dasil003

29 ms·

421.
by dasil003 3y ago
Sure, the buck stops with the CEO. That said, if things are so dysfunctional that your only goal is to ascribe blame—which, incidentally, is a common behavior of bad managers—then you are already fucked. High performing teams require trust
422.
by dasil003 3y ago
You're right that PG ignores the privilege and selection bias at play in all stages on the funnel to Google-scale success. I'm okay with that though, because calling out all the statistical realities does not lead to actionable a
423.
by dasil003 3y ago
Any metaphor can have holes poked in it. Same as all narrative are reductive and leave out innumerable salient facts. The map is not the territory. It doesn't mean analogies aren't useful. As a cross-country mountain biker and
424.
by dasil003 3y ago
That line also jumped out at me. My understanding is iron lungs were only declared "obsolete" due to cost and mobility reasons, but the actual experience of an iron lung is better because it is less invasive and spreads the press
425.
by dasil003 3y ago
Both great points. One way to think about it is that pursuit of wealth simply has more competition—the opportunities for the upper tiers are very few relative to the population that aspires to them. It is objectively hard to get there reg
426.
by dasil003 3y ago
Top down comes with its own risks. The bottom line is big ideas and big change can only happen with both the champion at the top, as well as good understanding at the bottom, and a critical mass of good alignment and competence throughout
427.
by dasil003 3y ago
This is a naive and simplistic view that immediately breaks down in the face of individual freedom. Founders are not forced to take investment, nor are investors force to make it. Terms must be negotiated. You can say liquidation preferen
428.
by dasil003 3y ago
Obviously he has a huge incentive to publicly proclaim that the ceiling of AI is limitless. But does anyone think he actually believes this?
429.
by dasil003 3y ago
I get that this is beside the point, but it might make the author to feel better to know that writers are no less prone to same character flaw of becoming overly attached to their own implementation of an idea, often to their detriment in t
430.
by dasil003 3y ago
The thing missing from this post is any sense of whether you have talent and interest in programming. The closest you come is to say you've "gradually lost interest in [...] full-stack web development", but even there you us
431.
by dasil003 3y ago
GP clearly understands this and said it explicitly, hence “OpenAI more subtle scam” part.
432.
by dasil003 3y ago
Every time I go to timeanddate.com I feel like I see a link to the Leap Day page ( https://www.timeanddate.com/date/leap-day.html ) that shows the meme-infamous boyfriend-checking-out-another-girl couple, except she&#x27
433.
by dasil003 3y ago
lucky it didn't fall on a payday eh?
434.
by dasil003 3y ago
This post is not wrong, but it fails to distinguish between high-level product decisions and high-level engineering implementation decisions. They are too sides of the same coin, to be sure, but there is an incredibly common failure mode w
435.
by dasil003 3y ago
S3 didn't launch until 2006, iPhone 2007, App Store 2008. In 2004 we had Palms and VPSs, but that doesn't quality as mobile and cloud in any modern sense of the word.
436.
by dasil003 3y ago
How do you draw the conclusion that the author can't explain what he means by moving fast? Just because it wasn't adequately explained for someone with your worldview and experience doesn't mean that it's bullshit. Oth
437.
by dasil003 3y ago
Agreed, but I'm just responding to the GPs point, not making a statistical argument about how many people see it as a status symbol (and what subset of those would publicly admit it).
438.
by dasil003 3y ago
The problem to be solved need not be utilitarian, in this case it is status signaling. But note that this is only possible with long-game brand-building, and "good marketing" massively understates what does into achieving this ki
439.
by dasil003 3y ago
> Is the idea that you’re supposed to provide good discussion of the pros and cons, and so show some experience? That sounds like you’ll just hire people who had similar experience to you. This depends far more on the interviewers list
440.
by dasil003 3y ago
This kind jaded, reductive answer reeks of sour grapes. I've seen so many adopt a transactional mentality as a sort of defense mechanism against the indifference of the universe, and in the process they unintentionally blind themselve
441.
by dasil003 3y ago
I love that they just asked it but they didn't explain why.
442.
by dasil003 3y ago
This assumes you know what you need to build. 90% of the challenge in large scale development is nailing down requirements, especially when the problem space is too big for any individual to fully understand.
443.
by dasil003 3y ago
Thanks for your measured response. You're right that it's not inherently toxic to think of yourself. The reason I reacted that way is because that mentality (whether explicit or not) is what leads to operating in a very transact
444.
by dasil003 3y ago
> But if you're looking to learn how to be a good engineering manager, I'm not sure how much "leadership" has to do with doing a good job. Your whole comment is spot on, but I think there's a trap here. Yes, a
445.
by dasil003 3y ago
This is a strange comment. Everyone in a corporate structure is a servant. How you advance is by demonstrating that you are helping solve the problems deemed important by your chain of command. Theoretically this should be aligned from t
446.
by dasil003 3y ago
Yeah I've been interviewing and building engineering teams for teams for over 20 years at this point. Overall the article highlights a lot of valuable personality traits and signals you can pick up on. Asking about childhood is just
447.
by dasil003 3y ago
This resonates, but I think it's overly pessimistic about the knowledge that software engineers collectively have. Actually there's a lot of deep knowledge and experience, just not enough to counterbalance the massive volume of p
448.
by dasil003 3y ago
Small teams get more done with less because communication overhead is low and agency is high in each individual. Big teams tend to struggle because people don’t know exactly what to do to move the whole shambling enterprise forward. It’s l
449.
by dasil003 3y ago
Waitrose it is then
450.
by dasil003 3y ago
> It reminds me a lot of politics and I'm not sure why we're so resistant to nuance when our whole job is typically composed of nuance. My theory is the increase in available information is overwhelming everyone's cognit

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