The same way we make other decisions: by waiting for someone to decide that it’s the right thing to do, and then letting them recruit other people to work on it with them. We believe in each other to make these decisions, and this faith has proven to be well-founded over and over again.

– From page 13 of the Valve Handbook for New Employees

Most recently, Roseman (pictured on the right, with Zynga’s CEO Mark Pincus on the left) oversaw last month’s launch of Zynga’s social games platform.

The platform, code-named “Project Z,” enables games to be played directly on Zynga.com, rather than through Facebook, making it an important strategy for the company as it seeks independence from the social network.

In addition, Roseman also served as the manager of the San Francisco-based company’s office in Seattle, where he helped to recruit engineers.

When reached by phone, Roseman briefly confirmed that he had left the company about three weeks ago, after the launch of the platform.

Roseman said one of the main reasons he was leaving was because he spent three to four days a week in San Francisco, and was looking forward to spending more time with his family in Seattle. He has not decided what to do next, but said he is looking forward to something entrepreneurial.

Before joining Zynga, Roseman was CEO of Evri, a semantic Web start-up funded by Paul Allen; before that, he was one of Amazon’s first engineers.

Zynga declined to comment on Roseman’s departure, but confirmed that Jim Veevaert is now managing the Seattle office. Previously, Veevaert was president of Jerry Bruckheimer Games, a games studio founded by the famous Hollywood producer; he also worked at Microsoft for more than seven years.

In January, Zynga told me it employed 50 people in Seattle and was hiring.

Since the Seattle office’s open house in April 2011, it has grown significantly.

To help attract talent over the past year, it acquired Gasworks Games and CupidsPlay, two Seattle-area companies. CupidsPlay developed a game that merged social games and online dating, which I’ve written about. The two acquisitions are fairly minor, and were primarily for talent.

According to LinkedIn, Gasworks Games’ co-founders Toby Gladwell and Andrew Kaplan have been working at Zynga for the past several months. Likewise, the co-founders of CupidsPlay Diwakar Gupta and CJ Huang have updated their profiles to reflect that they’ve been working at Zynga’s Seattle office for the past year.

Most recently, the Seattle game studio helped to launch Slingo on Facebook.

The blueprints would more than double Amazon’s current footprint in Seattle, and hints at the rapid corporate-level expansion the e-commerce company anticipates over the next decade.

Last month, Amazon purchased three contiguous blocks in downtown Seattle. Terms of the sale were not disclosed, but the multimillion dollar — maybe billion-dollar — deal will represent Amazon’s first significant land purchase, once it closes.

Last night, Amazon’s architects presented plans to Seattle’s review board, laying out the company’s vision for an urban campus, complete with three 37-floor office towers, an auditorium, retail space and a few shorter, six-story buildings, reports Eric Pryne, a reporter at the Seattle Times, who attended the meeting.

A 36-page report detailing all the different layouts and scenarios can be found on the city’s Web site here. An Amazon spokesperson declined to comment on its plans, and apparently no company spokesperson spoke at last night’s meeting.

The plans are fairly shocking, given the company’s rapid growth over the past few years. Clearly, the company’s leader Jeff Bezos has a lot more surprises in store that may push the company beyond its core online retail and digital businesses,  including the Kindle.

At the end of the year, Amazon had 56,200 employees, up 67 percent year over year. Most of the hiring occurred in operations and customer service, including 17 new fulfillment centers.

It’s not clear how many employees Amazon has in its Seattle headquarters, but it already leases about 2.7 million square feet, including 1.7 million square feet in the so-called South Lake Union neighborhood, which has recently been revitalized by Seattle tech leader Paul Allen, and sits just outside the downtown core.

The comments follow a less than stellar fourth-quarter performance in which the gigantic e-commerce provider spent nearly as much money as it brought in the door — even during its busiest quarter of the year.

Profits for the quarter fell 58 percent, while annual earnings were cut nearly in half.

Some analysts were hoping that the end of the year would be a low point for margins and that Amazon would start growing in 2012 as it benefited from the steep investments made the prior year.

But that’s not part of the plan.

“We’re incredibly optimistic about the opportunity that we have, and that’s why we have invested the way we have and why we’re continuing to invest in the business,” said Amazon’s CFO Tom Szkutak in a conference call with analysts.

