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CAT-500 CA Process Automation r4.x Professional

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CAT-500 exam Dumps Source : CA Process Automation r4.x Professional

Test Code : CAT-500
Test title : CA Process Automation r4.x Professional
Vendor title : CA-Technologies
: 50 actual Questions

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CA-Technologies CA-Technologies CA Process Automation

CA technologies Ranked #1 for start Automation: ARO, global, according to 2017 earnings in Gartner Market Share: IT Operations, worldwide file | killexams.com actual Questions and Pass4sure dumps

new york--(company WIRE)--

CA applied sciences (CA), a leader in traffic automation software, nowadays announced it's ranked #1 in start Automation: ARO software liberate Orchestration, according to revenue in a contemporary Gartner file: Market Share: IT Operations, worldwide, 2017.

The utility release Orchestration (ARO) market continues to grow, with Gartner revealing an estimated 37.5 % raise in 2017 – bringing the start Automation: ARO market measurement to $282.6 million globally.

“we're highly arrogant to be ranked #1. We trust the findings validate their work, and their ranking is the latest addition to CA’s lengthy record of recognitions and accolades,” said Ashok Reddy, community regularly occurring supervisor, DevOps, CA technologies. “As firms are challenged with delivering apps at tempo with agile building, increasingly facts-driven and AI based mostly, CA continuous start Automation empowers them with the pace and agility they should execute upon their digital transformation initiatives.”

recently, CA also introduced the newest free up of the CA Automic One Automation platform – offering original capabilities that pressure ingenious automation utter the artery through the enterprise.

Empowering IT businesses with business-leading Automation

CA automation products are designed to bring these days’s up to date software manufacturing unit to life by artery of accelerating digital transformation and empowering modern utility birth. With CA Automation, organisations can circulation from opportunistic to systemic automation, unify automation silos and obligate automation across utter traffic methods.

Core to the CA Automation portfolio is the CA Automic One Automation platform the business’s most open, clever, scalable and unified automation platform. CA continual birth Automation is developed on this platform and drives continual birth across the traffic for up to date cloud-native purposes, moreover core packaged applications.

through incrementally replacing varied and ad hoc tools with a typical automation platform, clients are capable to scale their funding throughout americans, manner and expertise. CA automation executes core enterprise, application and infrastructure methods—on-premises, within the cloud or in a hybrid atmosphere—featuring optimum visibility and control across the enterprise. CA is powering digital transformation through giving groups the agility, velocity and reliability required to reside aggressive within the digital age.

be taught more about CA continuous delivery Automation here.

The Gartner file, Market Share: IT Operations, global, 2017, incorporates special market partake for purposes and infrastructure software for the entire world's foremost regions. It covers more than 300 application providers for 20 application markets and ninety two utility submarkets in 43 countries.

Gartner purchasers can entry a copy of the document, birthright here: http://gartner.com/doc/3878693/market-share-IT-operations.

Tweet this: .@CAinc @CAAutomation ranked #1 for birth Automation: ARO in response to 2017 market partake earnings global in Gartner IT Operations Market partake document http://gartner.com/doc/3878693/market-share-IT-operations #Automation

observe CA Automation

CA Automation BlogLatest NewsJoin the Twitter ConversationJoin us on LinkedIn

About CA technologies

CA technologies (CA) creates application that fuels transformation for groups and permits them to seize the alternatives of the application fiscal system. utility is at the coronary heart of every traffic in every trade. From planning, to building, to administration and security, CA is working with organizations international to trade the artery they are living, transact, and converse – throughout mobile, private and public cloud, distributed and mainframe environments. learn extra at www.ca.com.

View supply edition on businesswire.com: https://www.businesswire.com/news/domestic/20180712005021/en/


CA updates automation platform to be extra ‘developer-centric’ | killexams.com actual Questions and Pass4sure dumps

CA technologies these days released version 12.2 of its CA Automic One Automation platform with a focus on making the tools within the suite greater developer-centric.

Updates were made to the CA Automic Workload Automation, continuous start Automation and Automic service Orchestration add-ons of the platform.

With the updates, “We allow builders to define a workflow or continuous start pipeline with no necessity to depart their pile atmosphere,” Gwyn Clay, VP of product management for CA Automation, informed SD times these days. “developers can engage with the methods from a code perspective, while operations can fill interaction by means of the visual workbench with operations procedures and enterprise methods.” here's completed via automation-as-code elements that let developers labor on client adventure in preference to operational tasks, the company spoke of in a press release asserting the liberate.

within the announcement, the company wrote: “CA’s Automation portfolio equips IT organizations with the tools they deserve to circulation from opportunistic to systemic automation, responding to client wants by means of unifying automation silos and using automation across core traffic procedures. The portfolio [is] developed on a basis of intelligent automation that supports programs to undertake more intricate projects, apply stronger focus and be mindful the underlying company context to carry reform and productive determination-making.”

The platform, Clay talked about, has been superior to enable corporations to automate the application start method, bringing the labor of developers and operations collectively. “Synchronization capabilities enable developers and operations to sync definitions of workflows that relate to again-end tactics, or a workflow that represents a continuous delivery pipeline, and redeem them in a benchmark code repository, with the merits of versioning, branching, merge and evaluate, and making global changes.”

CA technologies acquired Automic in January 2017, Clay observed, including that this is the second most vital unencumber seeing that the acquisition. What drove the brand original points, he spoke of, is the evolving roles of builders and operations. “The personas are starting to Get closer together. a lot of the americans stepping into operations fill a better developer pedigree than they ever did. With DevOps, there’s an automation-first mentality. individuals want to automate at stronger levels of aspect than outdated generations might. As portion of that journey, what’s crucial is to give developers as close to a developer-like sentiment with the items which are developed. instead of having developers approach to you, you approach to the builders.”

The company nowadays introduced move-product integrations for its classic workflow automation product with CA Workload Automation Autosys, the ESP version and CA Jarvis, the business’s analytics and computer getting to know engine. These integrations “shift left” automation capabilities and connect automation silos, the enterprise pointed out.

The traffic talked about the supersede does provide operations teams original capabilities for managing the life cycle of automation artifacts, ingenious important-path administration and serve for PostgreSQL.

Addressing the concern of no matter if developers are being pushed too a long artery into operations, or that operations teams are being marginalized during this evolution, Clay stated: “Pendulums utter the time are likely to vibrate too some distance and attend to discover their equilibrium. during the early successes in DevOps, and better levels of velocity and start, it has resulted in that pendulum swinging a bit too far to the left. organizations that fill greater elegant core processes, issues fancy safety and statistics privacy as a extensive problem, there will always be an ops persona. however it needs to evolve closer to the dev persona.”


CA technologies buys enterprise automation company Automic | killexams.com actual Questions and Pass4sure dumps

ca technologies

one of the vital greatest independent software businesses on the earth, CA applied sciences, has introduced it's acquiring commercial enterprise automation traffic Automic. The parties signed a definitive acquisition agreement ultimate Thursday, for a transaction that’s worth approximately €600 million (roughly £507m).

The deal has been unanimously permitted by using both boards of directors, and is anticipated to shut within the fourth quarter of CA’s fiscal 2017. Automic is an commercial enterprise automation enterprise promoting ONE -- it’s automation platform.

The platform provides traffic process automation, utility unencumber automation and infrastructure workload automation. it is based mostly in Vienna, Austria, and employs approximately 650 americans in Europe, North the united states and Asia.

“world organizations necessity the pliability and agility to stream workloads to probably the most arrogate areas throughout heterogeneous hybrid cloud environments, with constant availability, to abide ahead of their competitors,” pointed out Ayman Sayed, president and chief product officer, CA technologies.

“With the acquisition of Automic, they are able to bring automation, scale labor flows and enterprise tactics whereas decreasing fees and tremendously enhancing accuracy. This stage of ingenious automation will supply their customers the insights to achieve more agility and know company value. we're cheerful to welcome Automic, which is profitable and transforming into at a healthy clip, into CA. Strategically, it accelerates their position with its cloud enabled platform. Operationally, it expands their attain throughout Europe. And, financially, it meets their rigorous hurdle charges while featuring the optimum seemingly revert on offshore cash.”

published beneath license from ITProPortal.com, a Future plc booklet. utter rights reserved.

picture credit: 360b/Shutterstock


CAT-500 CA Process Automation r4.x Professional

Study lead Prepared by Killexams.com CA-Technologies Dumps Experts


Killexams.com CAT-500 Dumps and actual Questions

100% actual Questions - Exam Pass Guarantee with high Marks - Just Memorize the Answers



CAT-500 exam Dumps Source : CA Process Automation r4.x Professional

Test Code : CAT-500
Test title : CA Process Automation r4.x Professional
Vendor title : CA-Technologies
: 50 actual Questions

All is nicely that ends nicely, at very terminal exceeded CAT-500 with .
I passed CAT-500 exam. thanks to Killexams. The exam is very hard, and I dont know how long it would trap me to prepare on my own. killexams.com questions are very effortless to memorize, and the best portion is that they are actual and correct. So you basically disappear in knowing what youll espy on your exam. As long as you pass this complicated exam and establish your CAT-500 certification on your resume.


determined most CAT-500 Questions in actual test questions that I organized.
Surpassed the CAT-500 examination the alternative day. Id fill in no manner achieved it without your examination prep substances. Some months within the past I failed that examination the primary time I took it. Your questions are very just fancy actual one. I exceeded the exam very without problem this time. Thank you very a brilliant deal to your assist.


So effortless questions in CAT-500 exam! I was already enough prepared.
Your question bank is necessity of the hour. I fill got 89.1% in the CAT-500 exam. Very marvelous wishes for your experts. Thank you Team. so delighted to pellucid this exam. Your study material was extremely useful, clear, consise, covering entire material and suberb stacking of questions to result one tough preparation. Thanks again to you and your team.


I want actual exam questions of CAT-500 examination.
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So effortless coaching brand original CAT-500 exam with this question bank.
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So effortless questions in CAT-500 exam! I was already enough prepared.
id frequently miss training and that might be a massive vicissitude for me if my mother and father found out. I needed tocowl my errors and result inescapable that they could trust in me. I knew that one artery to cowl my errors was to achieve nicely in my CAT-500 trap a gawk at that turned into very close to. If I did properly in my CAT-500 check, my mother and father would fancy me again and that they did due to the fact i used to be capable of pellucid the test. It turned into this killexams.com that gave me an arrogate commands. thanks.


