danger.
And the day after the shooting, when Susan called a Town Hall for every employees to hear updates and to uphold each other, TVCs, or compress workers, were excluded from that. Even though they were just as much in danger, if not even more because during the time of the shooting was happening, security updates were sent via text to full-time employees and not to contractors so they ...
Explain what contractors are so people understand, people who don’t know.
Stephanie Parker: Sure.
These are not just cafeteria — this is every levels of Google, everywhere.
Stephanie Parker: Exactly. They maintain compress workers. At Google they’re called temps, vendors, contractors, TVCs. They maintain them in every organizations at Google. They’re managing marketing projects. I maintain a friend who’s a contractor who is a compliance manager and helps to set payroll for other Google employees. They maintain contractors that manage teams of upwards of 10, 20, even more other people but continue to subsist perennially left in this second-class status where they don’t maintain healthcare benefits, they don’t maintain ... for the most part, what I hear is they don’t maintain paid sick leave and they definitely don’t Get access to the same well-being resources: Counseling, professional development, any of that.
What we’re seeing is Google is deciding to gaunt in to changing more of their roles, more of their positions to subsist contract. Changing them ...
Right, it’s cheaper. It’s easier and cheaper, right?
Stephanie Parker: That’s what it comes down to.
It’s an easier and cheaper in this gig economy.
Stephanie Parker: When they confront them about this, when they ask, why is it this way, that they maintain people that sit birthright next to us doing the same drudgery but are not compensated fairly or even treated with respect, they hear that, “Well, there’s legal distinctions. If they treated them dote full-timers then maybe they would maintain to compensate them dote full-timers.”
That’s exactly why.
Stephanie Parker: To me, and I reflect every of us, the solution is to metamorphose them to full-time, or to treat them fairly with respect. Not to toss up their hands and say, “Oh well.”
Or by hook or by design out current ways of having contractors that maintain rights.
Stephanie Parker: Sure.
You know what I mean? I reflect the all notion ... I’ve had this actually very lively discussion with Gavin Newsom, who’s now the Governor of California. I reflect there’s going to subsist legislation on this because he’s like, “We maintain these two bifurcated systems, there’s got to subsist a current passage of thinking about employees.”
But in this case, in this particular case, these people are at more risk because they drudgery for other vendors that Google does not maintain control over. And it was engaging because I had a discussion with one of your bosses and I said ... They’re like, “Well they don’t maintain control over them.” I’m like, “Aren’t you Google? Aren’t you the smartest people in the world? Didn’t you withhold Quonset huts in your things for current offices? That was a kind of engaging idea. Can’t you enact something special here?” kind of thing, which they can’t, apparently.
Erica Anderson: Well, I reflect that it’s actually worth mentioning that other companies ...
I’m going to Get to that. Let me interject you. This is Erica Anderson.
Erica Anderson: Yes.
So Go ahead.
Erica Anderson: In doing research and preparing these demands and just knowing what they know, I mean, Harvard is an specimen of an organization that is given ... I reflect they created a parity policy for every their contractors, they Get the same benefits, the same healthcare benefits. Rent the Runway, I reflect in May of this year, came out, its CEO said, “I don’t want to maintain different classes of workers. I’m going to pay the people in the warehouse in Ohio the same benefits that their full-time employees get.”
So this is too a situation that’s been so engaging for Google because actually Google doesn’t lead in this space. And I reflect that’s what makes the all thing kind of engaging to me is that they talk about wanting to subsist the best workplace in the world, the most competitive, and offer the best benefits. But I reflect what we’ve seen here is that it’s just not a status where Google is leading, and they wanted to bring that to the attention of everyone.
Right, which they would prefer you not to. every right. So when they Get back, we’re going to talk about what happened after you made these demands. And Claire, just set us up for this. You sent this letter out.
Claire Stapleton: Mm-hmm. Yep.
They had this crappy TGIF.
Claire Stapleton: Yes, that was Thursday. Friday, I set up a Google group and sent it around to some women at the company and it clearly struck a chord. A brace of hundred women, and men, immediately they took women out of the name of the ... out of the branding because there were so many allies. Really there were so many issues people were bringing to the table about inequity, and Monday ... There were 1,000 people in the group and they said, “F it. Let’s enact it Thursday.”
Okay then. On F it, we’re going to Get back. When they further back we’re going to talk about more of what happened after they F’d it. We’re going to engage a quick atomize now. We’ll subsist back in a minute with the organizers of the Google Walkouts. That is Erica Anderson, Claire Stapleton, Meredith Whittaker, Stephanie Parker, Celie O’Neil-Hart and Amr Gaber.
Okay, we’re here talking in an unusual Recode Decode. I really wanted to enact this, I’ve never had this many people in one status talking about something. I thought it was really considerable to maintain every the different perspectives and what’s going on here. These are the people — or some of the people, because there’s many more, I reflect — that organized the Google Walkouts and the thinking behind it. Because it’s very difficult to collectively enact something together, because what happens is instantly disagreements betide between people, too the company is operating from a lone source and you every maintain to every sort of join together which is what they try to do, which is atomize you apart in some way.
And so I wanted to talk a slight bit about what happened next. Celie, why don’t they start with you. So you guys came up with these demands, right? And then what? And then you ... Claire was motto just a second ago, you said, “Fuck it, we’re going to maintain a protest to start with.” Are you laughing there, Celie?
Cecelia O’Neil-Hart: Yeah, absolutely. I am laughing. I will admit that it leaked and that was a bit of the “F it” suffer for many of us. There was quite a debate, hundreds of voices on when it should be. And then when it was announced by hook or by that it was going to betide Thursday, they really felt that the momentum was suddenly there and they needed to drag it together. So they rallied.
I recollect sending an email to the group called, “It’s happening.” And it just listed the initial resources, and Amr responded to that note and said, “Here are some different ways that you can actually engage action on that day; engage the plenary day off versus walk out for an hour. Whatever you’re cozy with.” Planning was a really considerable fraction of that because they had TVCs, compress workers, walking out alongside their full-time colleagues. Figuring out what was birthright for you on that day was a huge fraction of the planning process as well.
So, Amr, why would you reflect walking out was the thing to do, since you were saying, “Here’s the different things you could do”? What was the concept behind it? A visual of Google people just saying, “We’re walking out.”