For clarity, Piper Jaffray analyst Charles Munster asked again: “So, your outlook in terms of investment philosophy hasn’t changed versus last quarter going forward?”

“No, no,” Szkutak said. “We are continuing to look as we always do. We learn every week, month and quarter about customer adoption. We are looking at a lot of positive things across the business in terms of adoption, specifically Kindle growth from a device standpoint and content that’s following that.”

Other categories seeing growth, he said, include clothing, consumables, consumer electronics and Amazon Web Services.

“There’s a lot of interesting opportunities that we continue to invest in. So we are pleased with the performance in Q4 and what it means going forward for us.”

Over the past year, Amazon has invested heavily in infrastructure, including 17 fulfillment centers around the globe. At the end of the year, it had 56,200 employees, up 67 percent year over year, with most of the hiring coming in operations and customer service.

It has also invested heavily in the digital content business, including the Kindle.

It’s widely assumed that Amazon is breaking even or taking a slight loss on the sale of each Kindle Fire. It’s also securing expensive partnerships with content companies across music, video and books, and giving some of that content away as part of the $80 Prime membership, which also includes free two-day shipping.

All of those are bets that Amazon is hoping will reap profits over the long term, as customers continue to consume after they purchase an e-reader or tablet or sign up for Prime.

So far, it’s too early to see how the investment is faring, especially when it comes to new categories.

“It’s very, very early,” Szkutak said, “but so far, we like what we see, so that’s why we are continuing down the path of adding more content and making Prime better. … Because we are investing a lot, we are making sure we understand it very well.”

A lot of details, like Kindle sales numbers, are still being kept under wraps, but he promised Amazon will someday share more about how it is doing.

Unfortunately, the market isn’t as patient. In after-hours trading, the stock was down almost 10 percent at one point. During the session, it ended up down, 8.7 percent, or nearly $17 , to close at $177.50 a share.

The e-commerce giant (a term typically reserved for Amazon in these woods) is one of the larger examples companies from the Bay Area that are setting up shop here and looking to soak up some of the Northwest’s rich engineering talent.

Other companies with satellite offices in the Seattle area include Google, Facebook, Zynga and Salesforce.

“I’m surprised I ended up at eBay, but the story is compelling,” said Ken Moss, who was hired in November to be eBay’s VP of managed marketplaces technology; Moss is GM of the Redmond office.

A long-time Microsoft employee whose claim to fame includes inventing the Pivot table in Excel, Moss more recently co-founded CrowdEye, a start-up focused on search technology and later on stock market prediction.

He said eBay’s dedication to the region is one of the biggest selling points for recruitment.

Most of the 75 employees that currently work there were hired over the past few months, and a small team has been here for seven years. Among the newbies I met were a number of Microsoft veterans who had been there for 12 to 15 years.

Moss says he will report directly to eBay’s CTO Mark Carges, which is “a signal to the whole company that diversified development is for real.”

“We are first-class citizens,” Moss said, referring to sometimes strained relationship between remote workers and a company’s headquarters.

Eric Brill, VP of eBay’s research labs, is also based in the Redmond office, and has been working part-time there since joining the company in 2009.

Moss said eBay will be looking to hire a range of technologists, from college graduates to senior leaders, including developers, testers, researchers, data miners and other positions.

While I was at the office on Tuesday, the mountains were peeking out from the clouds and were easy to spot from the floor-to-ceiling windows on the fourth floor. It was easy enough for everyone to have a window seat in the open-floor plan.

Although the employees just moved in on Monday, a sign outside the building already announced eBay’s presence. Inside, workers were busy putting the final touches on the space to make it feel like eBay. Primary colors of red, blue, yellow and green highlighted the office walls; with a bit of Seattle flair, conference rooms were named after Northwest tribes such as Puyallup and Quinault (and other names that might be difficult for San Jose-based employees to pronounce).

But missing were some of the perks that some recruits expect these day — no shuttles to and from work or fancy cafeterias, for instance. 

In fact, eBay has a long way to go to compare with what Google has done here. Since entering the market seven years ago, Google has hired more than 900 employees, spread across two locations, a spokesperson confirmed.

One office is in Seattle’s Fremont neighborhood; the other is on the Eastside.

The two offices are geographically divided by Lake Washington, which can be crossed by one of two floating bridges — or by boat, if you are crafty enough. The traffic bottlenecks make for a horrendously notorious commute, so having two locations that straddle both sides is a huge perk — like having offices in both San Francisco and San Jose.