Get proper information and examine with the CAT-500 and Dumps!
I fill been the utilize of the killexams.Com for a while to utter my tests. terminal week, I handed with a exquisite rating in the CAT-500 examination by the usage of the fill a gawk at resources. I had some doubts on subjects, but the fabric cleared utter my doubts. I fill without troubles determined the reply for utter my doubts and issues. Thanks for imparting me the sturdy and dependable cloth. It is the noteworthy product as I understand.


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What is wanted to pellucid CAT-500 examination?
Hi! I am julia from spain. Want to bypass the CAT-500 examination. But. My English may be very terrible. The language is straightforward and contours are quick . No hassle in mugging. It helped me wrap up the guidance in 3 weeks and I surpassed wilh 88% marks. Not capable of crack the books. Long lines and arduous phrases result me sleepy. Needed an antiseptic lead badly and eventually observed one with the killexams.Com brain dumps. I got utter question and reply . Great, killexams! You made my day.


What is needed to pass CAT-500 exam?
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Accenture and Automation Anywhere Collaborate to Deliver Robotic Process Automation | killexams.com actual questions and Pass4sure dumps

Accenture and Automation Anywhere Collaborate to Deliver Robotic Process Automation

 NEW YORK AND SAN JOSE, CA; June 22, 2016 – Accenture (NYSE: ACN) and Automation Anywhere, a global provider of robotic process automation (RPA), are working together to deliver enterprise-grade RPA solutions to organizations that automate traffic processes, enabling operations to be scaled faster and more cost-effectively, while increasing performance accuracy.   As portion of the collaboration, Automation Anywhere named Accenture a key implementation provider for its newly released cloud-based RPA solution, BotFarm, which provides unprecedented control over the artery thousands of digital bots are created, deployed, and managed to instantly scale up or down to meet traffic process demand. Accenture will integrate Automation Anywhere’s BotFarm into its traffic process services within Accenture Operations to provide additional scalability and productivity improvements to enable an As-a-Service traffic model.   

Accenture and Automation Anywhere fill worked together since 2014 to drive traffic value for organizations by automating traffic processes in areas such as finance and accounting, procurement, marketing and network services. For example, Accenture recently helped a global telecommunications company redeem more than $1M USD in annual operating costs by using a solution that included, among others, Automation Anywhere to automate nearly 60 traffic processes in areas such as marketing and sales, billing, service fulfilment and service assurance. This increased productivity and freed up more than 72,000 man hours per year to help customer experience. “Automation underpins the As-a-Service model, providing the agility and efficiency needed to transform traffic operations,” said Manish Sharma, senior managing director, Global Delivery and Solution evolution for Accenture Operations. “Accenture has a history of using automation to serve their clients capture original traffic value and their relationship with Automation Anywhere compliments their efforts to apply the technology quickly and at scale.”

“When they began working with Accenture it was pellucid that they were extremely savvy to the value RPA delivers,” said Ankur Kothari, chief revenue officer and co-founder of Automation Anywhere. “Accenture is best equipped to deploy RPA solutions at scale that provide measurable results to their clients. As early adopters of both RPA and BotFarm, they’ve created yet another artery to deliver greater value and better traffic outcomes.” About AccentureAccenture is a leading global professional services company, providing a broad scope of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched sustain and specialized skills across more than 40 industries and utter traffic functions – underpinned by the world’s largest delivery network – Accenture works at the intersection of traffic and technology to serve clients help their performance and create sustainable value for their stakeholders. With approximately 373,000 people serving clients in more than 120 countries, Accenture drives innovation to help the artery the world works and lives. Visit us at www.accenture.com. About Automation AnywhereAutomation Anywhere is the global leader in delivering the most advanced, enterprise-grade, cognitive Robotic Process Automation (RPA) platform capable of automating any traffic process. The platform enables enterprises throughout the world to create digital workforces that manage and scale traffic processes faster, with near-zero error rates, while dramatically reducing operational costs. They believe that people who fill more time to create, think, and discover build noteworthy companies. It’s why we’ve dedicated more than a decade to providing the world’s best RPA technology to leading fiscal services, BPO, healthcare, technology, and insurance companies – to title a few – across more than 90 countries. For additional information, visit www.automationanywhere.com. 

# # #

  Contacts: Hannah UnkeferAccenture+ 1 415 537 4848hannah.m.unkefer@accenture.com Jordan McMahonAutomation Anywhere+ 1 888 484 3535jordan.mcmahon@automationanywhere.com 

Joint NICE and Deloitte White Paper Paves the artery for Enterprise Transformation into Robotic and Cognitive Automation | killexams.com actual questions and Pass4sure dumps

HOBOKEN, N.J.--(BUSINESS WIRE)--

Trends focused paper bridges the gap between pace of cognitive and AI technology innovation and enterprise adoption, helping drive future readiness

NICE (NICE) today announced the availability of a original white paper with Deloitte Consulting, offering organizations practical guidance to effectively navigate the transition into Robotic and Cognitive Automation (R&CA), the future of Robotic Process Automation (RPA). The original white paper entitled “The Future of Operations – poignant Beyond Process Automation” is infused with practical insights and a simulated traffic case demonstrating a futuristic self-service banking scenario that utilizes a myriad of original generation cognitive tools to abide ahead. To download a complimentary copy of the white paper, please click here.

A valuable contribution to the world of traffic transformation and robotics, the paper addresses the fact that global organizations confess the necessity to invest in process automation and cognitive tools, but necessity the practical insights to deploy such technological transformations. Readers can Get a holistic and moneyed perspective on how to practically assess and tackle the next technological revolution in ersatz intelligence and cognitive automation. The paper also presents a unique, insightful, yet practical path towards tackling the upcoming cognitive wave, set to overlay and enhance robotic process automation, both strategically and practically.

NICE and Deloitte fill been partnering globally to bring the value of cognitive automation to the market. This original white paper builds on the expertise of Deloitte's expansive global consulting sustain and NICE's market leading innovation in RPA geared by having over 500,000 robots in production and 500 deployments across a diverse scope of industries world-wide.

Miki Migdal, President, NICE Enterprise Product Group, said “We believe that companies will necessity to harness and even master R&CA to remain material and competitive in the very near future. The strategic and practical insights in this paper present a moneyed source of information to assist enterprises as they enter and navigate the robotic and cognitive automation world to foster their operational DNA. We're excited to collate their 15 years of expertise in robotic automation to serve companies identify and adopt the birthright approach and techniques to Get ahead and abide ahead in the sustain revolution.”

Zohar Yami, Partner, Robotics & Cognitive Automation, Deloitte, said "A key and integral portion of enabling organizations to succeed in their robotic and cognitive automation journeys, is the realization that R&CA is a transformation that needs to be managed at an organizational flat rather than on an IT project level. They are confident that this whitepaper, co-created with NICE, will empower enterprises to manage this transformation both rapidly and effectively.

About NICENICE (NICE) is the world’s leading provider of both cloud and on-premises enterprise software solutions that empower organizations to result smarter decisions based on advanced analytics of structured and unstructured data. NICE helps organizations of utter sizes deliver better customer service, ensure compliance, combat fraud and safeguard citizens. Over 25,000 organizations in more than 150 countries, including over 85 of the Fortune 100 companies, are using NICE solutions. www.nice.com.

About DeloitteDeloitte is one of the world’s leading professional services firms, and its Robotics and Cognitive Automation (R&CA) offerings are integrated across Consulting, Advisory, Tax and Audit. Deloitte works with clients to develop outcome-based solutions that design how humans and machines work, result decisions and manage interactions together. Deloitte leverages a unique blend of traffic and technology acumen, process understanding and transformational thinking to find solutions tailored to clients’ strategic goals. Its R&CA exercise represents more than 3,000 practitioners in utter major markets, alongside a global footprint of 26 delivery centers, 27 Greenhouses, 5 Insight Studios and a network of global and regional Centers of Excellence dedicated to enabling and accelerating R&C project delivery of the highest quality. www.deloitte.com.

Story Continues

This white paper has been co-created by NICE and Brightman Almagor Zohar & Co. ("Deloitte Israel").

Trademark Note: NICE and the NICE logo are trademarks or registered trademarks of NICE Ltd. utter other marks are trademarks of their respective owners. For a replete list of NICE’s marks, please see: www.nice.com/nice-trademarks.

Forward-Looking StatementsThis press release contains forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such forward-looking statements, including the statements by Mr. Migdal, are based on the current beliefs, expectations and assumptions of the management of NICE Ltd. (the Company). In some cases, such forward-looking statements can be identified by terms such as believe, expect, may, will, intend, project, plan, rate or similar words. Forward-looking statements are topic to a number of risks and uncertainties that could cause the actual results or performance of the Company to differ materially from those described herein, including but not limited to the impact of the global economic environment on the Company’s customer ground (particularly fiscal services firms) potentially impacting their traffic and fiscal condition; competition; changes in technology and market requirements; decline in claim for the Company's products; inability to timely develop and introduce original technologies, products and applications; difficulties or delays in absorbing and integrating acquired operations, products, technologies and personnel; loss of market share; an inability to maintain inescapable marketing and distribution arrangements; and the result of newly enacted or modified laws, regulation or standards on the Company and their products. For a more minute description of the risk factors and uncertainties affecting the company, mention to the Company's reports filed from time to time with the Securities and Exchange Commission, including the Company’s Annual Report on form 20-F. The forward-looking statements contained in this press release are made as of the date of this press release, and the Company undertakes no duty to update or revise them, except as required by law.

View source version on businesswire.com: https://www.businesswire.com/news/home/20180815005265/en/


After 20,000 workers walked out, Google said it got the message. The workers disagree. | killexams.com actual questions and Pass4sure dumps

On Nov. 1, 20,000 Google employees and contractors walked out of the company’s offices around the world, one week after the original York Times reported that Google had protected three executives accused of sexual misconduct, including Android founder Andy Rubin.

But the protests were about more than just how Google handles harassment. On the latest episode of Recode Decode with Kara Swisher, six of the walkout organizers — Erica Anderson, Claire Stapleton, Meredith Whittaker, Stephanie Parker, Cecilia O’Neil-Hart and Amr Gaber — explained that employees’ grievances included a history of pay discrimination, systemic racism and the unequal treatment of compress workers.

