After dumping on a lot of pg's recent essays that I found to be quite myopic, I really liked this one and thought it was insightful. I am curious, though, if a

After dumping on a lot of pg's recent essays that I found to be quite myopic, I really liked this one and thought it was insightful. I am curious, though, if anyone knows some more of the specifics that Chesky shared about the "disasters" that resulted from the bad advice he followed in the past. I ask because I've seen two bad, but very different, scenarios: 1. One is to hire really smart people and just "let them loose", but without overarching guidance or direction. While I got burned by this model in a past job in my own career, I think a good well-known example of this currently is Google's "WTFs" around product management, i.e. lots of products launching with fanfare then get killed shortly thereafter, bizarre and confusing product naming schemes (Google Wallet/Android Wallet/GPay/Google Pay anyone? I honestly don't even remember), new product launches but then old, easily fixable bugs/feature requests that languish for years. 2. The other model, which is more of what PG seems to be hinting at, is the "John Sculley" model, i.e. treating employees like to interchangeable widgets, thinking of your org structure as black boxes with only specific interface points, etc. That is, I've seen both of these models fail, but in very different ways, so I'm curious what happened at AirBnB.