Because of Google’s size here, many of its perks are similar to its Mountain View headquarters, including free meals prepared by chefs, frozen-yogurt bars and other, mostly food-based, luxuries.

In eBay’s case, the new digs are located deep on the Eastside, a couple of miles past Microsoft in Redmond, and roughly 15 miles from Jeff Bezos’s empire in downtown Seattle. Recently, Amazon relocated its headquarters to a brand-new campus in South Lake Union, a neighborhood being revitalized by former Microsoft executive Paul Allen.

Other outside companies that have also established sizable tech centers here include Facebook and Zynga. A couple others have gained offices through acquisitions. Electronic Arts, for instance, now has a large office here, after acquiring PopCap; EMC now has big expansion plans here, after purchasing Isilon.

And Geekwire, a Seattle-based technology blog, is good at keeping an ongoing tally, including recent moves into the area by Jawbone and SweetLabs, a San Diego-based start-up, based by Intel Capital and Google Ventures.

Two years ago, Facebook opened an office in the heart of downtown Seattle. It plans to move soon to a 27,000-square-foot space that will have room for about 135 employees. The 70 or so engineers in the office today have worked on projects such as video calling, the Facebook iPad app and other big issues, such as security.

Last April, social game maker Zynga opened an office in Seattle’s historic Pioneer Square neighborhood, hoping to absorb some of the game talent here, spawned from Xbox and Nintendo, and cloud-computing knowledge from Amazon. It has 50 employees today, but declined to say how many it planned to hire in the near future.

As with most of these companies, eBay believes it can find a diversity of talent here that can’t always be easy to hire in the Bay Area.

As a Seattle native, and having covered tech here for the past 12 years, including an eight-year stint at the Seattle Times, I might not be the most unbiased on the subject. But I’ve seen first-hand the breadth of talent here, from Microsoft, Amazon, Expedia, T-Mobile and many others, including a strong start-up pool.

Despite that, the local tech community often suffers from an inferiority complex when it compares itself with the Bay Area, which is much larger. Still, it seems that Silicon Valley companies are finding a number of excuses to travel north to drink from the area’s plentiful tech waters.

Ryan called AllThingsD this morning to clear the air after a report in BetaBeat painted a fairly grim picture of the situation.

BetaBeat reported this morning that as many as 170 employees would be laid off today; that Gilt Taste, the company’s high-end grocery site, was likely to be closed down; and that Jetsetter, its travel operations, was likely to be merged with Gilt City, its daily deal division.

On pretty much all accounts, Ryan declared not guilty.

“We are not closing down any businesses. We are not closing down Gilt Taste, and we aren’t merging Gilt City and Jetsetter,” he said.

Additionally, another new division, Park & Bond, which sells full-priced men’s clothing, is also doing well. “In its fifth month of business, Park & Bond did more revenue than any other business in its fifth month,” Ryan added.

The one grain of truth in all of it, he said, is that over the next couple of months, he expects to selectively trim staff by roughly 50 employees.

But for emphasis, he added, the company will still end up having more employees by the end of March than it does now.

“It’s pretty minimal in the scheme of having 900 employees,” he said. “Not only will we do that [have cutbacks], but we will continue to do that. What Gilt needs to be, and is doing, is to create a fantastic consumer experience while running an efficient company.”

He said the company achieved its goal of generating $500 million in June and now is setting its sights on transitioning the business from a money-losing organization to cash-flow break even this year.

He also said that Gilt Groupe, which raised $138 million in capital last May, is on track for an IPO, perhaps as early as the fourth quarter, but more likely in 2013.

“The timing feels about right, and we are on a steady progression,” said Ryan, who declined to give revenue estimates for this year because the company is in the sensitive lead-up to a public offering.

Ryan named two divisions that may see cuts over the next couple of months: Gilt Taste and Gilt City.

In October, Gilt City purchased BuyWithMe, and although it hired only 20-25 of the deal provider’s 190 employees, Ryan said they probably don’t need that many going forward now that the integration has been completed.

Additionally, he said there are some inefficiencies within Gilt Taste.

Ryan characterized the site as “doing great,” but said it will need fewer staffers now that it is up and running. At first, it needed to negotiate deals with dozens of vendors and shoot photos of the more than 1,000 products on the site.

