Do seating charts matter?
Companies put their key teams next to the CEO’s offices as a statement
MOUNTAIN VIEW, CALIF. — If you want to understand the priorities of a technology company, first look at the seating chart.
At Google’s Silicon Valley headquarters, the chief executive, Sundar Pichai, now shares a floor with Google Brain, a research lab dedicated to artificial intelligence.
When Facebook created its own artificial intelligence lab at its offices about 11 kilometres away, it temporarily gave AI researchers desks next to the fish bowl of a conference room where its chief executive and founder, Mark Zuckerberg, holds his meetings.
“I can high-five Mark and Sheryl from my desk, and the AI team was right next to us,” said Facebook’s chief technology officer, Mike Schroepfer, referring to Zuckerberg and Sheryl Sandberg, the chief operating officer.
Even Overstock.com, the online retailer based in the Salt Lake City area, now runs a mini research operation, called OLabs. It sits directly outside the office of the company’s chief executive, Patrick Byrne.
A growing number of tech companies are pushing research labs and other farreaching engineering efforts closer to the boss. The point is unmistakable: What they are doing matters to the CEO. It may even be the future of the company.
“The world is moving faster and faster. It is being driven by technology and innovation,” said John Kotter, an emeritus professor at Harvard Business School. “And a lot of these businesses are concluding that the speed of technological innovation should be the heart of everything.”
A year ago, the Google Brain team of mathematicians, coders and hardware engineers sat in a small office building on the other side of the company’s campus. But over the past few months, it switched buildings and now works right beside the loungelike area where Pichai and other top executives work.
Jeffrey Dean, the celebrated Google engineer who oversees the Brain lab, is a short walk from Pichai. So are Ian Goodfellow, the researcher behind a new AI technique that generates lifelike images on its own, and Norm Jouppi, who explores ways of accelerating AI research through a new breed of computer chip.
“Any CEO thinks a lot about where people are sitting — who they can walk around and have casual conversations with,” said Diane Greene, who oversees Google’s cloud computing team. “It is a very significant statement that he has moved that group right next him.”
Google is placing big bets on AI and many questions still hang over the progress of this research. But Pichai and the rest of the Google leadership hope it will accelerate the evolution of everything from smartphones to robotics.
To Byrne, shaking up the seating chart at Overstock was a bit like a common management tactic in the military, when an officer will work closely with a small “command initiatives group” that is considerably more nimble than the rest of the organization.
These big companies are trying to duplicate the vibe of a Silicon Valley startup, where the boss is next to everyone. As startups grow, they often put key technology teams next to the chief executive. Greene, who was the chief executive of the software company VMware, said she had always made a point of sitting beside the top engineers because they saw the company’s future.
There are limits to these arrangements. When Facebook built a team to explore the future of virtual reality, it made a similar desk move. The group is no longer seated next to Zuckerberg. Facebook said this was because the group had grown too large. But across Silicon Valley, virtual reality is no longer the buzziest of topics. That honour belongs to artificial intelligence.
Where you sit has mattered for years at Facebook. The company’s ad group traditionally sat far away from Zuckerberg. But after Facebook went public and started a big push for revenue, key members of the ad team moved next to the boss.