And Google executives fill neglected to even talk about some of the five demands that the workers presented in conjunction with the walkouts.

“They did not ever address, acknowledge, the list of demands, nor did they adequately provide solutions to utter the five,” said Stapleton, a marketing manager at YouTube who has been at Google for more than 11 years. “They did drop forced arbitration, but for sexual harassment only, not discrimination, which was a key omission. Nothing was addressed regarding TVCs [contract workers] ... I mediate they didn’t espy accountability in action.”

“You don’t fill 20,000 people in the streets planned in three days if there isn’t something deeply, structurally wrong,” added Whittaker, the founder of Google’s Open Research group.

Parker, a policy specialist at YouTube, initially read a prepared statement to her San Bruno, Calif., colleagues during the walkout, but then asked them a question she hadn’t written down. Where, she asked, did Google Get the tens of millions of dollars it paid to Rubin and other senior executives accused of sexual misconduct?

“They got it from every time you worked late,” Parker said. “Every promotion you didn’t Get because they said there’s not enough budget, you fill to wait. It’s from every contractor who came to labor sick because they fill no paid time off. These are conscious decisions that the company is making, and abusers are getting moneyed off of their arduous work.”

And the walkouts, the organizers agreed, fill in some cases turned strangers into allies. People who had been raising red flags for years and felt they weren’t being heard suddenly realized that they were not the only ones who thought Google wasn’t hearing what it needed to hear.

“We’re giving their feedback about what’s wrong through utter of the official channels,” Parker said. “We’re filling out the surveys every year. They are talking back in TGIF [all hands meetings] and asking these questions, and nothing is happening. But once they start to find each other, and espy each other utter speaking out and utter saying, fundamentally, the same thing, then the daunt starts to disappear away. Once they start taking collective action, then they can’t be stopped.”

You can listen to Recode Decode wherever you Get your podcasts, including Apple Podcasts, Spotify, Google Podcasts, Pocket Casts and Overcast.

Below, we’ve shared a lightly edited replete transcript of Kara’s conversation with the organizers.

Kara Swisher: Today they fill a really special show. I’m joined by six of the organizers of the Google Walkouts. These are the protests at several Google campuses that formed after the original York Times reported that the company was promoting and paying off people accused of sexual harassment, but it’s so much more than that.

Normally, I would iterate you the names and titles of my guests, but I fill three people here with me in the original York studio and three on the line from California. So just for listeners to retain everyone’s voices straight ... everyone when they talk they’re going to Tell their names, but first we’re going to introduce everybody. So let’s start here in original York.

Claire Stapleton: I’m Claire Stapleton and I’m a marketing manager at YouTube.

Meredith Whittaker: I’m Meredith Whittaker, I founded Google’s Open Research group and I’m the co-founder of the AI Now Institute at NYU.

Erica Anderson: Hey, I’m Erica Anderson. I’m with the Google advice Lab and fill been at Google for three years.

All right, California.

Cecelia O’Neil-Hart: Hi, I’m Celie O’Neil-Hart and I labor on YouTube marketing.

Stephanie Parker: Hi, my name’s Stephanie Parker and I’m a policy specialist on the trust and safety team at YouTube.

Amr Gaber: Hi, I’m Amr. I’m an entry-level engineer.

Kara Swisher: utter right, okay. Amr is Amr Gaber. Anyway, so this is going to be a big conversation. I’m going to start, I think, with you, Claire, because you started it off, and you labor at YouTube under Susan Wojcicki, who’s the CEO of YouTube. So why don’t you start us off?

Everyone’s going to talk about a different portion of this. So let’s Get the background of how this started, and then I want to Get into, in each section, to talk about what happened, where it’s going, and quit up talking about what’s going to befall next.

Claire Stapleton: Sure. Lots to say. I started at Google 11 years ago, straight out of college. vital to note that my first job was actually doing TGIF with Larry and Sergey, so sort of fancy the ultimate Google cultural institution. And consequently, I was a huge believer, and am, in the culture of openness and transparency in the company.

And justify TGIF for people that don’t ... because it’s an unusual thing.

Claire Stapleton: TGIF, you know, it’s fancy the existential juncture around tech and its influence has been mounting forever, but there’s this very folksy grounding, kumbaya ...

From the beginning.

Claire Stapleton: ... moment every week. It’s an hour long at Mountain View. Larry and Sergey soundless achieve it, if you can believe it. People come, full-time Googlers, approach and claim questions. And there’s sort of this ... From my perspective, having worked on this for five years, it really is about holding leadership accountable.

And it has been. I mean, I’ve had people quarrel everything from the Kombucha shakes to ...

Claire Stapleton: M&M’s, the wastebaskets. But the questions fill gotten increasingly serious, and there is a lot of dialogue, I think, about the ethical direction of the company, which is really interesting. But anyway, lots of simmering concern at the company, suffice to say, and the original York Times article about Andy Rubin was a major reckoning moment for the culture pile upon utter this anxiety.

From where I was sitting, I’m in original York now, in the office, in meetings, in the internal threads, the temperature just shot up. And people weren’t just outraged, they were sharing their sustain and their stories, which was incredibly eye-opening for me, as somebody who’s been around forever. It’s sexism and bro culture, it’s racism, opportunity discrimination, throughout your career at Google and elsewhere. It’s so big, it’s so huge and it goes on and on and on.

I mediate what was really appealing for us, and they talked about this a lot, was the article was ostensibly kindhearted of a bombshell about some sordid executive ...

But this has been reported ... A lot of it had already ... It was collectively.

Claire Stapleton: Totally.

Because I wrote about Amit, and also Andy.

Claire Stapleton: Right, we’d heard utter these. They know utter this. I mediate what it gestured to and what it harnessed was so much more, and the sort of sense that there’s really horrible things happening under the cover of darkness at Google and elsewhere. So that was really appealing for me, and I was really following it closely and just hearing utter these women I knew in the office telling their stories. I’m like, “I had no conception you were forced into arbitration. And I had no conception you weathered opportunity discrimination on the flat that you did.”

But the actual turning point for me was the artery that the execs handled it that day at the TGIF that followed. The Googlers, as always, showed up. I mean, they had really smart thoughts. They brought their outrage, but it was also constructive ideas and questions. And it was so dismissed. I mediate that it was a very awkward, hollow, partially disastrous TGIF which, you know, has been much-reported, but they needed to espy accountability and commitment, and neither happened.

I mediate it’s actually really followed that artery since then. For me, it was basically like, look, the Google culture that I believe in, that I fill been talking about forever and thinking about deeply, this space is structured for voices, but it’s not going to fix this. We’ve got to try something else.

Right. And you also, just to be clear, you also fill ... Google has more message boards, more places to communicate, they won’t shut up in a lot of ways. There’s a lot going on in utter these things.

Claire Stapleton: The dialogue is so constant and so fierce. I sympathy the corporate talking points person who’s sent in to these threads — you know, with the approved messaging — because people are so unbelievably engaged, committed, intelligent. It’s fierce. That’s what happened with the walkout as well.

So this was the TGIF birthright after the article.

Claire Stapleton: The day-of.

The day of, that they didn’t ... What in the response — then we’re going to disappear Meredith to talk about the ethical implications of this.

Claire Stapleton: Yes.

What was the problem with the response? Because I mediate they had a similar thing recently, too, when the demands came out, but we’ll Get to that in a minute.

Claire Stapleton: Yeah, there’s so much to Tell about that. I mean, I mediate that the ... There was a decision, first of all, to carry on with the regular presentation, which was ... I mediate it was the Google Photos team. So you’re sort of putting ...

“Oh, let’s talk about photos.”

Claire Stapleton: The optics were really tough because fancy I said, the community was gripped by this. And I mediate it was the sort of moment where they needed to hear that the system needs to change. They needed to espy a genuine commitment to that, and I mediate it was ... There was a kindhearted of dismissiveness to it. There was a sort of, “We care. We’re going to follow up on this.” It did not at utter match the urgency and intensity of what happened.

And I mediate that they knew they needed to switch it up, try something else, exert power and approach together in a artery that would be more disruptive and that they would fill to listen to, because lining up to claim questions at TGIF, in this case, wasn’t marvelous enough.

Wasn’t enough. Okay, Meredith, why don’t you talk about the ethical implications around what was going on.

Meredith Whittaker: Well, it’s a backdrop ...

This is Meredith Whittaker. disappear ahead.

Meredith Whittaker: Hello. Yeah, I guess to back up a runt bit, this is sort of what my research has focused on for a while. So I’ve been looking at issues of race, power, gender and ersatz intelligence, and some of the issues around tech culture.

Mm-hmm.

Meredith Whittaker: Over the past year, I mediate what we’ve seen — and what you’ve documented, Kara, really well — is this heightened divide, increasing divide between the rhetoric of tech as tech products, fancy they’re marvelous for people, it’s utter got a net positive in the end, just stand with the disruption, and the rhetoric about the tech culture, fancy it’s the best space to work. You’re lucky if you’re here, shut up and stand it. And really seeing this sort of ... you know, the fact that those promises are increasingly threadbare on both counts.

Mm-hmm.

Meredith Whittaker: And so I fill been involved with people fancy Amr and others in leading some of the labor against Maven, against the ...

This is the defense ... justify that for people.

Meredith Whittaker: This was a more-or-less secretive compress with the DoD that was essentially leveraging Google’s ersatz intelligence capabilities to build surveillance for drones.

Mm-hmm.

Meredith Whittaker: And this was done in a artery that did not fill the buy-in of, let’s say, the broader Google community. It was done in a artery that was not explicit, even to some of the people that were working on it. It was done in a artery that I mediate really exploded some of the snug mythologies around tech as a beneficent obligate in the world.

Or benign.

Meredith Whittaker: Benign, either one. Yeah. And I mediate this was a moment when the contradictions inherent in this culture, the late-stage capitalism versus this idealistic utopian engineering rhetoric, were in stark relief. I mediate what we’re seeing here is the personal and the political meet, in a way.

