BB is a hypocrite and they will try anything to take this post down…

Here is the insider scoop that many of you don’t know about:

1. Certain people in the BB leadership had a vested interest in QC not succeeding.

2. Internally they were facing increased resistance wrt QCommerce with many urging them to make a move in this.

3. Founders + Leadership have even been quoted saying internally that QC will never succeed in India.

4. They have been generally big bears for QCommerce and have been quoted saying that it’s a fad.

5. Post Tata acquisition it has become a big bloated mess with most teams absolutely shitting the bed. Talent density has diluted so much that there are very few actual engineers left there. The rest typically move to other Indian unicorns ( read: Other QCs, FAANG, etc.)

Also, this is not speculation. It is very well known across the industry and if you want I am willing to quote many internal sources on this. I have no respect for BB at all. Just a bunch of overpaid executives that are responsible for this company failing against new Startups.

If someone from BB is reading this here’s what you need to know:

Let’s assume a hypothetical scenario:

So one day BB and a Zepto decided to have a canoe race on the river Ganga. Both teams practiced long and hard to reach their peak performance before the race.

On the big day, Zepto won by a mile. The BB team, very discouraged and depressed, decided to investigate the reason for the crushing defeat.

A management team made up of senior management was formed to investigate and recommend appropriate action. Their conclusion was Zepto had 8 people rowing and 1 person steering, while the BB team had 8 people steering and 1 person rowing. So, BB management hired a consulting company and paid them a large amount of money for a second opinion.

They advised that too many people were steering the boat, while not enough people were rowing.

To prevent another loss to Zepto, the rowing team’s management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder.

It was called the"Rowing Team Quality First Program“, with meetings, dinners and free pens for the rower. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices, and bonuses.

The next year the Zepto team won by two miles. Humiliated, the BB management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments in new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year’s racing team was written off.

Fire some bloody execs, if you want to win.