Amr Gaber: The walkout wasn’t actually my idea. That was more the notion from Claire and the moms group, but when I heard walkout, I was like, “Okay, well, this is something that I’m a slight bit close with.” I know that we’re kind of in a current instant in tech, and I reflect just in general.
I thought this would be, one, a powerful action, but two, too a distinguished learning suffer for a lot of tech workers, just a lot of people in generic about how this stuff kinda works and how they can exercise the power that they have.
Who are relatively docile, I maintain to say, tech workers. I find that, you know, you guys ...
Claire Stapleton: every the snacks.
All the snacks, and every your special things. They’re docile, and they don’t protest. It’s not a ... And many of them are very well paid, or most of them are very well paid.
Erica Anderson: I mean, this was extraordinary, right?
This is Erica.
Erica Anderson: They had one key organizer who does operations at the company, and she’s a program manager. She set up an extraordinary amount of spreadsheets. She set up a website that was internal. I recollect looking at it, maybe Tuesday, and there were two cities listed. Then as word got out, more and more cities were listed, and the website continued to Get updated until they had over 30 cities around the world listed. Every city had a territory organizer, dote a lead, a person that was then in touch with us, getting information, support, ideas on how to safely enact this walkout, what to talk about once the walkout happened.
Yeah, it really was just this extraordinary effort. I reflect they every kind of joked after the walkout, not one of us really knew each other before. So talk about dote getting to know each other very quickly, learning to trust each other’s instincts, having really honest debates about how to drudgery through different challenges. I reflect it was extraordinary because they every really fundamentally just believed in what they were doing, so they really carried each other. Obviously, every office around the world carried each other, too.
All right, Stephanie, can you talk about that concept of being collective, as a group of people?
Stephanie Parker: Yes, of course, I reflect Erica stated it beautifully when she said that every of us coming together and putting their hearts together and putting their skills and their heads together to drudgery on this was a really great, beautiful, astounding experience.
What about fears?
Stephanie Parker: Yeah, what I was going to add was that you mentioned that the tech workers maintain largely been docile and don’t dote to protest that much. I would exclaim that a lot of tech workers are afraid, that a lot feel isolated. They feel hopeless. I speak for myself when I exclaim that I spent the past four years at Google thinking that we’re telling the company what they supervision about. We’re giving their feedback about what’s wrong through every of the official channels. We’re filling out the surveys every year. They are talking back in TGIF and asking these questions, and nothing is happening.
But once they commence to find each other, and view each other every speaking out and every saying, fundamentally, the same thing, then the horrify starts to Go away. Once they start taking collective action, then they can’t subsist stopped.
I enact reflect the tools retain you apart, too, don’t they? If you maintain an ability to, you know, with Twitter, what is it hashtag-ivism? If you go, “Oh, I’m against that guy who killed the journalist in Saudi ...” That’s enough. dote it’s the concept of that, that’s sort of ...
Stephanie Parker: Sure, yeah, I reflect we’re definitely encouraged by the powers that subsist to funnel their wrathful and their energy into places that it will not grow into anything actually powerful. They maintain to design it out on their own with each other, how to actually build power and hold the powerful accountable.
Talk about this, Meredith, because you were just talking about the notion that nothing ever happens. In terms of, you’re working on AI stuff, is that they talk about it, then 97 percent of people who create AI are white guys.
Meredith Whittaker: Yeah.
Meredith Whittaker: I reflect what we’ve seen this year, but sort of in ... they hit a step role maybe a brace years ago, is that the stakes of this technology maintain just increased exponentially.
Explain that. warrant why for people who don’t ...
Meredith Whittaker: I will try to Twitter-summarize this, but I reflect we’ve seen the consolidation of the tech industry into a handful of mammoth players who maintain incredibly powerful infrastructures, who maintain more or less, they are the only ones who are able to collect the kind of data they have, draw the kinds of insights they can draw from it. They are creating AI-based technologies, to spend that term kind of colloquially, that are now being deployed throughout their core social institutions. They are shaping their politics. They are shaping decision making. The benefits of those are accruing to a very miniature few. That’s what we’re seeing.
We maintain seen a number of instances where the narrative of tech has sort of ruptured and been shown to subsist not remedy this year. I reflect there are a lot of people in tech who are ready to engage action. What I reflect they saw is some catalytic moments after a year of speaking your mind, of trying to sort of forward these complaints, seeing nothing happen, and saying, “Hey, I don’t want my name on this,” right? I don’t wanna subsist involved in this. I don’t wanna subsist fraction of a culture that does this, and I don’t wanna build things that enact that. It’s time for leadership, right?
In a lot of ways, the employees are the base. You know, Trump always talks about “the base.” Employees are the basis for these people, and they can’t mess around with them. It’s harder to hire people, right? This is a very competitive talent environment.
Stephanie Parker: Why enact you reflect they’re hiring so many contractors?
That’s right, exactly. They’re keeping them in positions of want of power. Oh, absolutely. It’s textbook. It’s dote coal mines back in the 18-whatever. I know why they’re doing it. They’re just a nicer version of that, I reflect that is.
Erica, talk about this. So you create these demands, you withhold them up and you enact the walkout. What enact you expect will betide next?
Erica Anderson: Well, so much happened when they did the walkout. I value it was, first of all, just ...
Got coverage across the world.
Erica Anderson: Extraordinary, yeah, it started in Asia with Singapore and Tokyo walking out. It was a rolling thunder around the world at 11 a.m.
Did they summon it “rolling thunder?”
Erica Anderson: No, but now I do.
Erica Anderson: It was truly extraordinary. By the time they woke up in current York City, there was already a massive press cycle around it, of course. They actually set up an email alias for every press to reach out to us because they knew they wouldn’t subsist able to wield the scope of what was coming in.
We basically took the day, they every did the walkouts and they did some press. I mean, very selectively, but they did talk to some places. And then they waited. They didn’t necessarily just wait, but they knew, “Okay, now the ball is in the executives’ court, so what are they gonna do?” It took them exactly a week to further back. I reflect it was Wednesday, so six days after the walkout they received an email that there would subsist a town hall. They knew that that would subsist kind of the answer.
Yeah, I got that email too.
Erica Anderson: You did?
Claire Stapleton: LOLs.
Meredith Whittaker: It “leaked.” They said it leaked.
