I think most significant sized operations are built and succeed or fail based on the quality and leadership of the B players. You just can't find enough A players to build an entire [large] company of them and hopefully the C players contribute in a steady, no-drama fashion, leaving the B players* as the differentiating aspect of your particular company.

* - and the focus/determination/consistency with which you part ways with the D and F players.

Pretty typical big tech process, just done in a very good way.

I had an initial screening where I had to write some code, write a test case, run it, then discuss how i'd parallelize the algorithm (didn't have to write this part). The code wasn't tricky, but I was glad I had practiced writing code quickly as general interview prep.

After the screen was an algorithmic coding round, but it was enjoyable and nothing that couldn't have been solved with some basic data structures and recursion. The interviewer was talkative and was happy to brainstorm as I talked through my solution, it felt like pair programming where I was driving, not just me being watched while I coded.

Then I did two system design interviews and an "HR" type interview/culture fit one.

I also had a 'practical' coding interview that again was challenging but really just some basic data munging. They gave me some (simplified) data structures and a simple version of a problem Netflix has to deal with, then I had to rearrange the data to the right format.

Again, not tricky, but needed lots of thought, they made me run code, and I was glad I had done practice interviews.

Finally, I was scheduled to the final round of the senior manager team interview, but by then I had accepted an offer for a team I liked at Google.

Google also had a really nice interview process except it took 4x as long.

Maybe an investment in "A-players" for streaming stifled cultural diversity and kept engineers from being able to innovate on novel media formats where they are losing engagement of the younger demographic to TikTok and other social media video formats.

The same corporate strategy and culture that hired "A-player" engineers for streaming is hiring "A-player" studios for content.

Defining A-players as such means you've set the rules of the game instead of building a culture of adaptive success criteria to meet customer opportunities. The label itself is a function of organizational ossification. This is the likely legacy of our tech giants; innovative in only one direction and not able to change fast enough to avoid becoming a brittle, mediocre institution over time.

As consumers, we can all feel this ossified mediocrity every day.