Tech Revolutionaries: The Arab Revolt shows that Google's and Twitter's corporate values are better than Facebook's.
By Jacob Weisberg
Slate
American technology companies have often faced tricky issues about how they operate in relation to authoritarian regimes in China, Russia, and elsewhere. But as revolution sweeps through the Middle East, three companies have found themselves central to the action in an unprecedented way. Google, Facebook, and Twitter are all confronting the kind of moral and political dilemmas that global corporations usually hope to avoid. Their differing reactions tell us a lot about their corporate values—in a deeper sense than that issue is usually talked about.
Google's response has been the most exemplary. From its earliest days, Google has asserted an unusual claim to ethical behavior—its slogan is "Don't Be Evil." The company has, on occasion, shown itself willing to forgo profits and take risks that others wouldn't to avoid violating its own principles. The best previous example was China, where Google pulled out of the search engine market instead of continuing to accede to government demands for censorship of results. There's a biographical explanation for this kind of corporate policy decision. The company's co-founder Sergey Brin's experience as a child of Jewish refuseniks living under Soviet tyranny has influenced the company's behavior.
In Egypt, Google went even further than it did in China by directly opposing an oppressive government. There has been no suggestion that Google authorized or encouraged Wael Ghonim to foster a revolution there. But, amazingly, Google did not distance itself from one of its executives trying to overthrow the Mubarak regime in his spare time. Google's CEO, Eric Schmidt, said recently that he was "very proud" of Ghonim, and the company has made clear that it would welcome him back to his old job. This was not all Google did. When Mubarak cut off Internet access, the company developed a workaround that allowed users to send Twitter messages over phone lines. YouTube, which Google owns, also created a hub to promote videos from protestors in Tahrir Square. This sort of activism has provoked Glenn Beck—and the Russian government—to charge Google with being in league with the Obama administration in supporting Egyptian revolution. In fact, Google has walked a fine line on this point, providing tools to help undermine tyranny without directly embracing any particular group of revolutionaries.
You can contrast this response with that of Facebook. Facebook's platform played the bigger role in Hosni Mubarak's downfall. It was the "We Are All Khaled Said" page Ghonim set up in June to memorialize a businessman who died in police custody that became the cradle of the revolution. But Facebook the company, unlike Google, has hardly embraced the honor. Last fall, it removed the crucial page rather than allowing the administrator to protect his identity. Sen. Richard Durbin of Illinois sent Facebook a letter requesting that it amend to its no-anonymity policy to protect democratic activists in the Middle East. Facebook said no. When the Tunisian government used a virus to obtain passwords of activists, Facebook couched its response in terms of protecting user privacy, not challenging a vile regime.
Facebook is such a powerful organizing tool that the question of its attitude toward those who use its product is in some ways irrelevant. But it is worth pointing that the company has never shown any sign of having the kind of core commitment to liberty that Google does. Where Google voluntary pulled out of China, Facebook—which is blocked there—is desperate to get in. This, too, reflects the background and worldview of its founder. Mark Zuckerberg, a child of privilege, has never known a lack of political freedom. He has no obvious ideological leanings and his big outside investors include a radical libertarian and a junior oligarch. It is difficult to imagine Facebook—or most other technology companies, for that matter—passing up a major business opportunity because of concerns about human rights. Facebook's overriding objective is the much more typical one of expanding its market while avoiding bad PR and staying out of trouble with governments that set the rules.
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Showing posts with label Google. Show all posts
Showing posts with label Google. Show all posts
John Bussey: How to Handle Employee Activism
How to Handle Employee Activism: Google Tiptoes Around Cairo's Hero
by John Bussey
Wall Street Journal
As the world marveled this week at the remarkable story of Wael Ghonim, the Google manager who helped organize a popular rebellion in Egypt, a great sigh of relief could be heard rising from much of the rest of American business:
"I'm glad," came the exhale, "the guy doesn't work for us."
Who wasn't amazed at the power Mr. Ghonim wielded against the authoritarian regime of Hosni Mubarak? An Internet geek and Google's Mideast regional marketing executive, Mr. Ghonim helped administer a group of Web pages that served as a rallying point for activists long before crowds gathered in Tahrir Square. He was detained by the police, made a martyr in the streets, and then released. A popular hero was born.
