4 ms·

Hopefully, you didnt miss this tangentially moored submission (was your depedendency on time constant re: [VP] sales vs engineers related to that covered therei

Hopefully, you didnt miss this tangentially moored submission (was your depedendency on time constant re: [VP] sales vs engineers related to that covered therein https://news.ycombinator.com/item?id=41556915 https://news.ycombinator.com/item?id=41556915

082349872349872 2y ago
No, I was referring to a different time constant: the τ such that the number of times the whiskey priest[0] falls off the wagon[1] occuring at t<τ equals the number of times the decay occurs at t>τ. So, just like the quantum watched pot never boils, the up-through-sales CEO would, out of habit alone, keep nurturing[2] their company officers — staying in touch (t<<τ) and shepherding them away from personal and towards corporate goals. (My hypothesis being that an up-through-engineering CEO, not finding this behaviour natural, would have to make an explicit attempt to do so, and hence might experience severe cultural issues dealing with people who can deliver a great deal of value under the right leadership but require steady, if small[3][4], external inputs to keep them in the fold.) [0] compare https://en.wikipedia.org/wiki/Don_Camillo_and_Peppone#Characterisation https://en.wikipedia.org/wiki/Don_Camillo_and_Peppone#Charac... [1] pads headcount, orphans mistakes, etc. [2] for a prospect: staying in touch and shepherding them towards close [3] the shepherd's crook can be mightier than the prince's cannon. (back when we had Prince-Bishops they used to commission statues of themselves holding both sword and crook, emphasising their ability to use either temporal persuasion or moral suasion) [4] see also the unstable yet controllable regime for designing fighter aircraft.
- gradschoolfail 2y ago
  The designoris (as well as the B2C sales (“marketers”) whom they tend to relate more to) should also have a time constant, such that the dynamics of navigating these various time constants do not tend to elevate them to any inner party (e.g. in AAPL, designoris getting driven out..) EDit: just saw that you replied to showrunning, thanks for directing my attention! I also replied to DG thread

082349872349872 2y ago

No, I was referring to a different time constant: the τ such that the number of times the whiskey priest[0] falls off the wagon[1] occuring at t<τ equals the number of times the decay occurs at t>τ. So, just like the quantum watched pot never boils, the up-through-sales CEO would, out of habit alone, keep nurturing[2] their company officers — staying in touch (t<<τ) and shepherding them away from personal and towards corporate goals. (My hypothesis being that an up-through-engineering CEO, not finding this behaviour natural, would have to make an explicit attempt to do so, and hence might experience severe cultural issues dealing with people who can deliver a great deal of value under the right leadership but require steady, if small[3][4], external inputs to keep them in the fold.) [0] compare https://en.wikipedia.org/wiki/Don_Camillo_and_Peppone#Characterisation https://en.wikipedia.org/wiki/Don_Camillo_and_Peppone#Charac... [1] pads headcount, orphans mistakes, etc. [2] for a prospect: staying in touch and shepherding them towards close [3] the shepherd's crook can be mightier than the prince's cannon. (back when we had Prince-Bishops they used to commission statues of themselves holding both sword and crook, emphasising their ability to use either temporal persuasion or moral suasion) [4] see also the unstable yet controllable regime for designing fighter aircraft.

gradschoolfail 2y ago
The designoris (as well as the B2C sales (“marketers”) whom they tend to relate more to) should also have a time constant, such that the dynamics of navigating these various time constants do not tend to elevate them to any inner party (e.g. in AAPL, designoris getting driven out..) EDit: just saw that you replied to showrunning, thanks for directing my attention! I also replied to DG thread