Meeting. And it was interesting. One of the things that’s about this, it’s not just about sexual harassment, which has to be beyond it. There’s issues around who you want to labor for, there’s the James Damore thing that happened, there was the China stuff, so in terms of the ethical considerations, utter these things are sort of hurtling towards these companies, that they are very willing participants in and causes of it.

Meredith Whittaker: Yeah, and I mediate portion of what we’ve seen is while they achieve fill this proliferation of means to Get their voices heard, they don’t fill many ways to hold anyone in power accountable. And they don’t fill the means to actually create that change without this type of corrective action.

Right, so they’ll let you converse up, but not achieve much in that regard.

Meredith Whittaker: Yep. And there are many of us within the company who’ve been pushing for changes for a long time through the established mechanisms. We’ve seen OKRs, we’ve seen working groups, we’ve seen meagerly funded diversity efforts, we’ve seen ethical councils and self-regulatory promises. zilch of which fill netted in any change, and they continue towards the iceberg with increasing stakes both within the company, for the people who labor there and, I would argue, societally for the people that fill to stand the brunt of the ...

The inventions you’re making.

Meredith Whittaker: Exactly.

Right. Okay, Celie, can you sort of set the stage of the epistle that went out that was sent by Claire, and the demands, how you utter formulated the demands?

Cecelia O’Neil-Hart: Sure, absolutely. It was a really collective endeavor from the beginning, buoyed by or really inspired by the stories that were coming from the community. So, for example, Claire actually had heard from a group of mothers at Google, just these endless stories, this thread of stories that was going around in an internal email chain, and was inspired from those stories to send an email out to a big group of women on a Google group and essentially say, “Hey, I feel fancy they fill to achieve something.” And that started it all.

Immediately, people were suggesting demands, so I took note and started gathering those into a Doc. It was just completely a process of defining what they wanted in solidarity with each other. I mediate it showed me the power of collective action, writing the demands quite literally as a collective. Hundreds of Googlers were weighing in on email threads, in the actual doc.

I fill a reminiscence of being on the phone with Amr debating claim No. 1 and watching as 27 Googlers in a Doc, were editing in the Google Doc live, and then watching Meredith approach in and say, “We already fill that one here. Can they reduce from 10 demands to five?” I mean, it was just this truly collective action, living, poignant in a Google Document that they were utter watching and participating in.

Using Google technology.

Claire Stapleton: Internally, yeah.

Thanks, Google!

Meredith Whittaker: The means of production.

Isn’t that a commercial? Thanks, Google.

Cecelia O’Neil-Hart: I know.

Erica Anderson: It was very efficient.

Claire Stapleton: result Google achieve it.

Cecelia O’Neil-Hart: It is vital to convene out the demands, where they may fill facilitated gathering them, they weren’t new. I mediate they would utter Tell that they represented asks that many groups at Google had been making toward equity for years. So they might fill facilitated and brought together that collective in a document, but they were putting them in one place.

All right, Amr, why don’t you disappear through with us what those demands were and why they came down to the ones you utter decided on.

Amr Gaber: Sure, so the first claim is an quit to forced arbitration in cases of sexual harassment and discrimination. And also the birthright for a Google worker to bring a coworker or other supporter in to an HR investigation, because that can be a very daunting process.

Mm-hmm.

Amr Gaber: The second claim is a commitment to quit pay and opportunity inequity. And this is for utter levels of the organization, not just full-time employees, but compress workers as well and even subcontract workers, because they know that leads to a lot of the power imbalance that leads to these abuses.

Also, the third one is a publicly disclosed sexual harassment transparency report. After the article came out, there was utter these numbers that the leadership team was throwing around about cases where they took action, but utter of that was completely brand original to us, even though for us, there’s thousands of these stories going around, but the company keeps them hidden as much as possible.

Yeah.

Amr Gaber: The fourth one is a clear, uniform and globally inclusive process for reporting sexual misconduct, safely and anonymously, because obviously the process today is not really working that well. I mean, at what point does the failures of the claims become just an accommodation of the process?

Mm-hmm.

Amr Gaber: And then the terminal claim is promoting the chief diversity officer to reply directly to the CEO and the Board. And in addition, appointing an employee representative to the Board to be able to result recommendations.

Right, which is an vital thing. We’ll Get to what happened after this, but first, Stephanie, one of the things that’s in that is contractors too. The concept that people don’t realize how many contractors there are at Google, and these are people without rights, essentially. And there is sort of an elite group above that who are much better paid. Can you talk a runt bit about them too? Because they fill been left out of the system for a long time, it seems, fancy at Google.

Stephanie Parker: Yes, so just to set the tone here. When there was the shooting at the YouTube headquarters at San Bruno earlier this year, compress workers fancy cafeteria workers, security guards and those that sit next to us every day doing utter kinds of jobs in utter departments, they were out there in the line of fire. They had their safety in danger.

And the day after the shooting, when Susan called a Town Hall for utter employees to hear updates and to advocate each other, TVCs, or compress workers, were excluded from that. Even though they were just as much in danger, if not even more because during the time of the shooting was happening, security updates were sent via text to full-time employees and not to contractors so they ...

Explain what contractors are so people understand, people who don’t know.

Stephanie Parker: Sure.

These are not just cafeteria — this is utter levels of Google, everywhere.

Stephanie Parker: Exactly. They fill compress workers. At Google they’re called temps, vendors, contractors, TVCs. They fill them in utter organizations at Google. They’re managing marketing projects. I fill a friend who’s a contractor who is a compliance manager and helps to set payroll for other Google employees. They fill contractors that manage teams of upwards of 10, 20, even more other people but continue to be perennially left in this second-class condition where they don’t fill healthcare benefits, they don’t fill ... for the most part, what I hear is they don’t fill paid sick leave and they definitely don’t Get access to the same well-being resources: Counseling, professional development, any of that.

What we’re seeing is Google is deciding to rawboned in to changing more of their roles, more of their positions to be contract. Changing them ...

Right, it’s cheaper. It’s easier and cheaper, right?

Stephanie Parker: That’s what it comes down to.

It’s an easier and cheaper in this gig economy.

Stephanie Parker: When they confront them about this, when they ask, why is it this way, that they fill people that sit birthright next to us doing the same labor but are not compensated fairly or even treated with respect, they hear that, “Well, there’s legal distinctions. If they treated them fancy full-timers then maybe they would fill to compensate them fancy full-timers.”

That’s exactly why.

Stephanie Parker: To me, and I mediate utter of us, the solution is to metamorphose them to full-time, or to treat them fairly with respect. Not to toss up their hands and say, “Oh well.”

Or in some measure motif out original ways of having contractors that fill rights.

Stephanie Parker: Sure.

You know what I mean? I mediate the gross conception ... I’ve had this actually very lively discussion with Gavin Newsom, who’s now the Governor of California. I mediate there’s going to be legislation on this because he’s like, “We fill these two bifurcated systems, there’s got to be a original artery of thinking about employees.”

But in this case, in this particular case, these people are at more risk because they labor for other vendors that Google does not fill control over. And it was appealing because I had a discussion with one of your bosses and I said ... They’re like, “Well they don’t fill control over them.” I’m like, “Aren’t you Google? Aren’t you the smartest people in the world? Didn’t you establish Quonset huts in your things for original offices? That was a kindhearted of appealing idea. Can’t you achieve something special here?” kindhearted of thing, which they can’t, apparently.

Erica Anderson: Well, I mediate that it’s actually worth mentioning that other companies ...

I’m going to Get to that. Let me introduce you. This is Erica Anderson.

Erica Anderson: Yes.

So disappear ahead.

Erica Anderson: In doing research and preparing these demands and just knowing what they know, I mean, Harvard is an sample of an organization that is given ... I mediate they created a parity policy for utter their contractors, they Get the same benefits, the same healthcare benefits. Rent the Runway, I mediate in May of this year, came out, its CEO said, “I don’t want to fill different classes of workers. I’m going to pay the people in the warehouse in Ohio the same benefits that their full-time employees get.”

So this is also a situation that’s been so appealing for Google because actually Google doesn’t lead in this space. And I mediate that’s what makes the gross thing kindhearted of appealing to me is that they talk about wanting to be the best workplace in the world, the most competitive, and offer the best benefits. But I mediate what we’ve seen here is that it’s just not a space where Google is leading, and they wanted to bring that to the attention of everyone.

Right, which they would prefer you not to. utter right. So when they Get back, we’re going to talk about what happened after you made these demands. And Claire, just set us up for this. You sent this epistle out.

Claire Stapleton: Mm-hmm. Yep.

They had this crappy TGIF.

Claire Stapleton: Yes, that was Thursday. Friday, I set up a Google group and sent it around to some women at the company and it clearly struck a chord. A pair of hundred women, and men, immediately they took women out of the title of the ... out of the branding because there were so many allies. Really there were so many issues people were bringing to the table about inequity, and Monday ... There were 1,000 people in the group and they said, “F it. Let’s achieve it Thursday.”

Okay then. On F it, we’re going to Get back. When they approach back we’re going to talk about more of what happened after they F’d it. We’re going to trap a quick fracture now. We’ll be back in a minute with the organizers of the Google Walkouts. That is Erica Anderson, Claire Stapleton, Meredith Whittaker, Stephanie Parker, Celie O’Neil-Hart and Amr Gaber.

[ad]

Okay, we’re here talking in an unusual Recode Decode. I really wanted to achieve this, I’ve never had this many people in one space talking about something. I thought it was really vital to fill utter the different perspectives and what’s going on here. These are the people — or some of the people, because there’s many more, I mediate — that organized the Google Walkouts and the thinking behind it. Because it’s very arduous to collectively achieve something together, because what happens is instantly disagreements befall between people, also the company is operating from a lone source and you utter fill to utter sort of unite together which is what they try to do, which is fracture you apart in some way.

And so I wanted to talk a runt bit about what happened next. Celie, why don’t they start with you. So you guys came up with these demands, right? And then what? And then you ... Claire was proverb just a second ago, you said, “Fuck it, we’re going to fill a protest to start with.” Are you laughing there, Celie?

Cecelia O’Neil-Hart: Yeah, absolutely. I am laughing. I will admit that it leaked and that was a bit of the “F it” sustain for many of us. There was quite a debate, hundreds of voices on when it should be. And then when it was announced in some measure that it was going to befall Thursday, they really felt that the momentum was suddenly there and they needed to draw it together. So they rallied.

