페이스북은 어쩌다 매정한 권력이 됐는가 – 한국경제

Sarah Williams, a former head of public policy at Facebook, has detailed the internal transformation of the company in her new book, Careless People. Williams, a New Zealand-born lawyer who joined the company in 2011, argues that the organization’s original mission to create a more connected and open world eventually devolved into a form of irresponsible power.

The Conflict Between Engineering and Policy

The account provides a critical look at the decision-making processes of Meta’s leadership, specifically focusing on Mark Zuckerberg. Williams describes Zuckerberg as being dangerously indifferent, noting that his primary interests lay in engineering rather than the societal and political policies governing the platform.

According to the text, Zuckerberg expressed pride in his perceived indifference to politics. However, Williams suggests this stance was not a sign of innocence but rather a method of avoiding responsibility. This avoidance became particularly problematic as the platform evolved into one of the most powerful political tools in history.

The book notes that Zuckerberg’s approach led to reprimands from former U.S. President Barack Obama. Despite these criticisms, the text indicates that Zuckerberg has harbored ambitions for the U.S. Presidency.

Internal Culture and Leadership Duality

Williams also examines the internal conduct of Sheryl Sandberg, who became a global symbol of female leadership through her book Lean In. The author characterizes this public image as a mask, describing a starkly different internal management style.

The book describes instances where Sandberg shouted at, reprimanded, and publicly shamed employees. Williams recalls the psychological toll of this environment, noting the effort required to ignore the advice in Lean In—specifically the instruction not to step back before leaving—while managing professional obligations during the physical strain of childbirth.

To make the world a more connected and open place

Facebook slogan

Williams explains that she was initially drawn to the company by this hopeful slogan, viewing her recruitment in 2011 as an opportunity to participate in a force for positive global influence. However, she describes how that belief eventually collapsed as she witnessed the reality of the company’s operations from the inside.

Implications of Unchecked Platform Power

The narrative serves as a case study on how a tech company’s engineering-first mindset can clash with the necessity of public policy and ethical governance. When a platform achieves unprecedented global influence, the author argues that treating political impact as a secondary concern to engineering is a failure of leadership.

By documenting her time as a high-level executive, Williams highlights the gap between the public-facing ideals of connectivity and the internal reality of a power structure that she describes as irresponsible.