Now that they’ve hit a baseline of items, they’ll probably add only a couple hundred new products a year, reducing the need for so much staff.

“There’s much less work to do there,” Ryan said. “With flash sales, you have to do that process every week, but in the full-priced business, there’s greater start-up costs. That’s part of the business.”

In particular, BetaBeat said Park & Bond President John Auerbach was likely to leave the company.

Ryan said there’s always the chance one of the top 15 executives could leave, whether it was their decision or the company’s, but that Auerbach is still working there as of now.

Conversations with current and former Yahoo employees reveal that they are looking for Thompson to articulate a clear vision, to narrow the product development focus, and spearhead more transparency from executive management. Meanwhile, some employees expect that headcount reductions are coming.

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The drop-off in players affected almost all developers, but did not hit all titles equally.

For example, Electronic Arts saw 1.2 million fewer monthly users over the past week for its top title The Sims Social; Zynga’s Empire & Allies game lost one million monthly users, and its newest game, CastleVille, lost 900,000, according to AppData, which publishes such information.

On the flip side, many of the games that performed well were old favorites; these logically would have longer-term, more-committed players, who would make a point of returning during the holidays to take advantage of seasonal promotions.

The games that benefited from the holidays include Zynga’s Words With Friends and FarmVille, which gained 1.3 million and 800,000 monthly active users, respectively, according to Inside Social Games. Other gainers rounding out the Top 5 were Tetris Online’s Tetris Battle; Wooga’s kingdom-building game, Magic Land; and Men vs. Women, a role-playing game by Social Point.

Still, the general direction for the week was heading down.

That contrasts with other game platforms, such as consoles, PCs and mobile, which largely benefit from the holidays and from more free time in general.

Console games often skyrocket in popularity as kids and adults unwrap new titles for Nintendo, Xbox or PlayStation on Christmas morning.

PC gaming also typically surges during the season. EA timed the launch of Star Wars: The Old Republic ahead of the holidays, in hopes of drawing new players who would be sold on sticking around for months, after spending time on the game during their time off.

But perhaps the biggest competitor came from mobile, which benefited from breaking records for the number of new Android and iOS devices that were gifted during the holidays. Flurry reported that more than one billion apps were downloaded worldwide during the last seven days of 2011, breaking the all-time weekly record. Games are often one of the most-downloaded categories of apps.

So the more important question to ask is, why would Facebook be an exception, if other platforms performed well?

Clearly, all of the platforms are competing for a limited number of minutes in the day, and so are other forms of media, like the Internet, TV and the movies. But when it comes to Facebook, a larger driver may be the environment — after all, it’s no big secret that a lot of social networking and social gaming is done in the workplace.

In a study conducted last summer, advertising agency Saatchi & Saatchi found that 47 percent of respondents said they play social games at work during a typical day, and that 28 percent play for at least 30 minutes. Without that dedicated time in front of the computer every day, people may have had the opportunity to be more obsessed with other screens, such as phones or TVs.

Another potential reason that Facebook and social games did not see a lift from the holidays is because they have not yet figured out how to capitalize on the Christmas economy.

For years, console games have been timed with the end of the year, so they could be wrapped up and placed under the tree. More recently, smartphones and gift cards for music and apps have helped mobile prosper. Perhaps there wasn’t enough hype and promotion for social games to compete for people’s dollars.

Regardless of the reasons, the drop may ultimately be a small a blip on the radar screen for most game developers, who also see several spikes in activity during the year.

The bigger impact may be felt at Facebook, which takes a 30 percent cut of all virtual goods sold inside social games, and would feel the cumulative impact across all of the games.

Since the rise of Facebook and Twitter, companies believed they had the right to fire employees who posted complaints or hostile or rude comments online about their employers.

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According to multiple sources, 75 percent of the company’s 500-plus employees received the bonus. The dividend was based on tenure, with some of the longer-term employees receiving as much as $100,000.

Big Fish CEO Jeremy Lewis declined to comment, but confirmed that the dividend was given to shareholders and vested option holders.

The dividend shows that the privately held game maker is flush with cash, and that it may have big plans to come.

Big Fish has been considered an IPO candidate in recent years; the latest rumors hint it could come as soon as next year.

Since being founded 10 years ago, the company has grown quickly. It has hired 50 employees worldwide over the past few months, including new CFO David Stephenson. Prior to the job, Stephenson was VP of finance at Amazon.com.