What a astound — there’s millions of you, further on! You’re not as leaky as Yahoo and Facebook, but you’re birthright up there.
Erica Anderson: Yeah, I reflect they were every excited. And by the way, they had every been talking every night, having meetings. They just were continuing to enact work, well, how enact they catalyze the group that’s now in place, the thousands of employees. Yeah, they every showed up to their respective offices to listen to the response to the demands.
So, Meredith, what did you reflect was gonna happen? Then I want Celie to respond to that.
Meredith Whittaker: I wasn’t positive because I knew this sort of rattled them, but frankly what I’d seen in the past is not much of a response, right? Applying the same musty tools to a very current situation, even though those tools maintain been proven ineffectual.
What I saw was them doing the minimum viable to try to tamp down the situation, both claiming credit for it, “This is a distinguished walkout, and this has been such a wake-up call, and we’re so ecstatic to subsist now leading the industry in this,” which is ... you know, I think, Ruth [Porat] said that recently. Also, trying to minimize the concerns, and frankly, erasing a number of the core issues around racism, discrimination and the maltreat of power, while highlighting one type of behavior.
One thing. What about you, Claire, what did you think? I want each of you to respond.
Claire Stapleton: You know, there are a brace of executives that, when they spoke to their team, I thought, “You Get it.” I really hoped that that would shine through. I thought we’d view some leadership. The town hall was really tough to watch.
We’ll Get to the demands. I wanted to say, what did you expect from them? Did you expect them to just try to roll you?
Claire Stapleton: I thought they would enact it. Maybe I’m an optimist. Everyone keeps motto I’m dote the executive apologist here. I thought they were reasonable. They were kicking around, donate $90 million ...
That was my idea, I thought they should.
Claire Stapleton: Yeah, birthright to ...
$90 million was the amount, explain...
Claire Stapleton: $90 million is the amount that Google paid Andy Rubin as fraction of his exit package. This is someone who had a long history of sordid misconduct. The more radical among us were calling for the ouster of people at the top, and they kept it to systemic change. every of these things are interconnected: Sexism, racism, discrimination writ large, the suffer of contractors at this company.
We very specifically wanted the demands to reflect the system, wanted to view steps toward ... This isn’t the tablet of Moses, but they wanted to view steps towards change in every of these categories. They gestured to the demands as they responded. They did not ever address, acknowledge, the list of demands nor did they adequately provide solutions to every the five. They did drop forced arbitration, but for sexual harassment only, not discrimination, which was a key omission. Nothing was addressed regarding TVCs, though people did request about that in the town hall.
Then there was a sort of packaging of other drudgery streams that maintain been going on in HR around pay inequality, etc., and saying, “This is what we’re gonna do.” And they too offered a current sexual harassment training that they did not request for.
And then maintain it on their performance review, “you didn’t enact it.” It doesn’t matter for the top executives if they Get a ding or not.
Claire Stapleton: Exactly, exactly. Yeah, I reflect they didn’t view accountability in action.
All right, so Celie, what did you reflect of the response? I want each of you to sort of respond to the response.
Cecelia O’Neil-Hart: I had a process as the response was coming in by which I kind of checked the response, which was actually the stories from the women in the Mountain View rally. I watched this line configuration behind me, in Mountain View, of women who were willing to just Get up onstage and elucidate their stories of where the process had failed them.
So I had two or three stories. One of them was this incredible chronicle from a woman who was drugged at a drudgery party. Every time I heard a response, I sort of checked like, “How would her suffer maintain been different? How would her suffer of HR maintain changed with this response to the demands?” I just cannot further up with how the process would not fail these women who stood up onstage in Mountain View and risked their jobs in front of 5,000 of their colleagues. I can’t further up with how the process has changed to elevate up those voices in a passage that’s different or more supportive than it was before.
So that to me is dote the ultimate check: Where will these stories change?
Right, exactly. Yeah, where would you Get the disclosure, the transparency, and things dote that. What about you, Stephanie? How did you reflect about it, the response to your demands?
Stephanie Parker: Yeah, so I would exclaim that I was not as optimistic as Claire, or maybe others in the group.
“They’ll enact it. They’re super nice. They every maintain Teslas!”
Stephanie Parker: Right, exactly. They every supervision so deeply about these issues, you know, so I was not very surprised...
Claire Stapleton: Sundar said he was “oozing” empathy, which I thought was great.
Stephanie Parker: Oh, yeah. But what I was disappointed by was that they did not even own that the HR processes and systems are not working. They heard earsplitting and pellucid from 20,000 of us that these processes and reporting lines that are in status are set up the wrong passage and need to subsist redesigned so that they regular employees maintain more of a exclaim and more of a leer into the decision-making processes, and they didn’t even own that as a valid sentiment or idea.
They said, “Oh, you know, we’re gonna enact a survey to view how people feel about HR.” They just told you!
Yeah, right. They just got a survey.
Stephanie Parker: They really took the conversation back two steps, which was pretty insulting.
They were actually undercutting your authority, just so you know. Just FYI. I specialize in power politics, and I can elucidate you that’s just what they were doing.
What about you, Amr? What did you reflect about that? What was your reaction?
Amr Gaber: My immediate reaction was that they completely whitewashed their response. They avoided talking about race in any way, shape or form. motto they’re just gonna recommit to OKRs. You’ve been committed to those OKRs for years.
Explain what an OKR is. warrant what that is for the regular people.
Amr Gaber: It’s an Objective and Key Result, it’s dote a goal, main goal for the company as a whole. You’ve been committed to those OKRs for years and nothing has changed. Then on top of that they excluded contractors from being allowed in the meeting to hear these things. They wouldn’t remove arbitration for discrimination. Basically saying, “Yeah, we’re gonna retain discriminating, deal with it.”
I just wanna say, the other thing is that they noiseless retain looking for ways to, kind of dote you were saying, divide and conquer us. I said in the beginning, I’m an entry-level engineer. I got five years of industry suffer before I hired at Google. Even though these issues repercussion some groups more than others, they strike every of us. Just because the name of the company is a baby word doesn’t value that it’s not greedy or exploitative.
The company doesn’t supervision what race, gender, sexual orientation, age, ability, national origin, religious belief, history of military service or job type you maintain as long as you’ll accept less than you’re worth.
