Ramp CEO @eglyman 与 John 和 Jordi 一起讨论他所观察到的旧金山创业文化变化： “2015 到 2020 年的旧金山—西海岸创业时代，已经不再是那种‘真诚的黑客精神’，两个人在车库里创业的氛围了。它变得非常、非常公司化、商业化。” “我观察到很多同辈创始人，他们在那几年里经过加速器、拿到融资之后——他们雇用的平均员工任期只有大约 12 个月。那是一个极端的雇佣兵文化。” Jordi 补充说： “某种意义上，人们在对自己的职业生涯采取‘投资组合策略’。他们会想：‘既然创业公司风险很大，那我为什么不四年去四家创业公司呢？’” John 进一步指出： “很疯狂的一点是，一个人如果按时从好大学毕业，到 32 岁准备买房时，已经可以完成三轮四年期股权归属（vest）……” “但这根本不是创业的目标。我们的目标是去做一场跨时代的事业。” Ramp CEO @eglyman discusses the changes he's seen to SF startup culture with John and Jordi: "The SF-West Coast era of 2015 through 2020-something was not this 'earnest hacker', two people in a garage [type thing]. It had become very, very corporatized, commercialized." "What I observed from a lot of my peers who had gone through an accelerator, or funded companies in that era - the average person they hired stayed there for about 12 months. It was an incredible mercenary culture." Jordi: "People were in some ways taking a portfolio approach. They're like, 'Well, if startups are risky, why don't I work at four startups over four years?'" John: "It's crazy that if you just graduate regularly on time from a good college by the time you're 32, trying to buy a house, you can have done three four-year vests..." "That's not the goal here, the goal is to go on a generational run."
目录
观点原文
Ramp CEO @eglyman 与 John 和 Jordi 一起讨论他所观察到的旧金山创业文化变化：
“2015 到 2020 年的旧金山—西海岸创业时代，已经不再是那种‘真诚的黑客精神’，两个人在车库里创业的氛围了。它变得非常、非常公司化、商业化。”
“我观察到很多同辈创始人，他们在那几年里经过加速器、拿到融资之后——他们雇用的平均员工任期只有大约 12 个月。那是一个极端的雇佣兵文化。”
Jordi 补充说：
“某种意义上，人们在对自己的职业生涯采取‘投资组合策略’。他们会想：‘既然创业公司风险很大，那我为什么不四年去四家创业公司呢？’”
John 进一步指出：
“很疯狂的一点是，一个人如果按时从好大学毕业，到 32 岁准备买房时，已经可以完成三轮四年期股权归属（vest）……”
“但这根本不是创业的目标。我们的目标是去做一场跨时代的事业。”
Ramp CEO @eglyman discusses the changes he's seen to SF startup culture with John and Jordi:
"The SF-West Coast era of 2015 through 2020-something was not this 'earnest hacker', two people in a garage [type thing]. It had become very, very corporatized, commercialized."
"What I observed from a lot of my peers who had gone through an accelerator, or funded companies in that era - the average person they hired stayed there for about 12 months. It was an incredible mercenary culture."
Jordi: "People were in some ways taking a portfolio approach. They're like, 'Well, if startups are risky, why don't I work at four startups over four years?'"
John: "It's crazy that if you just graduate regularly on time from a good college by the time you're 32, trying to buy a house, you can have done three four-year vests..."
"That's not the goal here, the goal is to go on a generational run."
ABAB AI 解读
一、2015–2020：硅谷从“车库创新”变成“商业化流水线”
Glyman 的核心观察是：
过去的硅谷：
- 两个人在车库
- 写代码、造产品
- 解决痛点、改变世界
- 以技术为核心的创造者文化
- 创始人与早期员工共同“长期建设”
2015–2020 的硅谷：
- 被资本过度浇灌
- 创业变成“职业路径”
- 公司从 Day 1 就公司化、市场化
- 加速器与风投工业化生产创业公司
- 产品未定型、团队未成熟，就开始追求“规模化”
Glyman 的意思其实很明确：硅谷后来变成了创业工厂，而不是创业社区。
二、加速器与融资把“创业”变成了短期套利游戏
他提到一个惊人的数据：那些年，创业公司平均员工只待 12 个月。
这说明：
- 早期员工不是来长期建设，而是“打一枪就走”
- 创业公司缺乏文化积累
- 团队稳定性极差
- 创始人被迫不断重新招人
- 产品愿景与团队结构无法持续推进
他称之为：“雇佣兵文化”（mercenary culture）
这是严重破坏创业质量的毒药。
三、“职业投资组合式就业”——创业公司被当成了股票
Jordi 的补充一句非常形象：“既然创业公司风险大，那我就四年去四家。”
这本质上是：
- 不深度参与
- 不承担长期责任
- 只想最大化股权归属（vesting）
- 把自己的职业生涯拆成“4 家公司 × 每家 1 年”
- 本质是把自己当“VC 投资组合”在管理
这与早期硅谷“加入一家公司，与之共同成长”的文化完全相反。
四、三轮 vesting，自然催生“套利型创业文化”
John 的观察更刺眼：按时大学毕业的年轻人，到 32 岁已经完成三轮四年股权归属。
这意味着：
- 创业公司被当成“股权发放机器”
- 年轻人把创业当成“财富跃迁工具”
- 创始人被迫在短周期内不断“招— vest—走人”
- 整个行业被短期激励扭曲
这不是创业，而是：一种制度化的财富套利。
五、他们真正想表达的核心：创业的目标不是“多轮 vest”，而是“多世代公司”
Glyman 和 John 的核心观点是：
- 创业不是做短期项目
- 创业不是轮岗
- 创业不是用 vesting 跳槽
- 创业是做“多世代公司”（generational run）
- 创业需要稳定团队、长期绑定、共同愿景
- 创业需要回归“真正的黑客精神”
这是一种“回归本质”的呼吁：创业应该是构建长久的、有社会价值的事业，而不是为股权套利奔波的短期周期。
总结
这些对话揭示了硅谷从 2015–2020 进入了一个高度商业化、短期化的“雇佣兵时代”；创业公司成为年轻人“股权套利”的职业路径，团队稳定性崩塌，黑客精神被稀释，使命感丢失。Ramp CEO 呼吁创业者回归长期主义，构建能持续数十年的“跨世代公司”，而不是围绕 vesting 展开的短期游戏。
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