I remember sending an email to the group called, “It’s happening.” And it just listed the initial resources, and Amr responded to that note and said, “Here are some different ways that you can actually trap action on that day; trap the replete day off versus walk out for an hour. Whatever you’re snug with.” Planning was a really vital portion of that because they had TVCs, compress workers, walking out alongside their full-time colleagues. Figuring out what was birthright for you on that day was a huge portion of the planning process as well.

So, Amr, why would you mediate walking out was the thing to do, since you were saying, “Here’s the different things you could do”? What was the concept behind it? A visual of Google people just saying, “We’re walking out.”

Amr Gaber: The walkout wasn’t actually my idea. That was more the conception from Claire and the moms group, but when I heard walkout, I was like, “Okay, well, this is something that I’m a runt bit confidential with.” I know that we’re kindhearted of in a original moment in tech, and I mediate just in general.

I thought this would be, one, a powerful action, but two, also a noteworthy learning sustain for a lot of tech workers, just a lot of people in common about how this stuff kinda works and how they can exercise the power that they have.

Who are relatively docile, I fill to say, tech workers. I find that, you know, you guys ...

Claire Stapleton: utter the snacks.

All the snacks, and utter your special things. They’re docile, and they don’t protest. It’s not a ... And many of them are very well paid, or most of them are very well paid.

Erica Anderson: I mean, this was extraordinary, right?

This is Erica.

Erica Anderson: They had one key organizer who does operations at the company, and she’s a program manager. She set up an extraordinary amount of spreadsheets. She set up a website that was internal. I remember looking at it, maybe Tuesday, and there were two cities listed. Then as word got out, more and more cities were listed, and the website continued to Get updated until they had over 30 cities around the world listed. Every city had a bailiwick organizer, fancy a lead, a person that was then in feel with us, getting information, support, ideas on how to safely achieve this walkout, what to talk about once the walkout happened.

Yeah, it really was just this extraordinary effort. I mediate they utter kindhearted of joked after the walkout, zilch of us really knew each other before. So talk about fancy getting to know each other very quickly, learning to trust each other’s instincts, having really honest debates about how to labor through different challenges. I mediate it was extraordinary because they utter really fundamentally just believed in what they were doing, so they really carried each other. Obviously, every office around the world carried each other, too.

All right, Stephanie, can you talk about that concept of being collective, as a group of people?

Stephanie Parker: Yes, of course, I mediate Erica stated it beautifully when she said that utter of us coming together and putting their hearts together and putting their skills and their heads together to labor on this was a really great, beautiful, extraordinary experience.

What about fears?

Stephanie Parker: Yeah, what I was going to add was that you mentioned that the tech workers fill largely been docile and don’t fancy to protest that much. I would Tell that a lot of tech workers are afraid, that a lot feel isolated. They feel hopeless. I converse for myself when I Tell that I spent the past four years at Google thinking that we’re telling the company what they charge about. We’re giving their feedback about what’s wrong through utter of the official channels. We’re filling out the surveys every year. They are talking back in TGIF and asking these questions, and nothing is happening.

But once they start to find each other, and espy each other utter speaking out and utter saying, fundamentally, the same thing, then the daunt starts to disappear away. Once they start taking collective action, then they can’t be stopped.

I achieve mediate the tools retain you apart, too, don’t they? If you fill an aptitude to, you know, with Twitter, what is it hashtag-ivism? If you go, “Oh, I’m against that guy who killed the journalist in Saudi ...” That’s enough. fancy it’s the concept of that, that’s sort of ...

Stephanie Parker: Sure, yeah, I mediate we’re definitely encouraged by the powers that be to funnel their inflame and their energy into places that it will not grow into anything actually powerful. They fill to motif it out on their own with each other, how to actually build power and hold the powerful accountable.

Talk about this, Meredith, because you were just talking about the conception that nothing ever happens. In terms of, you’re working on AI stuff, is that they talk about it, then 97 percent of people who result AI are white guys.

Meredith Whittaker: Yeah.

So, what?

Meredith Whittaker: I mediate what we’ve seen this year, but sort of in ... they hit a step role maybe a pair years ago, is that the stakes of this technology fill just increased exponentially.

Explain that. justify why for people who don’t ...

Meredith Whittaker: I will try to Twitter-summarize this, but I mediate we’ve seen the consolidation of the tech industry into a handful of substantial players who fill incredibly powerful infrastructures, who fill more or less, they are the only ones who are able to collect the kindhearted of data they have, draw the kinds of insights they can draw from it. They are creating AI-based technologies, to utilize that term kindhearted of colloquially, that are now being deployed throughout their core convivial institutions. They are shaping their politics. They are shaping decision making. The benefits of those are accruing to a very little few. That’s what we’re seeing.

We fill seen a number of instances where the narrative of tech has sort of ruptured and been shown to be not reform this year. I mediate there are a lot of people in tech who are ready to trap action. What I mediate they saw is some catalytic moments after a year of speaking your mind, of trying to sort of forward these complaints, seeing nothing happen, and saying, “Hey, I don’t want my title on this,” right? I don’t wanna be involved in this. I don’t wanna be portion of a culture that does this, and I don’t wanna build things that achieve that. It’s time for leadership, right?

In a lot of ways, the employees are the base. You know, Trump always talks about “the base.” Employees are the ground for these people, and they can’t mess around with them. It’s harder to hire people, right? This is a very competitive talent environment.

Stephanie Parker: Why achieve you mediate they’re hiring so many contractors?

That’s right, exactly. They’re keeping them in positions of necessity of power. Oh, absolutely. It’s textbook. It’s fancy coal mines back in the 18-whatever. I know why they’re doing it. They’re just a nicer version of that, I mediate that is.

Erica, talk about this. So you result these demands, you establish them up and you achieve the walkout. What achieve you hope will befall next?

Erica Anderson: Well, so much happened when they did the walkout. I intend it was, first of all, just ...

Got coverage across the world.

Erica Anderson: Extraordinary, yeah, it started in Asia with Singapore and Tokyo walking out. It was a rolling thunder around the world at 11 a.m.

Did they convene it “rolling thunder?”

Erica Anderson: No, but now I do.

Rolling thunder!

Erica Anderson: It was truly extraordinary. By the time they woke up in original York City, there was already a massive press cycle around it, of course. They actually set up an email alias for utter press to reach out to us because they knew they wouldn’t be able to exploit the scope of what was coming in.

We basically took the day, they utter did the walkouts and they did some press. I mean, very selectively, but they did talk to some places. And then they waited. They didn’t necessarily just wait, but they knew, “Okay, now the ball is in the executives’ court, so what are they gonna do?” It took them exactly a week to approach back. I mediate it was Wednesday, so six days after the walkout they received an email that there would be a town hall. They knew that that would be kindhearted of the answer.

Yeah, I got that email too.

Erica Anderson: You did?

Claire Stapleton: LOLs.

Meredith Whittaker: It “leaked.” They said it leaked.

What a astound — there’s millions of you, approach on! You’re not as leaky as Yahoo and Facebook, but you’re birthright up there.

Erica Anderson: Yeah, I mediate they were utter excited. And by the way, they had utter been talking every night, having meetings. They just were continuing to achieve work, well, how achieve they catalyze the group that’s now in place, the thousands of employees. Yeah, they utter showed up to their respective offices to listen to the response to the demands.

So, Meredith, what did you mediate was gonna happen? Then I want Celie to respond to that.

Meredith Whittaker: I wasn’t confident because I knew this sort of rattled them, but frankly what I’d seen in the past is not much of a response, right? Applying the same outmoded tools to a very original situation, even though those tools fill been proven ineffectual.

What I saw was them doing the minimum viable to try to tamp down the situation, both claiming credit for it, “This is a noteworthy walkout, and this has been such a wake-up call, and we’re so cheerful to be now leading the industry in this,” which is ... you know, I think, Ruth [Porat] said that recently. Also, trying to minimize the concerns, and frankly, erasing a number of the core issues around racism, discrimination and the mistreat of power, while highlighting one type of behavior.

One thing. What about you, Claire, what did you think? I want each of you to respond.

Claire Stapleton: You know, there are a pair of executives that, when they spoke to their team, I thought, “You Get it.” I really hoped that that would shine through. I thought we’d espy some leadership. The town hall was really tough to watch.

We’ll Get to the demands. I wanted to say, what did you hope from them? Did you hope them to just try to roll you?

Claire Stapleton: I thought they would achieve it. Maybe I’m an optimist. Everyone keeps proverb I’m fancy the executive apologist here. I thought they were reasonable. They were kicking around, donate $90 million ...

That was my idea, I thought they should.

Claire Stapleton: Yeah, birthright to ...

$90 million was the amount, explain...

Claire Stapleton: $90 million is the amount that Google paid Andy Rubin as portion of his exit package. This is someone who had a long history of sordid misconduct. The more radical among us were calling for the ouster of people at the top, and they kept it to systemic change. utter of these things are interconnected: Sexism, racism, discrimination writ large, the sustain of contractors at this company.

We very specifically wanted the demands to reflect the system, wanted to espy steps toward ... This isn’t the tablet of Moses, but they wanted to espy steps towards change in utter of these categories. They gestured to the demands as they responded. They did not ever address, acknowledge, the list of demands nor did they adequately provide solutions to utter the five. They did drop forced arbitration, but for sexual harassment only, not discrimination, which was a key omission. Nothing was addressed regarding TVCs, though people did claim about that in the town hall.

Then there was a sort of packaging of other labor streams that fill been going on in HR around pay inequality, etc., and saying, “This is what we’re gonna do.” And they also offered a original sexual harassment training that they did not claim for.

And then fill it on their performance review, “you didn’t achieve it.” It doesn’t matter for the top executives if they Get a ding or not.

Claire Stapleton: Exactly, exactly. Yeah, I mediate they didn’t espy accountability in action.

All right, so Celie, what did you mediate of the response? I want each of you to sort of respond to the response.

Cecelia O’Neil-Hart: I had a process as the response was coming in by which I kindhearted of checked the response, which was actually the stories from the women in the Mountain View rally. I watched this line form behind me, in Mountain View, of women who were willing to just Get up onstage and iterate their stories of where the process had failed them.

