This sort of audience divide, not between those who love a show and those who hate it but between those who love it in very different ways, has become a familiar schism in the past fifteen years, during the rise of—oh, God, that phrase again—Golden Age television. This is particularly true of the much lauded stream of cable “dark dramas,” whose protagonists shimmer between the repulsive and the magnetic. As anyone who has ever read the comments on a recap can tell you, there has always been a less ambivalent way of regarding an antihero: as a hero

a subset of viewers cheered for Walter White on “Breaking Bad,” growling threats at anyone who nagged him to stop selling meth. In a blog post about that brilliant series, I labelled these viewers “bad fans,” and the responses I got made me feel as if I’d poured a bucket of oil onto a flame war from the parapets of my snobby critical castle. Truthfully, my haters had a point: who wants to hear that they’re watching something wrong?

While there were undoubtedly people who came in for the food, worked 3 hours a day, and enjoyed their early retirements, all the people I met were earnest, hard-working, and wanted to do great work. What beat them down were the gauntlet of reviews, the frequent re-orgs, the institutional scar tissue from past failures, and the complexity of doing even simple things on the world stage. Startups can afford to ignore many concerns, Googlers rarely can. What also got in the way were the people themselves - all the smart people who could argue against anything but not for something, all the leaders who lacked the courage to speak the uncomfortable truth, and all the people that were hired without a clear project to work on, but must still be retained through promotion-worthy made-up work.

Another blocker to progress that I saw up close was the imbalance of a top heavy team. A team with multiple successful co-founders and 10-20 year Google veterans might sound like a recipe for great things, but it’s also a recipe for gridlock. This structure might work if there are multiple areas to explore, clear goals, and strong autonomy to pursue those paths.

Good teams regularly pay down debt by cleaning things up on quieter days. Just as real is process debt. A review added because of a launch gone wrong. A new legal check to guard against possible litigation. A section added to a document template. Layers accumulate over the years until you end up unable to release a new feature for months after it's ready because it's stuck between reviews, with an unclear path out.