Okay. What enact you really think, Amr? No, but I correspond with you. It’s very interesting. Talk about the divide and conquer, how that impacts things. Because they want you every not to subsist collectively talking, which is very difficult because it’s a very diverse culture at Google, with different opinions. One of the dings on Google is everyone has the same opinion, but they don’t necessarily.
Amr Gaber: Mm-hmm. Yeah, there’s a lot of mammoth ways and miniature ways. Some mammoth ways, for example, some contractors recently in some offices got moved to completely different offices. Now they can’t even interact on a daily basis. The divide between full-time employees and compress workers is a mammoth one. The systemic racism, actually, in hiring and promotion for certain job ladders dote engineering, versus other job ladders, versus compress work, is too another mammoth one.
Then there’s a lot of miniature things dote they took away contractors’ ability to read those chat rooms, to subsist involved in those kinds of chats, just recently. They enact things like, “Oh, we’re gonna maintain a holiday party,” but not one of the contractors can subsist involved.
Amr Gaber: They can’t subsist invited. It’s just full-time.
Yeah. So Erica, what was your response, finally? And then we’re gonna talk about what you guys are gonna enact next.
Erica Anderson: Yeah, naively, dote Claire, I was really excited. I thought they were gonna create a change. I was like, “Wow, they’re coming together. They’re putting a meeting together. They’re every getting up onstage.” I was pretty disheartened. I mean, I had a pretty mammoth eye-opening personal suffer about how the response to the demands were whitewashed.
Yeah, just really disappointing, because ultimately I reflect it’s such an occasion for leadership, just to say, “We need to enact better.” For someone to atomize away, in the executive rank, and to say, “We are so creative. They are so innovative. They can design out a legal solution to this. They can design out a passage to bring people along with Google’s success, to create it more diverse, more equitable.”
And so it was really disappointing. I just think, in the days after, I’m just sitting here thinking like, “Where’s the leadership?” If I actually ... I know Facebook’s in their own challenges birthright now, but if I was at a competing company that was trying to retain Google talent ...
They won’t subsist going to Facebook.
Erica Anderson: Yeah, yeah, I would just address every the demands. Any other tech company should just address this because there is so much inequity. It’s so difficult for ... Someone said earlier, I reflect maybe it was Celie, these demands were really a consolidation of a lot of things other groups maintain asked, dote the Black Googler Network. They’ve been on the forefront of this, asking for transparency around pay equity because they maintain a hunch, maybe they maintain a hunch, that pay equity is just ...
Google says they enact release this data.
Erica Anderson: Well ...
I know, I know.
Erica Anderson: I reflect actually it’s considerable to define “pay.” I just wanna exclaim that. Pay is a base. It’s too gratuity and it’s too equity. Actually, in Laszlo Bock’s book, you know, the architect of Google’s HR system ... I was spinning through it the other day. There’s a all chapter called “Pay unfairly: Why it’s okay to pay the same person differently.”
This is in the early days of Google, but it’s worth looking back at. The system was set up to reward people who had high impact, which is probably technical people, and literally talks about paying people 300 or 500 percent more equity based on their perceived impact. If they maintain nothing to hide, let’s share that data. Let’s actually leer at how that breaks down across gender and race.
Yeah, and you too recall, when Erica Baker did it, she got into trouble. Erica Baker withhold out the salaries, and she did a group thing, and ...
Erica Anderson: I just saw that spreadsheet the other day. I loved that.
Yeah, it’s an astounding spreadsheet.
Erica Anderson: Also, like, they don’t talk about it. In my department we’re discouraged to talk about leveling, what they make. I recollect when I was at Twitter, I asked a guy, “Hey, what’s the reach that you make?” He told me and it was passage more than what I made, and I was like, “What the heck? We’re the same.” I had to Go to HR.
But they kinda dote discourage you from talking about this stuff, which, there’s power in talking about it and finding out so that they can ... I want a seat at the decision-making table.
Stephanie Parker: That’s why they discourage us from talking about it. Laszlo famously said onstage ...
This is Laszlo Bock, who was the head of HR before. Now it’s Eileen Naughton. Go ahead.
Stephanie Parker: Yes, exactly. Laszlo famously said that if they every talked about their pay and if they released that data, imagine how it would create people feel to learn that they are making less than the person sitting next to them.
Claire Stapleton: They might even soar up.
They might even soar up, yeah, absolutely.
Stephanie Parker: They might even Get mad and claim more.
Meredith, why don’t you finish on the meeting that happened, and then we’ll Get to what you guys are gonna enact next. The second meeting after the demands. You may not subsist able to talk about it ...
Meredith Whittaker: Ye olde town hall.
... but I understand it was quite disturbing, and one executive, I reflect it was Urs, got up and felt dote a victim, which sounds dote Urs to me. Sundar wasn’t as present. There’s some others. Ben was okay, different people said, but it was sort of ... How did you feel after it?
Meredith Whittaker: Lackluster.
Lackluster, I reflect it was like, “We feel for you, but ...”
Meredith Whittaker: It was joyless. It was ... What there wasn’t was leadership. What there wasn’t was an understanding that accountability was necessary, and they were ...
I’m sorry. Were Larry and Sergey there?
Meredith Whittaker: No. No one who would possibly subsist problematic was there that I know of.
Problematic, what enact you mean?
Meredith Whittaker: Named in the Andy story.
Sergey had issues, we’ve reported on those issues, yeah.
Meredith Whittaker: There are other people up there, but there was dote ...
David Drummond, yeah.
Meredith Whittaker: But it wasn’t ... they were pulling from a toolbox that no longer works, right? There was excuses for their own sort of ... They were making excuses that centered themselves as almost victims. There was defending a system that is resoundingly broken, that you don’t maintain 20,000 people in the streets planned in three days if there isn’t something deeply, structurally wrong.
There didn’t seem to subsist an acknowledgement of the gravity of the issue they’re facing here, and the gravity that this industry is facing, the issues that maintain now fallen at their doorstep, right? They did not view leadership there.
It’s really engaging because when I got on the phone with a lot of them they were like, “You know, Kara, it’s really hard.” I’m like, “I don’t care.” They were like, “It’s hard.” I’m like, “Aren’t you the smartest people on the planet? I thought you elucidate me that every week.”
Meredith Whittaker: I’d admire to understand what’s so difficult about it.
Amr Gaber: Yeah.
You know what I mean? I reflect it is ...