The company specializes in producing games for the casual games market, including puzzles, hidden objects and other strategy games, but has steered clear of the recently popular free-to-play model adopted by newer games companies, like Zynga.

Instead, many of its games are sold through a monthly subscription online or for download on the iPhone and iPad.

“Better check yo self before you wreck yo self”
– Ice Cube

Everyone in the technology industry seems to agree that people are paramount, yet nobody seems to be on the same page about what the people organization — Human Resources — should look like.

The problem is that when it comes to HR, most CEOs don’t really know what they want. In theory, they want a well-managed company with a great culture. They know instinctively that an HR organization probably can’t deliver that. As a result, CEOs usually punt on the issue and implement something that’s suboptimal, if not worthless.

Interestingly, one of the first things that you learn when you run an engineering organization is that a good Quality Assurance department cannot build a high-quality product, but it can tell you when the development team builds a low-quality product. Similarly, a high-quality Human Resources organization cannot make you a well-managed company with a great culture, but it can tell you when you and your managers are not getting the job done.

The employee life cycle
The best way to approach management quality assurance is through the lens of the employee life cycle. From hire to retire, how good is your company? Is your management team world-class in all phases? How do you know?

A great HR organization will support, measure and help improve your management team. Some of the questions that they will help you answer:

Recruiting and hiring

• Do you understand the skills and talents required to succeed in every open position?
• Are your interviewers well-prepared?
• Do your managers and employees do an effective job of selling your company to prospective employees?
• Do interviewers arrive on time?
• Do managers and recruiters follow up with candidates in a timely fashion?
• Do you compete effectively for talent against the best companies?

Compensation

• Do your benefits make sense for your company demographics?
• How do your salary and stock option packages compare to the companies that you compete with for talent?
• How well do your performance rankings correspond to your compensation practices?

Training and integration

• When you hire an employee, how long does it take them to become productive from the perspective of the employee, her peers and her manager?
• Shortly after joining, how well does an employee understand what’s expected of her?

Performance management

• Do your managers give consistent, clear feedback to their employees?
• What is the quality of your company’s written performance reviews?
• Did all of your employees receive their reviews on time?
• Do you effectively manage out poor performers?

Motivation

• Are your employees excited to come to work?
• Do your employees believe in the mission of the company?
• Do they enjoy coming to work every day?
• Do you have any employees who are actively disengaged?
• Do your employees clearly understand what’s expected of them?
• Do employees stay a long time or do they quit faster than normal?
• Why do employees quit?

Requirements to be great at running HR
What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:

• World-class process design skills: Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.
• A true diplomat: Nobody likes a tattletale, and there’s no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and could not care less about getting credit for identifying problems. They will work directly with the managers to get quality up, and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays or plays politics, he will be useless.
• Industry knowledge: Compensation, benefits, best recruiting practices, etc., are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.
• Intellectual heft to be the CEO’s trusted advisor: None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high standard of quality. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.
• Understanding of things unspoken: When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

Acknowledgement
I would like to give a very special thanks to my head of Human Resources, Shannon Callahan, who taught me everything that I know about this subject.

The old contract will go back into effect Tuesday, while negotiators continue to work towards a new resolution, said Larry Cohen, president of the Communications Workers of America, which represents about 35,000 Verizon employees. He said workers were willing to return because the company seemed ready to negotiate.

“The strike was about the process. We are now convinced that a change to the process is possible,” Mr. Cohen said. “The risk of going back to work while negotiating this is worth it to us.” He said talks would resume late next week.

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Facebook’s use as a job-recruitment tool remains small, but its appeal may be growing. Some recruiters say they have all but eliminated their spending on job boards, which can charge a few hundred dollars per job posting, depending on volume. Others note that while LinkedIn contains a more comprehensive résumé database, candidates tend to value referrals from their connections on Facebook more.

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The five new facilities will add about four million square feet of space and hire thousands of new employees.

But that’s just the beginning. The company has plans to expand even more as it adds more merchandise to its inventory and tries to speed shipping to meet the popularity of services like Amazon Prime.

In all, the Seattle-based e-commerce giant plans to add at least nine fulfillment centers this year, of which roughly half will be located in North America. If the company’s growth rates continue, it may end up building even more, execs disclosed during its last earnings call.

