www.seeingthesystem.com/p/buying-back-our-slack
4 corrections found
Absent from this story is what Coinbase did to help its engineers adapt, because they did nothing.
Reporting on the incident says Coinbase did provide AI-adoption support, including company-paid coding-tool licenses, planned training, and recurring internal AI seminars.
Full reasoning
This sentence says Coinbase did nothing to help engineers adapt to AI tools. Contemporary reporting on the same episode contradicts that.
TechCrunch reported that Coinbase bought enterprise licenses for GitHub Copilot and Cursor for every engineer. It also quoted Armstrong telling engineers they did not have to use the tools every day yet "until we do some training," which indicates training support was part of the rollout.
Fortune likewise reported that, beyond the mandate, Coinbase hosts monthly "AI speedruns" where employees who are using AI effectively teach the rest of the company. That is a concrete institutional support mechanism for adoption.
Those facts do not make Coinbase's approach gentle or adequate, but they do mean the claim that Coinbase "did nothing" is factually overstated.
2 sources
- Coinbase CEO explains why he fired engineers who didn't try AI immediately | TechCrunch
Coinbase bought enterprise licenses for GitHub Copilot and Cursor... Armstrong posted: 'You don't have to use it every day yet until we do some training, but at least onboard by the end of the week.'
- Coinbase CEO urged engineers to use AI—then shocked them by firing those who wouldn't: 'I went rogue' | Fortune
Apart from the mandate on AI coding assistants, Coinbase also hosts 'AI speedruns' monthly, at which an employee who is implementing the technology well will host a seminar for the rest of the company.
Companies like Perplexity originated the “product engineer” role
The 'product engineer' role did not originate with Perplexity; Asana was publicly describing software 'product engineers' doing cross-functional product-and-engineering work by 2016.
Full reasoning
This claim is historically inaccurate. Public sources show the software role title "product engineer" existed years before Perplexity.
Asana published a company engineering post in April 2016 titled "Product Engineering: Reimagining role boundaries at Asana." In it, Asana explicitly says: "At Asana, we have product engineers, who, as the name describes, do both" product and engineering work across the product lifecycle.
A second Asana post from October 2019 describes an employee who "started as a Product Engineer" at the company, again showing the role title was already established well before Perplexity.
Perplexity may be a prominent recent example of the role, but it did not originate it.
2 sources
- Product Engineering: Reimagining role boundaries at Asana • Asana
Engineering Team, 28 aprile 2016... 'At Asana, we have product engineers, who, as the name describes, do both. Product engineers play a role in the entire product lifecycle, from inception to launch...'
- Why I joined Asana: Hiro Yamada, Solutions Engineer - The Asana Blog • Asana
Engineering Team, October 28th, 2019... 'Hiro started as a Product Engineer in our San Francisco headquarters...'
have shown that the single strongest predictor of mortality is how much control someone has over their work.
The Whitehall research did not show that job control is the single strongest predictor of mortality overall. It found mortality gradients by employment grade, and later found low job control was one important contributor to a narrower coronary-heart-disease gradient.
Full reasoning
This sentence overstates and misstates what the Whitehall studies found.
The first Whitehall study reported that employment grade (a measure of occupational/social position), not job control, was associated with persistent differences in total mortality and many specific causes of death over 25 years.
A later Whitehall II analysis did find that low control at work mattered, but the Lancaster summary of that research is much narrower: "among the factors examined, low control at work made the largest contribution to the socio-economic gradient in coronary heart disease frequency." That is not the same as saying job control is the single strongest predictor of mortality overall.
So the article collapses two different findings into one stronger claim than the Whitehall literature supports: (1) a mortality gradient by employment grade/social position, and (2) low job control as one contributor to a specific coronary-heart-disease gradient.
2 sources
- Employment grade differences in cause specific mortality. A 25 year follow up of civil servants from the first Whitehall study - PMC
After more than 25 years of follow up... employment grade differences still exist in total mortality and for nearly all specific causes of death.
- The Contribution of Job Insecurity to Socio-economic Inequalities (Whitehall II summary)
The Whitehall II Study... found that, among the factors examined, low control at work made the largest contribution to the socio-economic gradient in coronary heart disease frequency.
He held a meeting that Saturday and fired everyone who had not complied.
Armstrong did not fire everyone who had not onboarded. Reporting says some employees at the Saturday meeting gave valid reasons, and only some without a good reason were fired.
Full reasoning
This sentence overstates what happened at Coinbase.
Both TechCrunch and Fortune reported that Armstrong said some of the engineers who had not onboarded by Saturday had good reasons—for example, being away on a trip—and were not fired. Armstrong said only some of the people without a good reason were fired.
So the article's wording, "fired everyone who had not complied," is incorrect. The reporting describes a smaller subset, not every non-compliant employee.
2 sources
- Coinbase CEO explains why he fired engineers who didn't try AI immediately | TechCrunch
At the meeting, some people had reasonable explanations for not getting their AI assistant accounts set up during the week... 'some of them didn't [have a good reason]. And they got fired.'
- Coinbase CEO urged engineers to use AI—then shocked them by firing those who wouldn't: 'I went rogue' | Fortune
At the Saturday meeting... 'Some of them had a good reason, because they were just getting back from some trip or something,' Armstrong said. 'Some of them didn't, and they got fired.'