Meredith Whittaker: They’re every rich. They could enact it instantly.
Stephanie Parker: It’s hard, but they’re making conscious decisions here. They often further back to us and say, “We need more data. They need to really understand the problem.” But they maintain more data than every of us and are making conscious decisions every day that repercussion and ruin the lives of people that drudgery for this company.
This is Stephanie, by the way, talking.
Stephanie Parker: A highlight for me, leading the walkout at the San Bruno headquarters was, I read the scripted speech and then I threw the paper away and I just spoke what was on my mind. I asked the crowd, “Where enact you reflect Google got that $90 million they used to pay out Andy Rubin? They got it from every time you worked late. Every promotion you didn’t Get because they said there’s not enough budget, you maintain to wait. It’s from every contractor who came to drudgery sick because they maintain no paid time off. These are conscious decisions that the company is making, and abusers are getting rich off of their difficult work. It’s just not fair, and they completely know what they’re doing.”
All right, before they Get ...
Amr Gaber: Yes. I just want to add, in three days they organized a walkout of 20,000 people across the entire planet, and in three days, they came up with a nifty skid deck and a policy that matches Uber’s — you know, the nonpareil of how they should deal with sexual harassment in the tech industry.
All birthright then. Okay, on that note, we’re gonna engage a very short break. We’re gonna Go long, I think, here. We’ll subsist back ... because it’s my podcast, and I can enact whatever the fuck I want. We’ll subsist back after this with the organizers of the Google walkouts. That includes Erica Anderson, Claire Stapleton, Meredith Walker, Stephanie Parker, Cecelia O’Neil-Hart and Amr Gaber. We’ll subsist back.
Okay, we’re back now with the organizers of the Google walkouts, who maintain gotten really feisty, which is bizarre as far as I’m concerned. One of the things that people enact when they leer at you is say, “Oh, you’re every a bunch of Google people. You’re every elite. You’re every rich. You’re every this.” That’s one of the tools against you.
I don’t care. Anyone who organizes is splendid as far as I’m concerned, and drudgery is work, but it’s one of the concepts of tech that people shouldn’t exclaim things because they’re so over-privileged anyway. Does anyone maintain ... please, anyone, speak up on that.
Claire Stapleton: This is Claire. One of the 10 things they know to subsist true, you know, Google’s credo manifesto thing was Google is not a conventional company, but I reflect that what we’re talking about is it actually very much is. I reflect every of these systemic issues ... The deep down in the bones, the discrimination and the inequity, Google is no different. The executive mismanagement, the maltreat of power, every that stuff exists here, just dote anywhere else. We’re reckoning with Google exceptionalism. And putting it aside, because they really want to drive change forward, in an idealistic ... Let’s reflect about the world. What’s the change they want to see?
Certainly there’s many aspects of this walkout which speak to the uniqueness of Google. I mean, we’re using every the Google tools, the passage they came together was such, you know, type-A overachiever madness collaboration, which is incredibly exciting and interesting. But I reflect that we’re looking at the problems of this company and of the world around us, the sociopolitical hellscape that we’re every in, with total clarity and purpose, and we’re not really giving up. I reflect that it’s sort of dote the genie is out of the bottle for this.
Right. So Erica, talk about this, because you and I maintain talked about this concept a lot in that... I’ve been hammering on the drum of tech responsibility for two years now. Like, what are they doing? What is the damage? They’re not benign, these platforms.
Obviously, Facebook started the six-car pileup birthright now happening with another current York Times article, which too brought together stuff that had been there at the nascence and which people had talked about. One of the things about the Google chronicle is, again, I reflect they had broken two of the sexual harassment stories or sexual problematic issues. The Information did a bunch. This was every out there from the nascence of Google.
And one of the things [people] said, “the media should maintain reported it.” I’m like, “We did. Nobody cared.” They wrote about Sergey, they wrote about David Drummond, they wrote about Amit. I reflect I was the person who told Travis Kalanick that Amit was in problematic investigation at Google, which I shouldn’t subsist the one to maintain told Uber this.
So, how enact you leer at the notion that people in tech reflect of themselves as better? People at Wall Street don’t Go around and say, “We are exceptional people,” or, “We’re better than other people.” There’s this notion in tech that there is a better world to live in. That’s what they’re selling, at least.
Erica Anderson: Yeah. I reflect actually, that’s one of the unattractive aspects of being in tech. I reflect there is an extraordinary amount of influence that’s further along with the products and tools and services that maintain been built, but there’s too been a lot of unintended consequences and disruption of traditional analog environments, whether that’s the word industry, which I’m focused on, or just a variety. Right? The spread of propaganda, which is something I reflect a lot about.
So I don’t know, I further at this from a level of, there should always subsist humility. With distinguished power, right, comes a lot of responsibility. Yeah, I reflect it’s really important. I reflect that the amount of influence, the amount of money that’s being made can sometimes create people feel dote other ... I actually reflect that’s probably an unproductive stance for a company that’s structure tools and technology for everyone.
And so I don’t know, that’s just why the ... No one should subsist out of the reach of accountability, and that’s why that, I think, Rubin chronicle really affected us all. No amount of money or privilege can actually withhold people outside of that.
Right. Meredith, what enact you want now? What’s going to betide now? Here you are, you’ve made this noise, and I want each of you to talk about this. What enact you want to maintain now? How can you pressure these executives? Because they can Go back and shroud into the money and the power and everything else. It’s very simple to enact nothing. That’s the simple stance is to sit back and wait for it to ... dote the #MeToo thing, anything else. every these things can subsist easily exhausted after the wrathful is over. Each of you, I want to reflect about what you reflect should betide next.
Meredith Whittaker: I reflect their demands should subsist met. I reflect an employee representative on the board is key.
Meredith Whittaker: They need representation and they need to commence ... You know, if we’re such a novel and creative company, if we’re gonna stand before the hype, then let’s design out a passage to create these decisions more democratic, more deliberative. Let’s leer for mechanisms of public accountability and let’s examine the claims that we’ve bought about ourselves. Right? Why are they special? Let’s leer under the rocks and subsist like, are they able to cash these checks they wrote? Are they what they exclaim they are? And I reflect that this is not a Google issue. I’m at Google, that’s why I’m doing it at Google. Right?
Meredith Whittaker: But this is an issue I reflect for the tech industry overall and for the passage that businesses are run, generally.
