There were exceptions, and I use “were” and not “are” because I don’t know any modern Silicon Valley companies that value loyalty, though I know some people at Apple and Google with long tenures.
Hewlett-Packard under its founders believed in loyalty, and even had a philosophy dubbed The HP Way (https://en.wikipedia.org/wiki/The_HP_Way) that seem like an interesting cross between some of the positive aspects of working for a Japanese company (loyalty, sense of care by the company) and the positives of working in Silicon Valley (flexible work hours, profit sharing), plus some other ideas (Friday afternoons devoted to personal projects).
This philosophy was not commonplace even in Silicon Valley at the time; the founders lamented “hire and fire” companies in Silicon Valley. Eventually HP abandoned the HP Way once HP started hiring outsiders as CEOs instead of hiring from within, beginning with Carly Fiorina.
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There were exceptions, and I use “were” and not “are” because I don’t know any modern Silicon Valley companies that value loyalty, though I know some people at Apple and Google with long tenures.
Hewlett-Packard under its founders believed in loyalty, and even had a philosophy dubbed The HP Way (https://en.wikipedia.org/wiki/The_HP_Way) that seem like an interesting cross between some of the positive aspects of working for a Japanese company (loyalty, sense of care by the company) and the positives of working in Silicon Valley (flexible work hours, profit sharing), plus some other ideas (Friday afternoons devoted to personal projects).
This philosophy was not commonplace even in Silicon Valley at the time; the founders lamented “hire and fire” companies in Silicon Valley. Eventually HP abandoned the HP Way once HP started hiring outsiders as CEOs instead of hiring from within, beginning with Carly Fiorina.