So I had two or three stories. One of them was this incredible account from a woman who was drugged at a labor party. Every time I heard a response, I sort of checked like, “How would her sustain fill been different? How would her sustain of HR fill changed with this response to the demands?” I just cannot approach up with how the process would not fail these women who stood up onstage in Mountain View and risked their jobs in front of 5,000 of their colleagues. I can’t approach up with how the process has changed to rear up those voices in a artery that’s different or more supportive than it was before.

So that to me is fancy the ultimate check: Where will these stories change?

Right, exactly. Yeah, where would you Get the disclosure, the transparency, and things fancy that. What about you, Stephanie? How did you mediate about it, the response to your demands?

Stephanie Parker: Yeah, so I would Tell that I was not as optimistic as Claire, or maybe others in the group.

“They’ll achieve it. They’re super nice. They utter fill Teslas!”

Stephanie Parker: Right, exactly. They utter charge so deeply about these issues, you know, so I was not very surprised...

Claire Stapleton: Sundar said he was “oozing” empathy, which I thought was great.

Stephanie Parker: Oh, yeah. But what I was disappointed by was that they did not even confess that the HR processes and systems are not working. They heard stentorian and pellucid from 20,000 of us that these processes and reporting lines that are in space are set up the wrong artery and necessity to be redesigned so that they regular employees fill more of a Tell and more of a gawk into the decision-making processes, and they didn’t even confess that as a convincing sentiment or idea.

They said, “Oh, you know, we’re gonna achieve a survey to espy how people feel about HR.” They just told you!

Yeah, right. They just got a survey.

Stephanie Parker: They really took the conversation back two steps, which was pretty insulting.

They were actually undercutting your authority, just so you know. Just FYI. I specialize in power politics, and I can iterate you that’s just what they were doing.

What about you, Amr? What did you mediate about that? What was your reaction?

Amr Gaber: My immediate reaction was that they completely whitewashed their response. They avoided talking about race in any way, shape or form. proverb they’re just gonna recommit to OKRs. You’ve been committed to those OKRs for years.

Explain what an OKR is. justify what that is for the regular people.

Amr Gaber: It’s an Objective and Key Result, it’s fancy a goal, main goal for the company as a whole. You’ve been committed to those OKRs for years and nothing has changed. Then on top of that they excluded contractors from being allowed in the meeting to hear these things. They wouldn’t remove arbitration for discrimination. Basically saying, “Yeah, we’re gonna retain discriminating, deal with it.”

I just wanna say, the other thing is that they soundless retain looking for ways to, kindhearted of fancy you were saying, divide and conquer us. I said in the beginning, I’m an entry-level engineer. I got five years of industry sustain before I hired at Google. Even though these issues impact some groups more than others, they impress utter of us. Just because the title of the company is a baby word doesn’t intend that it’s not greedy or exploitative.

The company doesn’t charge what race, gender, sexual orientation, age, ability, national origin, pious belief, history of military service or job type you fill as long as you’ll accept less than you’re worth.

Okay. What achieve you really think, Amr? No, but I coincide with you. It’s very interesting. Talk about the divide and conquer, how that impacts things. Because they want you utter not to be collectively talking, which is very arduous because it’s a very diverse culture at Google, with different opinions. One of the dings on Google is everyone has the same opinion, but they don’t necessarily.

Amr Gaber: Mm-hmm. Yeah, there’s a lot of substantial ways and little ways. Some substantial ways, for example, some contractors recently in some offices got moved to completely different offices. Now they can’t even interact on a daily basis. The divide between full-time employees and compress workers is a substantial one. The systemic racism, actually, in hiring and promotion for inescapable job ladders fancy engineering, versus other job ladders, versus compress work, is also another substantial one.

Then there’s a lot of little things fancy they took away contractors’ aptitude to read those chat rooms, to be involved in those kinds of chats, just recently. They achieve things like, “Oh, we’re gonna fill a holiday party,” but zilch of the contractors can be involved.

Right, right.

Amr Gaber: They can’t be invited. It’s just full-time.

Yeah. So Erica, what was your response, finally? And then we’re gonna talk about what you guys are gonna achieve next.

Erica Anderson: Yeah, naively, fancy Claire, I was really excited. I thought they were gonna result a change. I was like, “Wow, they’re coming together. They’re putting a meeting together. They’re utter getting up onstage.” I was pretty disheartened. I mean, I had a pretty substantial eye-opening personal sustain about how the response to the demands were whitewashed.

Yeah, just really disappointing, because ultimately I mediate it’s such an opportunity for leadership, just to say, “We necessity to achieve better.” For someone to fracture away, in the executive rank, and to say, “We are so creative. They are so innovative. They can motif out a legal solution to this. They can motif out a artery to bring people along with Google’s success, to result it more diverse, more equitable.”

And so it was really disappointing. I just think, in the days after, I’m just sitting here thinking like, “Where’s the leadership?” If I actually ... I know Facebook’s in their own challenges birthright now, but if I was at a competing company that was trying to retain Google talent ...

They won’t be going to Facebook.

Erica Anderson: Yeah, yeah, I would just address utter the demands. Any other tech company should just address this because there is so much inequity. It’s so difficult for ... Someone said earlier, I mediate maybe it was Celie, these demands were really a consolidation of a lot of things other groups fill asked, fancy the Black Googler Network. They’ve been on the forefront of this, asking for transparency around pay equity because they fill a hunch, maybe they fill a hunch, that pay equity is just ...

Google says they achieve release this data.

Erica Anderson: Well ...

I know, I know.

Erica Anderson: I mediate actually it’s vital to define “pay.” I just wanna Tell that. Pay is a base. It’s also bounty and it’s also equity. Actually, in Laszlo Bock’s book, you know, the architect of Google’s HR system ... I was spinning through it the other day. There’s a gross chapter called “Pay unfairly: Why it’s okay to pay the same person differently.”

This is in the early days of Google, but it’s worth looking back at. The system was set up to reward people who had high impact, which is probably technical people, and literally talks about paying people 300 or 500 percent more equity based on their perceived impact. If they fill nothing to hide, let’s partake that data. Let’s actually gawk at how that breaks down across gender and race.

Yeah, and you also recall, when Erica Baker did it, she got into trouble. Erica Baker establish out the salaries, and she did a group thing, and ...

Erica Anderson: I just saw that spreadsheet the other day. I loved that.

Yeah, it’s an extraordinary spreadsheet.

Erica Anderson: Also, like, they don’t talk about it. In my department we’re discouraged to talk about leveling, what they make. I remember when I was at Twitter, I asked a guy, “Hey, what’s the scope that you make?” He told me and it was artery more than what I made, and I was like, “What the heck? We’re the same.” I had to disappear to HR.

But they kinda fancy dishearten you from talking about this stuff, which, there’s power in talking about it and finding out so that they can ... I want a seat at the decision-making table.

Stephanie Parker: That’s why they dishearten us from talking about it. Laszlo famously said onstage ...

This is Laszlo Bock, who was the head of HR before. Now it’s Eileen Naughton. disappear ahead.

Stephanie Parker: Yes, exactly. Laszlo famously said that if they utter talked about their pay and if they released that data, imagine how it would result people feel to learn that they are making less than the person sitting next to them.

Badly!

Claire Stapleton: They might even mount up.

They might even mount up, yeah, absolutely.

Stephanie Parker: They might even Get mad and claim more.

Meredith, why don’t you finish on the meeting that happened, and then we’ll Get to what you guys are gonna achieve next. The second meeting after the demands. You may not be able to talk about it ...

Meredith Whittaker: Ye olde town hall.

... but I understand it was quite disturbing, and one executive, I mediate it was Urs, got up and felt fancy a victim, which sounds fancy Urs to me. Sundar wasn’t as present. There’s some others. Ben was okay, different people said, but it was sort of ... How did you feel after it?

Meredith Whittaker: Lackluster.

Lackluster, I mediate it was like, “We feel for you, but ...”

Meredith Whittaker: It was joyless. It was ... What there wasn’t was leadership. What there wasn’t was an understanding that accountability was necessary, and they were ...

I’m sorry. Were Larry and Sergey there?

Meredith Whittaker: No. No one who would possibly be problematic was there that I know of.

Problematic, what achieve you mean?

Meredith Whittaker: Named in the Andy story.

Sergey had issues, we’ve reported on those issues, yeah.

Meredith Whittaker: There are other people up there, but there was fancy ...

David Drummond, yeah.

Meredith Whittaker: But it wasn’t ... they were pulling from a toolbox that no longer works, right? There was excuses for their own sort of ... They were making excuses that centered themselves as almost victims. There was defending a system that is resoundingly broken, that you don’t fill 20,000 people in the streets planned in three days if there isn’t something deeply, structurally wrong.

There didn’t appear to be an acknowledgement of the gravity of the issue they’re facing here, and the gravity that this industry is facing, the issues that fill now fallen at their doorstep, right? They did not espy leadership there.

It’s really appealing because when I got on the phone with a lot of them they were like, “You know, Kara, it’s really hard.” I’m like, “I don’t care.” They were like, “It’s hard.” I’m like, “Aren’t you the smartest people on the planet? I thought you iterate me that every week.”

Meredith Whittaker: I’d esteem to understand what’s so arduous about it.

Amr Gaber: Yeah.

You know what I mean? I mediate it is ...

Meredith Whittaker: They’re utter rich. They could achieve it instantly.

Stephanie Parker: It’s hard, but they’re making conscious decisions here. They often approach back to us and say, “We necessity more data. They necessity to really understand the problem.” But they fill more data than utter of us and are making conscious decisions every day that impact and demolish the lives of people that labor for this company.

This is Stephanie, by the way, talking.

Stephanie Parker: A highlight for me, leading the walkout at the San Bruno headquarters was, I read the scripted speech and then I threw the paper away and I just spoke what was on my mind. I asked the crowd, “Where achieve you mediate Google got that $90 million they used to pay out Andy Rubin? They got it from every time you worked late. Every promotion you didn’t Get because they said there’s not enough budget, you fill to wait. It’s from every contractor who came to labor sick because they fill no paid time off. These are conscious decisions that the company is making, and abusers are getting moneyed off of their arduous work. It’s just not fair, and they completely know what they’re doing.”

All right, before they Get ...