If you’re going to change the passage trade is done.
Meredith Whittaker: Yeah.
If you pretense to enact that. birthright now you’re not special, just so you know. I never thought you were.
Meredith Whittaker: We’re not “special.” mammoth air quotes, for the radio audience.
Meredith Whittaker: But I reflect they need accountability systems and I reflect frankly they need to commence connecting these cultures within these companies that spend racism, discrimination, maltreat of power, sexism, to exclude many from power and sort of accrue resources to a very few. They need to start connecting those to some of the broader social issues that these companies are responsible for.
And actually, AI Now is publishing a report later this month that is going to leer at those issues in connection to AI and commence to sort of try to tie out some of the bigger social issues that ...
Because it does maintain social implications in future technologies.
Meredith Whittaker: Absolutely.
And especially these current technologies are so much more disturbing: AI, robotics, automation, self-driving, every of these things.
Meredith Whittaker: The realities within these companies, the culture within these companies, the assumption, the life suffer of the people in these companies are inscribed in these technologies and remapped onto the world.
All right, Stephanie, where enact you reflect it goes from here?
Stephanie Parker: So it’s dote I said before, where is every this money coming from that they can toss around?
Stephanie Parker: It’s coming off the backs of the employees who are working overtime and competing against each other for the slight bit of money that’s left, so that a few people at the top can Get even richer and maintain even more power over their lives. The company cannot evade without us. dote you said, Kara, earlier: We’re the base. It can’t evade without us. And what they just saw at the walkout is that we, the workers, maintain the ability to gyrate off that faucet if they Get mad enough and if they drudgery together on it.
I reflect the reality is, that is what we’re going to maintain to retain doing if they want to view more change than ...
Do you view you every doing it? Stephanie, enact you view you every doing it, because after a while you Go back into your cafeterias ...
Stephanie Parker: Well, no one’s going to enact it for us, and these problems aren’t going to Go away, so I only view it touching forward.
Do you feel that there’s any leadership initiative behind ... that they enact Get it?
Erica Anderson: I mean, they hope so.
Stephanie Parker: Given their most recent response, they know that they are continuing to discuss and talk about this, but it’s going to subsist us who needs to thrust the conversation forward every step of the way.
All right, Amr?
Amr Gaber: I would just reflect what Stephanie said. I reflect we’ve seen ... I mean, that’s why it’s super considerable that this isn’t just about tech workers actually, this is ... They didn’t just walk out by ourselves, there were contractors that walked out with us, people of every different types that walked out. That’s what makes this so powerful and that’s what they maintain to retain doing touching forward, is create this a completely inclusive movement.
And it can’t, dote Meredith said also, it can’t just subsist at Google, they know these problems are larger than that. And that’s what we’ve got their sights set on, and we’re not going to back down. Period.
All right, Celie?
Cecelia O’Neil-Hart: I’d Go back to what I said earlier where I checked it against the stories, right? I reflect they need to not subsist unafraid to exclaim the true words. I want to hear their execs exclaim the true words dote “discrimination,” which was erased from their response to the demands. dote “systemic racism,” I want to hear those true words.
And I reflect when they say, an discontinuance to pay inequity, again to reflect Erica’s point, it’s not just about salaries, it’s too about bonuses and staff benefits, but it’s too about under-leveling ...
Yeah, talk about that.
Cecelia O’Neil-Hart: Going back to checking ...
Explain what that is really briefly.
Cecelia O’Neil-Hart: Absolutely. So at Google, they are every in these levels, the passage they sort of create sense of the hundreds of thousands of employees, or rather, hundreds of thousands of compress workers and employees, is these leveling systems.
And when I speak with black women at Google I hear chronicle after chronicle about under-leveling. A black woman with a PhD who comes in at the same level of a brand-new college grad white male, right? Or a fellow marketer and dear friend who has an MBA from an Ivy League and came in two levels below any other MBA I know of at Google. Right? Like, these are true stories.
Stephanie Parker: I can jump in and offer an example. I, as a black woman at Google, came in with an undergraduate and master’s degree from Stanford and three years worth of suffer working in the tech industry, and they chose to withhold me into an entry-level six-month compress position in recruiting.
Right, so it’s putting you in the wrong status in the first place, and then not supporting you as you coast up the promotion scale. Because to me it’s bringing ...
Stephanie Parker: Exactly.
What I’ve heard from so many people, especially people of color, is they bring people in to Get these numbers up and then there’s no uphold to coast people up. And then they say, “Look, it didn’t work.” When they give so much uphold in other ways that isn’t ...
Stephanie Parker: “Look, it must subsist a pipeline problem. They need to Go to more schools and educate them how to code. There’s something wrong with these students and something wrong with the pipeline.” But no, black women maintain the highest attrition rate. They’re leaving Google at higher rates than ...
Not just Google, every of these.
Stephanie Parker: ... any other group, every over the industry.
Right, because of this ... The passage it’s ... You can’t win. That’s what I always ... I reflect about it … I was having an argument with another CEO and I said ... They’re like, “Oh, they brought them in to work.” I said, “Did you give them support? Did you give them mentorship that you give everybody else? Are they cozy in the social environments there? Are the parties that are being done that create these opportunities there for them?” Like, the social parts. You know, there’s every these elements that don’t ... Or else just change it and don’t create it evade dote that. You can either enact one or the other and change the thing, which I reflect is interesting.
All right, Celie, so what of the demands — then we’ll Go to Erica and finish up with Claire — what of the demands enact you reflect are most important, of those, the ones that they didn’t answer?
Cecelia O’Neil-Hart: Yeah, I value for me, No. 2. We’ve got to talk about No. 2, ending pay inequity and what that means.
To me, that’s it. Money is everything, that’s how they listen. I don’t know, it just seems to me. Even beyond ... and titles, same thing. You’re talking about pay and title.
Cecelia O’Neil-Hart: Yep, level. Yeah.
Level, and what was the response? They were just saying, “We’re looking into it.” Right? Nothing. “We’re looking into it. We’re studying.”
Cecelia O’Neil-Hart: Actually, it was unacknowledged, yeah. I reflect that’s why I said the thing about motto the words, right? I want to hear these execs ... You know, another story, I was in a meeting with an exec final week and a victim was asked to retell her chronicle to this exec. They further out of the meeting and I was like, “Oh, these are every the actions I want to see. I want to view action A, B and C, and claim C, D and Y.” And the victim said, “You know, it’s so silly Celie, I just wanted her to say, ‘I believe you.’”
