Jocelyn Goldfein explains why Facebook chose to concentrate engineers in a few large sites instead of spreading them across many small offices. Remote collaboration is harder than it looks, and the company found that clustering teams in one place works better.
What's Facebook's question is, what's Facebook's approach to regional development centers? We're very Silicon Valley centric, especially in contrast to other tech companies. This is true. We have only three other engineering offices outside of the Bay Area. One in Seattle, one in New York and one in London. The New York and London ones are pretty new and we are looking to grow those, all four of those sites. But I would definitely say that we would rather have a few large sites than many small sites. It is very clear to us that working across long distances, geographic distances, is just hard because making software is fundamentally a team sport. There is no software of significance ever that has been built by a single person acting alone. Facebook itself. Mark enlisted his roommates within a week. And this is one of the areas in which college will kind of mislead you actually, because you're taking a lot of these CS classes where it's actually cheating to get help from somebody else. And then in real life, what we expect you to do is get help from other people. And it's really hard to collaborate with someone who you can't look in the eye to resolve a dispute or just a miscommunication. And it is really, really hard to communicate with someone who is in a distant time zone from you where your overlapping hours of awakeness are not that many. So Seattle was our first remote office and we deliberately, it's the training wheels of remote offices. All right. It's like exact same time zone and it's like a two hour flight. So you can get up there for a day trip if you have to. And our strategy is basically to go slow, to travel a lot between offices, to throw lots of money at all the parts you can throw money at, like having really good VC equipment that's readily available. But we just want to see it be super successful first in the, in the places we're at. What we don't ever want to do is have an office in a region for the sake of saving money. We will just never hire an engineer. Like that just won't happen. So the regions, I mean Seattle, New York and London are obviously not low class locations. We are there so we can bring more talent to the company. But I think we're aware that working at a distance from headquarters is hard and we need to do more to support the folks in those offices.
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