It is the second year in a row that Amazon has built out more capacity, having added 13 fulfillment centers in 2010. The company currently has fulfillment centers in Arizona, Delaware, Indiana, Kansas, Kentucky, Nevada, Pennsylvania, Texas and Virginia.

Today, it announced it will build a fourth distribution center in Phoenix, spanning 1.2 million square feet, making a total of 4 million square feet in the state. For perspective, that’s the equivalent of nearly 70 football fields.

Yesterday, it said it was adding 900,000 square feet in Indiana.

Amazon hires thousands of full-time positions at these facilities, including roles in picking, packing and receiving, and shipping.

Amazon did not specify how many employees would be necessary at each location, but said for example that it was seeking 2,000 workers in Lexington County, S.C., and 2,700 in Hamilton County, Tenn. (not including 4,000 seasonal workers).

The company’s impressive growth was put into context earlier this year by Geekwire, which reported that Amazon had hired 4,200 employees in the first quarter to bring its total to 37,900.

While Amazon must build these facilities to keep up with demand, the investments are costing it significantly. In the first quarter, Amazon’s revenues jumped 38 percent, but net income fell by 33 percent compared to the year-ago period.

Still, it’s a price that must be paid. You can’t store everything in the cloud.

The world’s largest mobile-phone maker by volume said it will consolidate its research and product-development sites so that each has a clear role and mission, and expects to expand some sites and to contract or close others.

Nokia also said it plans to outsource all Symbian software activities and move about 3,000 employees to Accenture PLC. Accenture, meanwhile, will provide mobility software services to Nokia for future smartphones.

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Georgiadis will oversee the company’s global sales, marketing, and operations, which now includes 7,000 employees and spans 46 countries. Georgiadis is conveniently already based in Chicago, where the social-buying site is located.

In a statement, CEO Andrew Mason said the obvious: “Margo is a strong leader with a passion for helping small business owners and consumers. We’re thrilled to have her on our team.”

Groupon previously turned down a $6 billion buy-out offer from Google to purchase the three-year-old company, and now it’s stealing some of its top employees, too.

Georgiadis wasn’t the first. In February, Groupon hired Jason Harinstein, who was Google’s director of corporate development. (In other tit for tat between the two companies, Google announced a near identical Groupon clone in multiple cities today.)

The high-level appointments are intended to solidify the company’s management team ahead of its frequently talked about, but not yet public, IPO. Georgiadis replaces former Groupon COO Rob Solomon, who announced he was stepping down in March.

Since Google said in January that longtime CEO Eric Schmidt was stepping aside, Mr. Page has made a series of moves to cut through the firm’s 24,000-person bureaucracy and figure out ways the company can act more like a start-up than an incumbent.

Mr. Page has asked product and engineering managers to email him about their projects to potentially winnow them down, said people familiar with the matter. He has persuaded top executives to sit and work together every day in a public area of the company’s Mountain View, CA, headquarters so employees can directly approach them on matters, these people said.

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Nearly 25 percent of survey respondents picked Google, almost twice as many as chose Apple Inc., which ranked second. Walt Disney Co., the U.S. State Department and Amazon.com Inc. rounded out the top five.

To conduct the survey, Universum asked 10,306 young professionals–defined as college graduates with one to eight years of work experience–to pick as many as five ideal employers out of a list of 150.

Respondents also could write in companies not on the list. The top write-in was Facebook Inc., followed by the Department of Homeland Security and the United Nations.

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A story in the Seattle Times this weekend detailed the company’s growing pains as it nears an end to a years-long process to relocate from a number of buildings around town to a centralized campus in downtown Seattle.

The e-commerce giant now occupies seven buildings covering 845,000 square feet, and has long-term leases to occupy more than 1.7 million square feet, including four buildings still to come.

On a worldwide basis, Amazon is gobbling up talent right and left.

In 2010, its ranks swelled by 9,400 positions to 33,700 employees.

It now lists openings for 1,900 jobs in Seattle, which is twice as many as a year ago, The Seattle Times reports. Of those, more than 900 are for technical positions.

Amazon has chosen to relocate in an area just outside of the downtown core that is being revitalized by Paul Allen’s Vulcan Real Estate venture. Called South Lake Union, Allen envisions the area being a magnet for biotech and other tech companies.