Cecelia O’Neil-Hart: “I believe you,” and gaunt toward believing women, gaunt toward believing people of color at this company when they exclaim they’re experiencing inequity. Let’s gaunt toward believing those stories instead of believing this problem is going to fix itself through supervision and wanting it to.
One of the other issues in that is that it quickly moves to after they exclaim they’re sorry ... dote just this week with the Facebook thing, they said they’re sorry and the next minute they couldn’t tolerate a bit of criticism. It’s, “You’re after us!” I’m like, “Yeah, I am after you. That’s right.”
Claire Stapleton: Accountability.
It’s really an inability to engage an “I’m sorry” beyond — and dote really enact exclaim that and not immediately feel victimized, which is to me the people who hold every the power passion victimized is an exhausting ...
Meredith Whittaker: Yep.
You know what I mean? It’s sort of dote the person with the gun aimed at your head is like, “Look, I’m in true wretchedness birthright now.”
Meredith Whittaker: “My hand hurts!”
So Erica, what about you ... stop having a splendid time, this is a grave subject. Erica, what about you and then we’ll finish up with Claire.
Erica Anderson: Yeah, I mean, plus one to Celie, the second claim on pay inequity is so important. And yeah, I just want the company to raise the bar and to further back and astound us. Like, exhibit us that you’re really listening, that you’re going to subsist creative and that you want to address these systematically.
All right, let me just request you Claire, you’ve been around ... How long maintain you been at Google?
Claire Stapleton: Eleven and a half years.
Okay, so you know, since I’ve been there longer than you, since I’ve been in the drainpipes of Google for longer than you, this to me, comes from the very nascence of this company. This is a DNA of behavior in terms of a lot of the top executives. Initially, it’s a startup behavior that’s not different than others, but it’s too as they become wealthier and as they become more insulated they are surrounded with people licking them up and down every day, and how smart they are. You know what I mean?
Claire Stapleton: Mm-hmm.
Do you know what I mean? Then they’ve changed in that way, since I knew them when they were in the garage, for example.
Claire Stapleton: Sure.
How enact you change that? Is it current leadership at the company, or you just slap them silly until they Get the point? And there are executives, let me just say, who are concerned, but don’t know quite what to do, and it’s unusual to hear very powerful people saying, “I don’t know what to do.” But what enact you imagine is going to betide next, and what are you every going to enact next as a group?
Claire Stapleton: They actually maintain an simple job, which I reflect is to continue driving this conversation forward and continuing to withhold pressure on them. The understanding why this is simple is because they didn’t manufacture the outrage that got us to the walkout, the 20,000 people walking out around the world. They harnessed it, sure. They sent out some organizing details. But really, this stuff is on the front burner for so many people at the company, which I reflect is incredibly powerful.
After being here 11 years, I completely correspond with you that this is DNA stuff. However, the lights are on birthright now. This is a huge instant for the culture, and if I were an executive, if only, I reflect that what they maintain to enact is embrace the tough critique that they’ve gotten and try to understand where we’re coming from and create these changes, and create them in collaboration with us, which has not happened.
Or they can result the path that they maintain been on up until now: engage it personally, preserve what they’ve done before, preserve the executives that don’t reflect that they should subsist blamed. And what is so astounding and so powerful is, that’s not working. It’s going to subsist whack-a-mole until some true reckoning happens on that level.
And they retain motto that this is a marketing occasion for some exec out there. Stand up. subsist the voice. subsist the change. There are people who maintain the power to meet the demands, to create this birthright and to thrust the culture forward in a passage that will change history.
Is there someone in mind? enact you maintain people in mind?
Claire Stapleton: I’d dote to subsist surprised. Larry and Sergey, where are they?
Sorry, I’m going to give you that piece of information. One of them’s in a hovercraft and the other I don’t know what he’s up to. He’s wandering around on a 10-wheeled bicycle.
Claire Stapleton: I reflect it’s difficult to sojourn in touch, when you’re really on that level and you’ve had the insane life chronicle that they’ve had. They want to change the world, I reflect that they maintain to reckon with what’s going on at Google. It is so profound. It’s really ... I reflect that there are a lot of execs out there who are crossing their fingers and hoping this blows over. I’m telling you, it’s not blowing over. This is going to retain rolling. Rolling thunder!
What’s really engaging is the founders, though they were the ones that tolerated and created it, both created and tolerated it, or tolerated it at the very least. And that’s what I marvel ...
Claire Stapleton: But they’re too current Age-y. Where’s their Reiki master guy?
Well, we’ll view about that. So are you every hopeful, each of you, of what’s going to betide next? That you’re going to retain at it?
Claire Stapleton: This is Claire again. I am unbelievably fired up and inspired by the people I met through this process. It was dote a sort of Justice League. This is not even just the people in the room, this is the territory organizers, the people who shared their stories, the contractors who took fraction in this at tremendous personal risk, which they can every agree... This company is plenary of astounding people. And again, the genie’s out of the bottle. They are every sort of together in this in a way, which is incredibly powerful and exciting, so yes.
Meredith Whittaker: I am so optimistic. And I feel dote one of the experiences I had is what does it value to find the power of their collective selves, right? If they spend these tools, as I reflect Erica and Stephanie were saying, if they spend the skills they maintain toward structure a culture and a future they want, what happens? What happens if we’re not waiting on the executives to wake up, but if they just start taking it?
Meredith Whittaker: I really feel the possibility of structure this current source of power, figuring out what it means to spend these skills collectively toward a vision that they reflect is healthier and better and safer for everyone. And hopefully they wake up, because I enact reflect it is a marketing occasion for them. They could subsist heroes and they’d noiseless maintain a yacht and two houses. They could subsist fine.
Yeah. It’s two yachts and three houses, just so you know.
Meredith Whittaker: I’m so ... I’m always in the final century.
Erica, we’re going to Go through everyone really quickly. Erica, quick.
Erica Anderson: Yeah, well, I’m optimistic, but I maintain to exclaim I was having a few difficult months at Google and I was like, ah, it was tough to drudgery on different projects, and then I met every of you. It’s just reengaged ... dote Google has incredible people at the company.
