OpenAI professionally poached nearly 100 bosses! Major companies such as Google and Meta have become "reserve talent pools"

ChatGPT became an instant hit, completely breaking openAI, a startup company. In just 5 days, the number of registered users worldwide exceeded 1 million, and its popularity remains unabated to this day.

But why did OpenAI make ChatGPT? What are the backgrounds of OpenAI’s employees?

In the battle to grab people, openAI wins

According to the foreign media Leadgenious Punks & Pinstripes’ analysis of the backgrounds of the current 736 OpenAI employees, it can be found: Almost all of OpenAI's core talent comes from large technology companies.

Among them, 59 people previously worked at Google, followed by Meta (34 people), Apple (15 people), Dropbox (14 people), and Amazon (11 people).

Among OpenAI’s employees, 389 have worked at hardware or software companies; 39 are from the financial services industry, including JPMorgan Chase (7 foreign employees) , Robin Hood (5 people) and UBS (3 people).

OpenAI has already won the battle for technical talents.

LeadGenius’ research results also sound a “talent alarm” for large technology companies. Those large technology companies, especially Google, do not pay enough attention to their employees.

Many of those who have resigned from Google are developing secondary products in innovation laboratories (such as Alphabet X), which means that they basically cannot see the impact of their work on the company. have a meaningful impact on your core product or revenue.

And openAI can give them this opportunity.

In addition, OpenAI has recruited 39 financial employees, far exceeding industry expectations. Does it mean that OpenAI’s next move is to “challenge the financial services industry”?

Lisa Wardlaw, president and founder of 360 Digital Immersion, said, "It's too early to tell, but they do provide a viable option for Wall Street talents looking for new options."

In the era when Mark Zuckerberg founded Facebook, you only needed a college dormitory or a garage to start a world-class company; and OpenAI's success was "poaching" from large companies.

Google: OpenAI’s reserve talent pool

As early as last November, in the blog post published by ChatGPT, the names of five Google employees can be found in the acknowledgments section: Barret Zoph, Liam Fedus, Luke Metz , Jacob Menick, Rapha Gontijo Lope

LinkedIn shows that Barret Zoph left Google Brain in August 2022 and joined OpenAI to participate in the creation of ChatGPT. His main research direction is training large sparse Language models and AuoML, such as Neural Architecture Search (NAS).

Liam Fedus joined Google Brain in 2018 and OpenAI around September 2022. During his doctoral studies at the University of Montreal, his mentor was Turing Award winner Yoshua Bengio. His research direction was horizontal. Across supervised, unsupervised and reinforcement learning.

Luke Metz joined Google Brain in 2016 as a senior research scientist. Currently, his LinkedIn and Twitter profiles do not show that he has joined OpenAI.

Jacob Menick joined DeepMind in September 2015 and OpenAI as a researcher in September 2022. He graduated with a Ph.D. from University College London. His main research directions are machine learning, generative patterns, large-scale deep learning, and variation. Reasoning, information theory, and sparse models.

Rapha Gontijo Lope graduated from the Georgia Institute of Technology in June 2018, and then joined Google Brain, during which he participated in the two-year Google AI residency program in 2022 Joined OpenAI in September

But the biggest boss is Ilya Sutskever, the co-founder and chief scientist of OpenAI. He graduated from the University of Toronto in 2005 and received a PhD in computer science in 2012. Bachelor of Science.

Since graduation, he has worked at Stanford University, DNNResearch, and Google Brain, engaged in research related to machine learning and deep learning. In 2015, he gave up his high-paying position at Google to work with Greg Brockman and others jointly founded OpenAI, where they led the development of GPT-1, 2, 3 and DALLE series models.

Google is still too afraid of risks

Most of the employees mentioned above have worked at Google Brain. Some employees said in interviews that the work culture of Google Brain is really disappointing. In addition to the uncomfortable bureaucracy and overly cautious approach to new product proposals, many employees thought about leaving.

In addition, some employees complained that they once suggested that the company should add a conversation function to the search engine, but no one paid attention to it at all.

However, Google Brain is still full of talents, and there are still more than 800 top scientists from all over the world.

In addition, AppSheet founder Praveen Seshadri also published a blog after leaving Google. He believed that Google was trapped in a maze, and employees wasted a lot of energy on approvals, startup processes, and legal matters. There is very little that can actually be done about evaluations, performance reviews, execution reviews, documentation, meetings, bug reports, triage, OKRs, H1 plans, subsequent H2 plans, all-hands summits, and reorganizations.

Especially in the face of the encirclement and suppression of OpenAI and Microsoft, Google not only faces technical pressure, but also faces major layoffs and other issues, which to some extent reflects the management and employees There is a general lack of self-awareness.

The biggest problem still lies in Google’s core culture:

• No mission (no mission)
• No sense of urgency (no urgency)
• delusionsofexceptionalism
• mismanagement

Although Google's two core values ​​are "respect for users" and "respect for opportunities", in practice , these systems and processes are intentionally designed to "respect risk."

Risk mitigation trumps everything, and if everything goes well, the most important thing is to avoid problems and move forward with growing ad revenue:

• Changed Every line of code is risky, so a lot of intermediate processes are needed to ensure that every code change is perfectly risk-free; anything released is risky, so there is a lot of review and approval , even just releasing a small change on a small product;
• Any decision that is not obvious is a risk and needs to be decided jointly by the group;
• Any way of doing things that is different from the past is a risk , so stick to your original ways;
• Any employee who is dissatisfied with you is a career risk, so managers aim for 100% employee satisfaction and treat even the worst-performing employees with caution;
• Any disagreement with the management chain is a career risk, so be sure to comply with your superiors;
• If the focus shifts to value creation, everything will become different, such as Ask yourself every day, "Who did I create value for today?" If you can create more value and have a greater impact, employees will work harder.

In the early years, Google frantically poached corners of major companies such as Meta to expand its own talent resources in the "war for talent". Now it has become OpenAI's reserve talent pool.

No wonder Google sounded a "red alert" after ChatGPT became popular. If it doesn't pay attention to the protection of talents, sooner or later all the senior researchers it has trained will be poached!

Reference materials:​

​https://www.php.cn/link/2287c6b8641dd2d21ab050eb9ff795f3​

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