Since Allen started investing in the neighborhood, it’s become home to a ton of new lofts and townhomes, a mix of new restaurants, hotels, stores and an electric streetcar that connects the corridor to downtown.

Separately, Vulcan Real Estate announced today that it had completed the third phase of Amazon.com’s new headquarters, with two new office buildings now fully occupied. When completed, the project will have five phases, totaling 11 buildings, some new and some historic. Phase IV is currently under construction and includes three buildings set to open this spring. The final phase, which includes one new office building, has also broken ground and will open in 2013.

Financial markets have sent Nokia shares lower, workers have been up in arms and earlier on Tuesday a group of young Nokia investors posted an open letter on the Web calling for the Nokia chief executive to rethink his plans and instead opt for a “Plan B” that would have Nokia maintain ownership of the software layer of its phones.

But Elop said he is not surprised there has been some negative reaction. Elop noted that he has had months to weigh all the options and grow comfortable with the Windows Phone-led strategy, while others are still digesting it.

“There is both an intellectual journey and an emotional journey through which we all need to go,” Elop told Mobilized during a chat on the sidelines of the Mobile World Congress event in Barcelona. “I’ve had four and a half months to go through the journey.”

As for workers walking off the job last Friday, Elop also seemed to take that in stride. “To the extent that workers need time to go through that emotional journey, that’s something I completely understand.”

While Elop said the main reason he went with Windows Phone was the opportunity for sustainable differentiation, he noted that the billions of dollars from Microsoft doesn’t hurt.

Elop said that the value of the deal reflects not just the standard business terms, but also the fact that Nokia was a “swing vote” in the mobile market and could have gone to Google and Android.

“That, by itself, has substantial value,” Elop said. “In addition to revenue streams one would normally calculate into a deal, there is a clear recognition of a special value that we are providing for which we are receiving compensation–value, money, however you want to describe it–measured in the ‘B’s not ‘M’s.”

The revenue, which was euphemistically referred to during last week’s investor event as “marketing support” will show up over the life of the deal, Elop said, and allow the company to invest more or flow through to its bottom line.

“To be clear it’s not about the money,” Elop said. “If we can be no different than anybody else, then at end of the day margins erode.”

Elop also noted that Nokia is committing fully to Windows Phone, where as Microsoft’s other partners are largely doing products for Google’s operating system as well.

“Some of the other OEMs do their best work for Android right now,” he said.

Although Nokia hasn’t committed to releasing a Windows Phone this year, Smart Devices head Jo Harlow said onstage at Nokia’s press conference that she is feeling the heat to do so.

Elop clarified where that heat was coming from. “From me,” he said. “From me.”

Update: Asked for comment on the Plan B letter, Nokia offered a brief statement.

“We are aware of the letter being posted, but have not been directly contacted,” the company said. “Nokia’s new strategy has full approval of the Board of Directors and the Nokia Leadership Team, and our focus now is on the execution of this new strategy.”

Morgan Stanley recently surveyed 50 enterprise CIOs about current and future tablet deployments and came back with some pretty astonishing findings: 21 percent of them are already purchasing tablets for employees and 51 percent expect to begin doing so in the coming year. In total, 67 percent of the CIOs surveyed said they’re either planning to deploy tablets or provide support for employee-owned ones this year. Now the scope of these deployments remains to be seen, but the fact that so many are being budgeted suggests the tablet is gaining meaningful traction in enterprise.

And if you’re dubious of that claim, consider this: Pads accounted for 29 percent of new enterprise activations of Good Technology software in December 2010, up from 25 percent the month prior. Clearly, there’s growing corporate interest in the tablet, which means there are growing opportunities for companies that provide enterprise software solutions for it–mobile security vendors like Check Point, desktop virtualization companies like VMware and cloud-based applications outfits like Salesforce.com.

So many people have asked Napier about the possibility that Rackspace might be taken out, it’s not hard to detect that his answer is well rehearsed. Rackspace is not for sale, he says, and he won’t comment on any approaches by larger companies it may be fielding. But he clearly doesn’t mind the speculation.

The market certainly is working on the assumption that an acquisition is coming. I talked with Napier on Friday, the day after Rackspace reported quarterly earnings that grew 50 percent over the same period in 2009, which was enough to send Rackspace shares up by more than $3, or more than 8 percent, closing at $40.07–more than twice what it traded for a year ago.

