The Real Reason
Silicon Valley Won’t Stand Up to Trump
Feb. 2, 2026
By Aaron Zamost
Mr.
Zamost is a tech communications consultant and former head of communications,
policy and people at Square.
Hours after Alex Pretti
was shot and killed by federal agents in Minneapolis, Apple’s chief executive,
Tim Cook, joined President Trump; his wife, Melania; and other luminaries in
the White House to attend a screening of a documentary devoted to the first
lady.
Apple employees voiced anger in
internal Slack channels, and other Silicon Valley tech workers
publicly denounced the Trump administration’s deployment of federal officers
across America. Workers at Palantir erupted
in internal complaints over the software company’s work with immigration
enforcement. At Meta, some longtime employees are considering leaving the
company, saying it is now led by a MAGA-skewing chief they no longer recognize.
But by and large, tech
employees reacted to how their leaders addressed (or failed to address) what’s
happening in Minneapolis with exhausted apathy. At a time when companies are
shedding workers by the thousands, dumping them into an increasingly shaky job
market, tech employees feel mostly powerless to influence an industry whose
leaders had once convinced them they could change the world.
There are many theories about Silicon
Valley’s swift, and very conspicuous, rightward turn. Tech leaders
course-corrected from an overly permissive era. The Trump administration
demands fealty in exchange for critical regulatory favors. Mr. Trump’s second
election reshaped the national climate and reoriented the values of tech
leadership.
Each of these
explanations is convenient, but none are correct. I’ve worked in tech for 20
years, across both Big Tech and venture-backed start-ups, and I can tell you
the truth is much more mundane. Silicon Valley’s chief executives have always
been driven by economics, not ideology. As Michael Corleone put it: It’s not
personal — it’s strictly business.
What has happened in
tech is a market correction, not a cultural one — a transfer of power from
labor back to management. To attribute this change to a vibe shift among tech
leaders may flatter political actors, but it’s beside the point. The real
danger is mistaking a change in leverage for something permanent or confusing
business incentives with values. The idea of woke corporations was always
flawed; conflating business strategy with political belief distorts not just
how we understand the tech industry but also how we interpret corporate power
in American life more broadly.
Here’s how Silicon
Valley actually works. Big tech companies and growing start-ups are in
constant, vicious competition with one another to hire and retain the best
employees, especially in product and engineering roles. When these companies
are in hypergrowth mode and particularly when the job market is tight, hiring
top talent can be nothing short of a matter of survival.
And they are fishing in a largely progressive pond: Political donation data shows
tech employees are predominantly Democratic-leaning.
The late 2010s and early
2020s were a particularly intense period in the industry’s war for talent.
Hiring exploded. Meta nearly doubled to
86,000 employees in 2022 from approximately 45,000 three years earlier.
Amazon added over 400,000 employees in 2020 alone. As
Silicon Valley recruiting teams relentlessly poached one another’s people, tech
labor had infinite choices and all the leverage.
So what did companies do when a
generous compensation package was no longer enough to win over candidates? They
instead sold a sense of belonging. Amid fierce competition, many companies
realized that encouraging workers to bring their perspectives and passions to
the office could increase their loyalty and their willingness to work hard.
That, in turn, served the real financial objective: higher job acceptance
rates, lower employee attrition and faster growth.
When the pandemic
further supercharged hiring, tech companies started a corporate-values arms
race to differentiate on employee experience. LinkedIn gave workers a paid full week off to
combat burnout. Pinterest increased
monetary assistance for adoption and expanded fertility benefits. Even Tesla made Juneteenth a company holiday (and no
one would accuse Elon Musk of being woke). Companies said, “Bring your whole
self to work.”
Tech didn’t embrace
these policies out of moral enlightenment. It did so because replacing a top
engineer could cost hundreds of thousands of
dollars in lost productivity, institutional knowledge,
recruiter time and onboarding. When attrition costs are existential, empathy
becomes a strategy. Whether it’s flexible work-from-home policies or mental
health stipends, you give your people what they want, or they’ll go somewhere
else to get it. Whole-self culture wasn’t part of a political movement. It was
a labor-market artifact of when talent war conditions made employee empowerment
economically rational.
A new economic reality
after the height of the pandemic — evident in Silicon Valley Bank’s failure, a
crypto winter of plummeting currency prices and a significant slowdown in the
tech sector’s growth — pushed companies from Amazon to Microsoft to rein in
spending on hiring, and the incentive structure flipped. Because they no longer
needed to compete for labor at any cost, executives exhausted by their formerly
empowered employees were happy to take back the control that they’d ceded. The
slowdown didn’t just change how companies behaved; it exposed what had been
driving their behavior all along.
It’s worth asking
whether many tech companies’ professed values were ever real. We’ve seen
leaders who built their reputations on defying authority become foot soldiers for the administration. The
same elasticity informs their rollback of the culture they once championed.
Four years ago, Marc Benioff, the
Salesforce boss, said, “Office mandates are never going
to work.” He now works mainly from Hawaii when
he is not traveling for work; most of his employees are required to be in the
Salesforce offices three to five days a week. In 2020, Mark Zuckerberg
announced that Facebook would donate $10 million to groups working on racial
justice. Last year he rolled back Meta’s diversity,
equity and inclusion programs. Did his values change? Or did the
power dynamics?
Of course, work is not
the best place for cubicle fights about the war in Gaza. Nor is it a place where lavish
perks are entitlements. These companies are businesses, not nonprofits. But
when companies said, “Be your authentic self,” and then silenced employees who
raised societal concerns related to their work, they essentially blamed workers
for a culture war they didn’t start and disciplined them for holding leaders to
the values they had promoted.
This about-face will
prove counterproductive over the long term. In my conversations with tech
employees, the result hasn’t been anger at hypocrisy so much as detachment — a
loss of tribal loyalty (fewer T-shirts emblazoned with tech company logos) and
a clearer understanding of the limits of corporate idealism.
The recent reassertion of managerial
prerogative was possible only in an economic environment where top executives
could flex their muscles like a boss. It won’t last forever. When labor is
scarce again, many of these companies will rediscover the values they
abandoned. The question is whether employees will forget just as quickly.




