Amr Gaber: Yes. I just want to add, in three days they organized a walkout of 20,000 people across the entire planet, and in three days, they came up with a nifty slide deck and a policy that matches Uber’s — you know, the nonpareil of how they should deal with sexual harassment in the tech industry.

All birthright then. Okay, on that note, we’re gonna trap a very short break. We’re gonna disappear long, I think, here. We’ll be back ... because it’s my podcast, and I can achieve whatever the fuck I want. We’ll be back after this with the organizers of the Google walkouts. That includes Erica Anderson, Claire Stapleton, Meredith Walker, Stephanie Parker, Cecelia O’Neil-Hart and Amr Gaber. We’ll be back.

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Okay, we’re back now with the organizers of the Google walkouts, who fill gotten really feisty, which is bizarre as far as I’m concerned. One of the things that people achieve when they gawk at you is say, “Oh, you’re utter a bunch of Google people. You’re utter elite. You’re utter rich. You’re utter this.” That’s one of the tools against you.

I don’t care. Anyone who organizes is marvelous as far as I’m concerned, and labor is work, but it’s one of the concepts of tech that people shouldn’t Tell things because they’re so over-privileged anyway. Does anyone fill ... please, anyone, converse up on that.

Claire Stapleton: This is Claire. One of the 10 things they know to be true, you know, Google’s credo manifesto thing was Google is not a conventional company, but I mediate that what we’re talking about is it actually very much is. I mediate utter of these systemic issues ... The profound down in the bones, the discrimination and the inequity, Google is no different. The executive mismanagement, the mistreat of power, utter that stuff exists here, just fancy anywhere else. We’re reckoning with Google exceptionalism. And putting it aside, because they really want to drive change forward, in an idealistic ... Let’s mediate about the world. What’s the change they want to see?

Certainly there’s many aspects of this walkout which converse to the uniqueness of Google. I mean, we’re using utter the Google tools, the artery they came together was such, you know, type-A overachiever madness collaboration, which is incredibly exciting and interesting. But I mediate that we’re looking at the problems of this company and of the world around us, the sociopolitical hellscape that we’re utter in, with total clarity and purpose, and we’re not really giving up. I mediate that it’s sort of fancy the genie is out of the bottle for this.

Right. So Erica, talk about this, because you and I fill talked about this concept a lot in that... I’ve been hammering on the drum of tech responsibility for two years now. Like, what are they doing? What is the damage? They’re not benign, these platforms.

Obviously, Facebook started the six-car pileup birthright now happening with another original York Times article, which also brought together stuff that had been there at the birth and which people had talked about. One of the things about the Google account is, again, I mediate they had broken two of the sexual harassment stories or sexual problematic issues. The Information did a bunch. This was utter out there from the birth of Google.

And one of the things [people] said, “the media should fill reported it.” I’m like, “We did. Nobody cared.” They wrote about Sergey, they wrote about David Drummond, they wrote about Amit. I mediate I was the person who told Travis Kalanick that Amit was in problematic investigation at Google, which I shouldn’t be the one to fill told Uber this.

So, how achieve you gawk at the conception that people in tech mediate of themselves as better? People at Wall Street don’t disappear around and say, “We are exceptional people,” or, “We’re better than other people.” There’s this conception in tech that there is a better world to live in. That’s what they’re selling, at least.

Erica Anderson: Yeah. I mediate actually, that’s one of the unattractive aspects of being in tech. I mediate there is an extraordinary amount of influence that’s approach along with the products and tools and services that fill been built, but there’s also been a lot of unintended consequences and disruption of traditional analog environments, whether that’s the advice industry, which I’m focused on, or just a variety. Right? The spread of propaganda, which is something I mediate a lot about.

So I don’t know, I approach at this from a flat of, there should always be humility. With noteworthy power, right, comes a lot of responsibility. Yeah, I mediate it’s really important. I mediate that the amount of influence, the amount of money that’s being made can sometimes result people feel fancy other ... I actually mediate that’s probably an unproductive stance for a company that’s pile tools and technology for everyone.

And so I don’t know, that’s just why the ... No one should be out of the reach of accountability, and that’s why that, I think, Rubin account really affected us all. No amount of money or privilege can actually establish people outside of that.

Right. Meredith, what achieve you want now? What’s going to befall now? Here you are, you’ve made this noise, and I want each of you to talk about this. What achieve you want to fill now? How can you pressure these executives? Because they can disappear back and secrete into the money and the power and everything else. It’s very effortless to achieve nothing. That’s the effortless stance is to sit back and wait for it to ... fancy the #MeToo thing, anything else. utter these things can be easily exhausted after the inflame is over. Each of you, I want to mediate about what you mediate should befall next.

Meredith Whittaker: I mediate their demands should be met. I mediate an employee representative on the board is key.

100 percent.

Meredith Whittaker: They necessity representation and they necessity to start ... You know, if we’re such a novel and creative company, if we’re gonna stand before the hype, then let’s motif out a artery to result these decisions more democratic, more deliberative. Let’s gawk for mechanisms of public accountability and let’s examine the claims that we’ve bought about ourselves. Right? Why are they special? Let’s gawk under the rocks and be like, are they able to cash these checks they wrote? Are they what they Tell they are? And I mediate that this is not a Google issue. I’m at Google, that’s why I’m doing it at Google. Right?

Mm-hmm.

Meredith Whittaker: But this is an issue I mediate for the tech industry overall and for the artery that businesses are run, generally.

If you’re going to change the artery traffic is done.

Meredith Whittaker: Yeah.

If you pretense to achieve that. birthright now you’re not special, just so you know. I never thought you were.

Meredith Whittaker: We’re not “special.” substantial air quotes, for the radio audience.

Okay.

Meredith Whittaker: But I mediate they necessity accountability systems and I mediate frankly they necessity to start connecting these cultures within these companies that utilize racism, discrimination, mistreat of power, sexism, to exclude many from power and sort of accrue resources to a very few. They necessity to start connecting those to some of the broader convivial issues that these companies are answerable for.

And actually, AI Now is publishing a report later this month that is going to gawk at those issues in connection to AI and start to sort of try to tie out some of the bigger convivial issues that ...

Because it does fill convivial implications in future technologies.

Meredith Whittaker: Absolutely.

And especially these original technologies are so much more disturbing: AI, robotics, automation, self-driving, utter of these things.

Meredith Whittaker: The realities within these companies, the culture within these companies, the assumption, the life sustain of the people in these companies are inscribed in these technologies and remapped onto the world.

All right, Stephanie, where achieve you mediate it goes from here?

Stephanie Parker: So it’s fancy I said before, where is utter this money coming from that they can toss around?

Mm-hmm.

Stephanie Parker: It’s coming off the backs of the employees who are working overtime and competing against each other for the runt bit of money that’s left, so that a few people at the top can Get even richer and fill even more power over their lives. The company cannot sprint without us. fancy you said, Kara, earlier: We’re the base. It can’t sprint without us. And what they just saw at the walkout is that we, the workers, fill the aptitude to rotate off that faucet if they Get mad enough and if they labor together on it.

I mediate the reality is, that is what we’re going to fill to retain doing if they want to espy more change than ...

Do you espy you utter doing it? Stephanie, achieve you espy you utter doing it, because after a while you disappear back into your cafeterias ...

Stephanie Parker: Well, no one’s going to achieve it for us, and these problems aren’t going to disappear away, so I only espy it poignant forward.

Do you feel that there’s any leadership initiative behind ... that they achieve Get it?

Erica Anderson: I mean, they hope so.

Stephanie Parker: Given their most recent response, they know that they are continuing to discuss and talk about this, but it’s going to be us who needs to shove the conversation forward every step of the way.

All right, Amr?

Amr Gaber: I would just reflect what Stephanie said. I mediate we’ve seen ... I mean, that’s why it’s super vital that this isn’t just about tech workers actually, this is ... They didn’t just walk out by ourselves, there were contractors that walked out with us, people of utter different types that walked out. That’s what makes this so powerful and that’s what they fill to retain doing poignant forward, is result this a completely inclusive movement.

And it can’t, fancy Meredith said also, it can’t just be at Google, they know these problems are larger than that. And that’s what we’ve got their sights set on, and we’re not going to back down. Period.

All right, Celie?

Cecelia O’Neil-Hart: I’d disappear back to what I said earlier where I checked it against the stories, right? I mediate they necessity to not be apprehensive to Tell the actual words. I want to hear their execs Tell the actual words fancy “discrimination,” which was erased from their response to the demands. fancy “systemic racism,” I want to hear those actual words.

And I mediate when they say, an quit to pay inequity, again to reflect Erica’s point, it’s not just about salaries, it’s also about bonuses and staff benefits, but it’s also about under-leveling ...

Yeah, talk about that.

Cecelia O’Neil-Hart: Going back to checking ...

Explain what that is really briefly.

Cecelia O’Neil-Hart: Absolutely. So at Google, they are utter in these levels, the artery they sort of result sense of the hundreds of thousands of employees, or rather, hundreds of thousands of compress workers and employees, is these leveling systems.

And when I converse with black women at Google I hear account after account about under-leveling. A black woman with a PhD who comes in at the same flat of a brand-new college grad white male, right? Or a fellow marketer and dear friend who has an MBA from an Ivy League and came in two levels below any other MBA I know of at Google. Right? Like, these are actual stories.

Stephanie Parker: I can jump in and offer an example. I, as a black woman at Google, came in with an undergraduate and master’s degree from Stanford and three years worth of sustain working in the tech industry, and they chose to establish me into an entry-level six-month compress position in recruiting.

Right, so it’s putting you in the wrong space in the first place, and then not supporting you as you shuffle up the promotion scale. Because to me it’s bringing ...

Stephanie Parker: Exactly.

What I’ve heard from so many people, especially people of color, is they bring people in to Get these numbers up and then there’s no advocate to shuffle people up. And then they say, “Look, it didn’t work.” When they give so much advocate in other ways that isn’t ...

Stephanie Parker: “Look, it must be a pipeline problem. They necessity to disappear to more schools and teach them how to code. There’s something wrong with these students and something wrong with the pipeline.” But no, black women fill the highest attrition rate. They’re leaving Google at higher rates than ...

Not just Google, utter of these.

Stephanie Parker: ... any other group, utter over the industry.