Yes, they maintain assembled an astounding group.
Erica Anderson: Yeah, absolutely, but they establish each other in a really unexpected way, and so it’s been so inspiring and I don’t know, something I’m really excited about.
Stephanie Parker: Yeah, I want to exclaim that I’ve worked on a few different teams at Google, every on meaningful, purpose-driven projects. I’ve worked on the word team, I’ve worked on policy most recently. But I’ve never felt as much purpose and import as when I’ve further together with these people here and working to challenge Google to subsist a better status for everyone. It has never felt so birthright to subsist here and doing this. I hope they retain going, yeah.
Amr Gaber: I want to exclaim thank you to every of the people, every of my coworkers at Google that stood up and made this betide every over the world. Thousands and thousands of people came together to create this happen. I want to exclaim thank you to them and I want to exclaim what’s astounding is that every day they walk in and drudgery on the company’s vision for the world, and that week, they came together and worked on their vision for the world altogether on something that really mattered. And so that is just incredibly inspiring and I reflect we’ve got ... we’re just getting started and I reflect that we’ve got a long passage to Go but I’m hopeful about it.
All right, Celie, finish up.
Cecelia O’Neil-Hart: Yeah, I just reflect what everyone has said. I’ve been so inspired by this group of brilliant humans in this room and so far beyond. Again, the local organizers, everything from blue ribbons in Mountain View to vests in Germany. It’s just been astounding to view what everyone has done.
You know, we’ve called this the “Walkout for true Change” for a reason. Even if every of their optimism comes exact and the best outcome and their demands are met, true change happens over time and we’re going to hold people accountable to that true change actually going down, and hold us accountable for demanding it also, because we’ve got to Get the rest of the demands met.
All right, well, thank you every so much. I plight too to drive them crazy. I reflect I’m splendid at it and I maintain every their cellphone numbers so I can text them. I’ve written so many “you suck” texts to these people that you would subsist surprised. “You really suck.”
Erica Anderson: forward them this podcast.
They’re like, “Kara!” And I’m like, “You suck so bad.” That’s what I’ll contribute to this.
Erica Anderson: A dragon.
It’s surprisingly effective. You’d subsist surprised. Anyway, thank you so much Erica Anderson, Claire Stapleton, Meredith Whittaker, Stephanie Parker, Celie O’Neil-Hart and Amr Gaber. Thank you so much for doing this and I can’t even elucidate you. Get over to Facebook and serve those people over there immediately because they don’t seem quite as angry, but you need to exhibit them that this kind of stuff matters and that they can maintain an repercussion on making things better. They really appreciate it and thank you for doing this.
The recent announcement that seven banks maintain agreed to develop a global digital network for trade finance, Trade Information Network, is engaging for a number of reasons. For a start, this network does not spend DLT (more commonly, but often less accurately referred to as “blockchain”). Instead, the participating banks maintain partnered with an established trade finance technology provider, CGI, whose current offering is a Software-as-a-Service (SaaS) platform.
When they leer at current technology developments such as this, it is worth asking a fundamental question: “what problem will it solve?” or “what trade benefit will it deliver?” for the development to gain widespread adoption, it has to resolve a problem for, or deliver a trade benefit to the key stakeholders. In the world of supply chain finance, the key stakeholders embrace the seller and the buyer as well as the finance provider. Depending on the scope of the technology solution, they might add other parties to the stakeholder group, including: carriers; freight forwarders; warehouse-keepers; insurers; inspection agencies and customs authorities.
The scope of the Trade Information Network appears to subsist quite contained, which might subsist a splendid approach in terms of driving adoption as the stakeholders appear to subsist limited to the buyer, the seller and the finance provider. The stated objectives focus on fraud prevention, reduced cost and increased availability of finance to smaller companies.
The core processes involve the ability to upload and verify purchase order data followed by invoice data once the goods maintain been shipped. This provides reassurance that the underlying trade transaction is genuine. In addition, the verification of the purchase order provides an factor of performance risk mitigation, enabling the bank to provide pre-shipment finance.
Digging a slight deeper, one might challenge the fraud prevention logic. The notion that the verification of the purchase order and matching of the invoice will preclude double-financing is sound. However, on the pan of it, there is nothing to preclude an unscrupulous seller from uploading a valid invoice that they maintain already used to secure finance from a bank that is not a member of the network. It is not pellucid whether the platform will provide the required transactional control, ensuring that the buyer’s payment can only subsist made to the participating seller’s bank. Of course, there are existing legal procedures in many countries that preclude a seller from assigning the same invoice twice.
The risk mitigation benefits that are expected to cheer banks to provide pre-shipment finance and increased levels of post shipment finance, especially to SMEs, will depend on the participating banks having credit appetite. Credit policy and drill is often a bigger challenge than technology in this regard. Banks with well-informed, supportive credit policies will already subsist close with the benefits of visibility, security and transactional control inherent in trade finance. In this respect, the added efficiency and comfort provided by the network should reinforce and hopefully extend their appetite.
Speaking of credit, an end-to-end finance solution, covering pre-shipment as well as post-shipment periods, results in credit risk against both seller and buyer. The source of repayment is the buyer but, until the invoice is approved, there is performance risk on the seller and any performance failure converts performance risk into credit risk as the bank seeks to retrieve its pre-shipment advance. For this reason, most traditional trade finance structures employ the “four-corner model” in which the seller’s bank takes risk on the seller and the buyer’s bank takes risk on the buyer. Some configuration of conditional payment undertaking between the two banks may subsist required in order for the end-to-end finance aspiration to subsist fully realised. Such instruments enact exist in the configuration of the bank payment duty (BPO) and the payment undertakings incorporated in smart contracts in DLT-based solutions. It will subsist engaging to view how this current network accommodates and builds upon concepts such as these.
Overall, the Trade Information Network looks dote a positive step towards the digitisation of trade finance. Its limited initial scope reduces the barriers to adoption, but it seems likely that the network might in future want to embrace third-party data from carriers and other key stakeholders. This would significantly better the risk mitigation benefits and expand credit appetite but too create adoption more difficult. The functionality to uphold the “four corner model” and to integrate with financing, payment and risk platforms may too prove to subsist faultfinding to its success.
By Lionel Taylor and John Bugeja, founders of Trade Advisory Network, a specialist consulting firm in trade and supply chain finance