Ok. Well then let me peel back the onion one more layer.
First, what I am reporting here not a “theory”, it’s observations having worked in tech since the punch card days and having born the scars of what I am about to share.
In the tech world, most Product Teams are paid a bonus based on certain Key Performance Indicators (KPI’s). Most of these in product groups are based on things such as successful on-time launch window, hitting price/performance goals, successful execution of gaining media exposure and last but not least, Product Sales. There are more KPIs than this short list but those are the most common ones.
Sure, picture yourself as a marketer in a company. Your goal is to convince advertisers to put your product in a prime spot, where lots of people will see it. This is like a competition to grab people’s attention, kind of like a contest to win their “eyeballs.”
Now, here’s the catch: there’s only room for one advertisement in that special spot. It’s either going to be your product or the product from your colleague who sits nearby and happens to be the boss’s favorite.
The same situation happens in other aspects of business too, like when you’re trying to secure resources for your projects. You have to compete with your coworker from the neighboring cubicle to get the things you need, like production capacity, inventory, or engineering support. This competition is all about making sure you can meet your goals and earn bonuses to afford things like a new car or a home improvement project. So if you think that these different teams aren’t competing among those resources and others, think again.
Picture yourself in the midst of a corporate battle where a product launch can turn into a rivalry as fierce as Cinderella’s jealous stepsisters. One group fears that the new product might steal the spotlight and sales from their own, creating a feud reminiscent of noble families fighting for control.
In this tech world drama, some colleagues are willing to undermine their own company to secure personal bonuses, much like poisoning apples. While there are rare CEOs who act as wise leaders, like Dave Packard and Bill Hewlett, others, like Steve Jobs, have shown that they believe that internal backstabbing is good. Again, I speak from first-hand experience in Silicon Valley, not theory.