A lot of U.S. companies, which now manage millions of employees abroad, watched with trepidation. Many of them now earn more abroad than they do in America. And much of that income comes from the sale of big-ticket items—power systems, infrastructure equipment, aircraft, telecommunications—that only governments can afford to buy.
Companies may not want to be lapdogs to dictators. But they also don't want to tick off their chief customer. It's a balancing act, one that inevitably leads to a policy of corporate discretion: Best to stay off the radar screen.
Reflecting on Mr. Ghonim's extracurricular activities, an executive at one big U.S. manufacturer operating abroad was adamant: "Anything that affects the brand – we hate that," he said. "It wouldn't be allowed." Mr. Ghonim can be admired for his considerable contribution to civil liberties in Egypt, but also shunned as too great a liability to business.
Of course, that's exactly the sort of traditionalism the Google culture, and much of Silicon Valley, rebels against. Google, after all, is the company whose corporate motto is "Don't be evil" and whose co-founder, Sergey Brin, pulled operations from China because the country was censoring Google searches.
To Read the Rest of the Article
by John Bussey
Wall Street Journal
As the world marveled this week at the remarkable story of Wael Ghonim, the Google manager who helped organize a popular rebellion in Egypt, a great sigh of relief could be heard rising from much of the rest of American business:
"I'm glad," came the exhale, "the guy doesn't work for us."
Who wasn't amazed at the power Mr. Ghonim wielded against the authoritarian regime of Hosni Mubarak? An Internet geek and Google's Mideast regional marketing executive, Mr. Ghonim helped administer a group of Web pages that served as a rallying point for activists long before crowds gathered in Tahrir Square. He was detained by the police, made a martyr in the streets, and then released. A popular hero was born.
A lot of U.S. companies, which now manage millions of employees abroad, watched with trepidation. Many of them now earn more abroad than they do in America. And much of that income comes from the sale of big-ticket items—power systems, infrastructure equipment, aircraft, telecommunications—that only governments can afford to buy.
Companies may not want to be lapdogs to dictators. But they also don't want to tick off their chief customer. It's a balancing act, one that inevitably leads to a policy of corporate discretion: Best to stay off the radar screen.
Reflecting on Mr. Ghonim's extracurricular activities, an executive at one big U.S. manufacturer operating abroad was adamant: "Anything that affects the brand – we hate that," he said. "It wouldn't be allowed." Mr. Ghonim can be admired for his considerable contribution to civil liberties in Egypt, but also shunned as too great a liability to business.
Of course, that's exactly the sort of traditionalism the Google culture, and much of Silicon Valley, rebels against. Google, after all, is the company whose corporate motto is "Don't be evil" and whose co-founder, Sergey Brin, pulled operations from China because the country was censoring Google searches.
To Read the Rest of the Article
"I'm Feeling Lucky" Condoms
"I'm Feeling Lucky" is a button on Google homepage which automatically takes one to the first web page returned for his/her query. You know? It can cost Google $110 million in annual revenue! Even though Google still refuses to remove it. Why? Marissa Mayer, Google's vice president for search products and user experience, said "If we took it away, there would be mass protests worldwide."
Apparently, "I'm Feeling Lucky" is not just a button, but also something else. The famous sex blogger/columnist/writer Violet Blue (bio below) has shown "I'm Feeling Lucky" condoms. Ghee!
Violet Blue is the best-selling, award-winning author and editor of twenty books on sex and sexuality, all currently in print, a number of which have been translated into several languages; she has contributed to a number of nonfiction anthologies. Violet is a sex educator who lectures at UC's and community teaching institutions, and writes about erotica, pornography, sexual pleasure and health for major publications and blogs. She is a professional sex blogger and Femmebot; an author at Metroblogging San Francisco (Metblogs); a correspondent for Geek Entertainment Television; she is on the Gawker Media payroll as girl Friday contributor and editor at Fleshbot; in January 2007, Violet was named a Forbes Web Celeb 25. She is a San Francisco native and human blog. Violet is the sex columnist for the San Francisco Chronicle with a weekly column titled Open Source Sex, and has a podcast of the same name that frequents iTunes' top ten.
Don't miss Miss Violet Blue's "Abstinence Does Not Make the Heart Grow Fonder" lecture video in Googleplex this Valentine's Day:
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