Right, because of this ... The artery it’s ... You can’t win. That’s what I always ... I mediate about it … I was having an argument with another CEO and I said ... They’re like, “Oh, they brought them in to work.” I said, “Did you give them support? Did you give them mentorship that you give everybody else? Are they snug in the convivial environments there? Are the parties that are being done that create these opportunities there for them?” Like, the convivial parts. You know, there’s utter these elements that don’t ... Or else just change it and don’t result it sprint fancy that. You can either achieve one or the other and change the thing, which I mediate is interesting.

All right, Celie, so what of the demands — then we’ll disappear to Erica and finish up with Claire — what of the demands achieve you mediate are most important, of those, the ones that they didn’t answer?

Cecelia O’Neil-Hart: Yeah, I intend for me, No. 2. We’ve got to talk about No. 2, ending pay inequity and what that means.

To me, that’s it. Money is everything, that’s how they listen. I don’t know, it just seems to me. Even beyond ... and titles, same thing. You’re talking about pay and title.

Cecelia O’Neil-Hart: Yep, level. Yeah.

Level, and what was the response? They were just saying, “We’re looking into it.” Right? Nothing. “We’re looking into it. We’re studying.”

Cecelia O’Neil-Hart: Actually, it was unacknowledged, yeah. I mediate that’s why I said the thing about proverb the words, right? I want to hear these execs ... You know, another story, I was in a meeting with an exec terminal week and a victim was asked to retell her account to this exec. They approach out of the meeting and I was like, “Oh, these are utter the actions I want to see. I want to espy action A, B and C, and claim C, D and Y.” And the victim said, “You know, it’s so laughable Celie, I just wanted her to say, ‘I believe you.’”

Mm-hmm. Right.

Cecelia O’Neil-Hart: “I believe you,” and rawboned toward believing women, rawboned toward believing people of color at this company when they Tell they’re experiencing inequity. Let’s rawboned toward believing those stories instead of believing this problem is going to fix itself through charge and wanting it to.

One of the other issues in that is that it quickly moves to after they Tell they’re sorry ... fancy just this week with the Facebook thing, they said they’re sorry and the next minute they couldn’t tolerate a bit of criticism. It’s, “You’re after us!” I’m like, “Yeah, I am after you. That’s right.”

Claire Stapleton: Accountability.

It’s really an inability to trap an “I’m sorry” beyond — and fancy really achieve Tell that and not immediately feel victimized, which is to me the people who hold utter the power sentiment victimized is an exhausting ...

Meredith Whittaker: Yep.

You know what I mean? It’s sort of fancy the person with the gun aimed at your head is like, “Look, I’m in actual worry birthright now.”

Meredith Whittaker: “My hand hurts!”

So Erica, what about you ... stop having a marvelous time, this is a sedate subject. Erica, what about you and then we’ll finish up with Claire.

Erica Anderson: Yeah, I mean, plus one to Celie, the second claim on pay inequity is so important. And yeah, I just want the company to raise the bar and to approach back and astound us. Like, present us that you’re really listening, that you’re going to be creative and that you want to address these systematically.

All right, let me just claim you Claire, you’ve been around ... How long fill you been at Google?

Claire Stapleton: Eleven and a half years.

Okay, so you know, since I’ve been there longer than you, since I’ve been in the drainpipes of Google for longer than you, this to me, comes from the very birth of this company. This is a DNA of behavior in terms of a lot of the top executives. Initially, it’s a startup behavior that’s not different than others, but it’s also as they become wealthier and as they become more insulated they are surrounded with people licking them up and down utter day, and how smart they are. You know what I mean?

Claire Stapleton: Mm-hmm.

Do you know what I mean? Then they’ve changed in that way, since I knew them when they were in the garage, for example.

Claire Stapleton: Sure.

How achieve you change that? Is it original leadership at the company, or you just slap them silly until they Get the point? And there are executives, let me just say, who are concerned, but don’t know quite what to do, and it’s unusual to hear very powerful people saying, “I don’t know what to do.” But what achieve you imagine is going to befall next, and what are you utter going to achieve next as a group?

Claire Stapleton: They actually fill an effortless job, which I mediate is to continue driving this conversation forward and continuing to establish pressure on them. The intuition why this is effortless is because they didn’t manufacture the outrage that got us to the walkout, the 20,000 people walking out around the world. They harnessed it, sure. They sent out some organizing details. But really, this stuff is on the front burner for so many people at the company, which I mediate is incredibly powerful.

After being here 11 years, I completely coincide with you that this is DNA stuff. However, the lights are on birthright now. This is a huge moment for the culture, and if I were an executive, if only, I mediate that what they fill to achieve is embrace the tough critique that they’ve gotten and try to understand where we’re coming from and result these changes, and result them in collaboration with us, which has not happened.

Or they can follow the path that they fill been on up until now: trap it personally, preserve what they’ve done before, preserve the executives that don’t mediate that they should be blamed. And what is so extraordinary and so powerful is, that’s not working. It’s going to be whack-a-mole until some actual reckoning happens on that level.

And they retain proverb that this is a marketing opportunity for some exec out there. Stand up. be the voice. be the change. There are people who fill the power to meet the demands, to result this birthright and to shove the culture forward in a artery that will change history.

Is there someone in mind? achieve you fill people in mind?

Claire Stapleton: I’d fancy to be surprised. Larry and Sergey, where are they?

Sorry, I’m going to give you that piece of information. One of them’s in a hovercraft and the other I don’t know what he’s up to. He’s wandering around on a 10-wheeled bicycle.

Claire Stapleton: I mediate it’s arduous to abide in touch, when you’re really on that flat and you’ve had the insane life account that they’ve had. They want to change the world, I mediate that they fill to reckon with what’s going on at Google. It is so profound. It’s really ... I mediate that there are a lot of execs out there who are crossing their fingers and hoping this blows over. I’m telling you, it’s not blowing over. This is going to retain rolling. Rolling thunder!

What’s really appealing is the founders, though they were the ones that tolerated and created it, both created and tolerated it, or tolerated it at the very least. And that’s what I sensation ...

Claire Stapleton: But they’re also original Age-y. Where’s their Reiki master guy?

Well, we’ll espy about that. So are you utter hopeful, each of you, of what’s going to befall next? That you’re going to retain at it?

Claire Stapleton: This is Claire again. I am unbelievably fired up and inspired by the people I met through this process. It was fancy a sort of Justice League. This is not even just the people in the room, this is the bailiwick organizers, the people who shared their stories, the contractors who took portion in this at tremendous personal risk, which they can utter agree... This company is replete of extraordinary people. And again, the genie’s out of the bottle. They are utter sort of together in this in a way, which is incredibly powerful and exciting, so yes.

Meredith Whittaker: I am so optimistic. And I feel fancy one of the experiences I had is what does it intend to find the power of their collective selves, right? If they utilize these tools, as I mediate Erica and Stephanie were saying, if they utilize the skills they fill toward pile a culture and a future they want, what happens? What happens if we’re not waiting on the executives to wake up, but if they just start taking it?

Mm-hmm.

Meredith Whittaker: I really feel the possibility of pile this original source of power, figuring out what it means to utilize these skills collectively toward a vision that they mediate is healthier and better and safer for everyone. And hopefully they wake up, because I achieve mediate it is a marketing opportunity for them. They could be heroes and they’d soundless fill a yacht and two houses. They could be fine.

Yeah. It’s two yachts and three houses, just so you know.

Meredith Whittaker: I’m so ... I’m always in the terminal century.

Erica, we’re going to disappear through everyone really quickly. Erica, quick.

Erica Anderson: Yeah, well, I’m optimistic, but I fill to Tell I was having a few arduous months at Google and I was like, ah, it was tough to labor on different projects, and then I met utter of you. It’s just reengaged ... fancy Google has incredible people at the company.

Yes, they fill assembled an extraordinary group.

Erica Anderson: Yeah, absolutely, but they found each other in a really unexpected way, and so it’s been so inspiring and I don’t know, something I’m really excited about.

Mm-hmm. Stephanie?

Stephanie Parker: Yeah, I want to Tell that I’ve worked on a few different teams at Google, utter on meaningful, purpose-driven projects. I’ve worked on the advice team, I’ve worked on policy most recently. But I’ve never felt as much purpose and acceptation as when I’ve approach together with these people here and working to challenge Google to be a better space for everyone. It has never felt so birthright to be here and doing this. I hope they retain going, yeah.

Amr?

Amr Gaber: I want to Tell thank you to utter of the people, utter of my coworkers at Google that stood up and made this befall utter over the world. Thousands and thousands of people came together to result this happen. I want to Tell thank you to them and I want to Tell what’s extraordinary is that every day they walk in and labor on the company’s vision for the world, and that week, they came together and worked on their vision for the world altogether on something that really mattered. And so that is just incredibly inspiring and I mediate we’ve got ... we’re just getting started and I mediate that we’ve got a long artery to disappear but I’m hopeful about it.

All right, Celie, finish up.

Cecelia O’Neil-Hart: Yeah, I just reflect what everyone has said. I’ve been so inspired by this group of brilliant humans in this play and so far beyond. Again, the local organizers, everything from blue ribbons in Mountain View to vests in Germany. It’s just been extraordinary to espy what everyone has done.

You know, we’ve called this the “Walkout for actual Change” for a reason. Even if utter of their optimism comes genuine and the best outcome and their demands are met, actual change happens over time and we’re going to hold people accountable to that actual change actually going down, and hold us accountable for demanding it also, because we’ve got to Get the comfort of the demands met.

All right, well, thank you utter so much. I covenant also to drive them crazy. I mediate I’m marvelous at it and I fill utter their cellphone numbers so I can text them. I’ve written so many “you suck” texts to these people that you would be surprised. “You really suck.”

Erica Anderson: send them this podcast.

They’re like, “Kara!” And I’m like, “You suck so bad.” That’s what I’ll contribute to this.

Erica Anderson: A dragon.

It’s surprisingly effective. You’d be surprised. Anyway, thank you so much Erica Anderson, Claire Stapleton, Meredith Whittaker, Stephanie Parker, Celie O’Neil-Hart and Amr Gaber. Thank you so much for doing this and I can’t even iterate you. Get over to Facebook and serve those people over there immediately because they don’t appear quite as angry, but you necessity to present them that this kindhearted of stuff matters and that they can fill an impact on making things better. They really prize it and thank you for doing this.

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