Summary of “Steve Blank Why good people leave large tech companies”

I was visiting with an ex-student who’s now the CFO of a large public tech company.
The company is still one of the hottest places to work in tech.
While a significant part of the headcount of this tech company was in manufacturing, the director’s group was made up of experienced software engineers.
Given they could get new jobs by just showing up at the local coffee shop, I was stunned by the CFO’s reply: “Too bad, but we need the space. They’re lucky they work here. If they leave at least they’ll have ‘name of our company’ on their resume.”
After the director left, I must have looked pretty surprised as the CFO explained, “We have tens of thousands of employees, and at the rate we’re growing it’s almost impossible to keep up with our space needs in the Bay Area. You know for our CEO, ‘love us or leave us’ has been his policy from day one.” I asked, “Now that the company is public and has grown so large, has the policy changed?” The CFO replied, “No, our CEO believes we are on a mission to change the world, and you really have to want to work here or you ought to leave. And because we’re inundated with resumes from people who want to work for us, he sees no reason to change.”
Wakeup Call.The downside of founders running large companies is that there are no written best practices, no classes, no standard model at all.
Given that in the past, founders as a group were rarely in charge as startups became large companies, it’s no surprise.
Founders of great companies figure out how the keep their passion but put people before process.

The orginal article.