publication date: 2016
Currently, the author Dan Lyons writes for the HBO show Silicon Valley. Five years ago Lyons was the technology editor at Newsweek. For a few years in between, Lyons worked at Boston tech start-up HubSpot. Disrupted chronicled that time.
At one point during the book, Lyons stated that the main purpose of Disrupted was to be funny and provide some entertainment for the reader. There were certainly many parts that were funny, especially because this was all presumably an accurate representation of what actually happened to Lyons while he worked at HubSpot. The book was full of so much corporatespeak and other business world gems. For example, here was Lyons’s explanation of the explicit and written “culture code” of HubSpot:
The culture code asks, “What does it mean to be HubSpotty?” and then defines the meaning of that term explaining a concept that Dharmesh [a cofounder] called HEART, an acronym that stands for humble, effective, adaptable, remarkable, and transparent. These are the traits that HubSpotters must possess in order to be successful. The ultimate HubSpotter is someone who can “make magic” while embodying all five traits of HEART.
There was also this example of one of Lyons’s coworkers:
[She] calls herself a member of the management team even though she has no one reporting to her. “I manage a team of one,” she tells us one day in a department meeting, and by one she is referring to herself.
Sometimes the corporatespeak went beyond eccentricity and self-aggrandizement and became sinister. Whenever someone quit or got fired, management at HubSpot always referred to it as “graduation:”
In my first month at HubSpot I’ve witnessed several graduations, just in the marketing department. . . . Somehow [the employee’s] boss will have arranged his disappearance without anyone knowing about it. . . . Nobody ever talks about the people who graduate, and nobody ever mentions how weird it is to call it “graduation.”
Although Lyons’s writing was often entertaining or enlightening, it was obvious that much of the book was written to give Lyons closure and vindication for working at a place he didn’t understand and hated and that sometimes treated him poorly. Many passages in the book contained personal screeds against HubSpot and the people who worked there.
This defensive and judgmental tone pervaded the book. Here were Lyons’s initial impressions of the people he worked for:
Nine months ago I was the technology editor of Newsweek. In that job I did not even notice people like Zack, or Wingman, or even Cranium. They are the kind of people whose calls I would not return, whose emails I deleted without opening. Even [the founders] were such small fry that I probably would not have taken the time to meet them for coffee, and I certainly would not have written about them. And Zack? Good grief. He’s five years out of college . . . .
The book was interesting and informative, but the whole thing was colored by the author’s screechy and judgmental tone.
3/6: more good than bad