rlnrlnrln

In the case I'm familiar with (and this is clouded by a decade of forgetfulness):

- As part of the Due Diligence process, tech staff were flown to a Google office and submitted to the same interviews as potential new hires (minus the introductory phoners etc). Total of around 13-14 people.

- Out of these, all but one was hired; the remaining person was given a reasonably good deal to quit; this was done before the acquisition finished, so not really by Google.

- All non-tech staff were laid off/contracts severed (didn't have many to begin with, mostly sales and since we weren't selling the product anymore, it was kind of moot).

- We all continued working in the same team, on a similar product.

- 10 years later, 4 of them are left.

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Acquisitions can be done for tech, patents, personnel, or preferably a combination thereof. In our case, they wanted the software for internal use, but got a dedicated team that helped build a new product and laid the foundation of an entirely new office.

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Nothing stops you from doing both. Investing doesn't need to be a full time job.

Then it's they who are inconsiderate for not bringing their own phonebook for the people behind them.

What do you think about the movie Rampart?

They are environment activists who have accepted a challenge to live sustainably, not a freaking cult...