Rackspace will be a giant all its own, Napier insists, before it gets taken out by one of the lumbering tech giants that might like to drop a few billion dollars to absorb it. Ask him Rackspace’s chances of being acquired in the next several months, and he insists the company is not for sale. It sure sounds like he means it, as the growth opportunity that lies before him is just so good. But it’s also clear that he enjoys being in the position of being asked.

It’s a nice sentiment, but organic growth is only going to get you so far. Rackspace will cross the billion-dollar mark in revenue for the first time this year, and it has only $105 million in cash, so the only acquisitions Rackspace can make without going into a debt are small ones like the one last week of Anso Labs that NewEnterprise reported exclusively. The smart money says we’ll get a chance to see how serious Napier is about remaining independent before the end of the year.

NewEnterprise: Let’s talk about your business against the backdrop of the industry you’re in. In the last few weeks we’ve seen both NaviSite and Terremark acquired by larger companies. Clearly there’s some consolidation going on in the Web hosting and cloud services hosting business.

Napier: There is a shift in technology market around cloud. The market is shifting from one where companies do things themselves to buying technology as a service. We think of it as a world that’s going from buying inputs to buying outputs. We think this is a nascent trend and we’re in the first game of a seven-game series. On a macro basis we see this as the biggest growth opportunity in technology. Our strategy is to win the most valuable segment, which we believe is going to be the service segment. So if you look at how the market is developing, you have players like Amazon that’s offering a do-it-yourself cloud. For people who want the lowest price, and can do the work themselves, Amazon is an incredible pick. What we’re focused on is trying to be a service leader. We want to serve companies that want to run a critical app and who want us to run it for them and take accountability for it so they can sleep well at night. Over the past six quarters or so we’ve found ourselves in a crazy good spot. The growth opportunity ahead of us is expanding.

Let’s talk about growth. You don’t have all much cash on the balance sheet, about $105 million or so. You can grow organically, or you can acquire. You’ve made some small acquisitions recently. Is that going to continue?

We are an organic growth company. We have been since inception. The acquisitions we’ve done have been about technology and talent to improve our portfolio and the way we serve customers. We will remain an organic growth company. There are, I think, really two kinds of companies. Those that can grow organically and those that can’t, and so they grow by acquisition. Some companies are good at growing through acquisition. We’re just not. We’re organic growth folks here, so we’re going to stick to that. But we’ll still buy technology, capabilities and talent that we think is critical. As to the consolidation that’s taking place in the industry, it’s a great validation of the growth opportunity. There are some legacy tech and telecom companies that are behind and are trying to buy their way into the game. There was a similar wave of consolidation eight years ago and a lot of our competitors got taken out.

So let me ask the question you’re getting a lot lately. I’ve had three conversations with different people who have each picked three different large technology companies they think should acquire Rackspace. Have you been approached by anyone?

We have a policy not to comment on anything like that all. What I will tell you is that we’re not for sale. We feel like we have a tiger by the tail. I’ve been lucky to be at the company for 11 years and I think the next 11 years look better than the last. We’re not building the company to flip it. We think the market opportunity is such that new giants are going to emerge, and we want to be one of those giants.

Absent a scenario that someone shows up with eight or 10 billion in cash to buy your company, what are your strategic priorities for the year?

There’s a couple. We are making big investments in our product and service portfolio. That’s one. And then number two, we think we have a chance to improve the fundamental economics of our business model. As we make these investments, we’ll add more services and capabilities on top of our basic compute service. This drives up the average revenue for our basic compute which creates better outcomes for our customers and increases our economics. It’s a virtuous cycle. Our average revenue per server has increased for six consecutive quarters.

What are your biggest costs, and what kind of gross margin do you tend to run?

I think of them as investments, but I know that’s just semantics. Our no. 1 investment is technology and the Rackers [employees] that serve our customers. So if you look at the cost of revenue line, a year ago it was 31.5 percent. As of the end of 2010 it was 31.1 percent. We made some improvement. But we’re more focused right now on developing customer loyalty than we are in driving efficiency. It’s early in the game, and anytime a market is going through a period of rapid growth like this, it’s all about winning as many loyal and profitable customers as we can. When the growth slows down someday we’ll focus more on improving efficiencies throughout the business. Even so, in 2010 we grew faster, increased our margin and and improved our return on capital. Those are all difficult things, and we pulled it off.