What We Get Wrong About Technology
we had yet to work out how to reshape our economy to take advantage of them.
Bureaucracy has its drawbacks. But so does flatness. Borderless collaboration and a non-authoritarian workplace are great goals to strive for, but they shouldn’t–and needn’t–come at the expense of other, more important things.
Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears.
People can’t help seeing signals, even in noise.
Last year, we decided to take another step and to start a coding class for any interested employees. The goal of this class wasn’t to help people become full-time engineers. It was instead to help people get deeper insight into how modern software development works so that they could better understand how problems get solved at technology companies.
Beshara hadn’t built a business; instead, he had manufactured a classic Silicon Valley mirage.
Create focused, relatively stable, bounded and largely crossfunctional teams.
Focus the teams on picking the most valuable work to do.
Break work down into small chunks with clear objectives, usually just a few days.
Measure how long things take, Kanban-style (e.g. 4.8-5.2 days on average).
Forecast based on short and long-term delivery cycle data.
Once autonomous vehicles are cheap, safe, and plentiful, retail and logistics companies could buy up millions, seeing that cars can be stores and streets are the ultimate real estate.
We hosted a brainstorming session that concluded that we can pursue an economically self-sufficient lunar base for a one-time $5B investment.
The modern world is filled with constant distractions. Only those with maniacal focus on results and a willingness not to engage in every activity achieve extraordinary results.
Have you ever taken on a project just so you wouldn't be inactive, just to keep things going? How many better opportunities have you missed because that project made you too busy to pursue them?
Loewy called his grand theory “Most Advanced Yet Acceptable”—maya. He said to sell something surprising, make it familiar; and to sell something familiar, make it surprising.
These were PhD scientists who had been attracted to biotech to explore their specialties. But, with little cognitive diversity, they had no versatility in how to approach the task. They never finished.
I starred your e-mail, and over time it became a mascot for my illogical but oppressive sense of dread in the face of slightly annoying tasks
Your “My Vision, and I Do Have One” video isn’t the best way to create a positive mental image.
The best product managers do three things:
Articulate what a winning product looks like.
Rally the team to build it.
Iterate on it until they get it right.
They are asking about a job. I am thinking about identity, community, purpose – the things that provide meaning and motivation. I am talking about my life.
We humans are really bad at controlling our emotions. This post won't help with that. Instead, I'm writing this to remind you not to allow your anger to persist under the illusion that it's somehow productive
Centralizing product termination decisions does three things: 1) Focuses attention on the entire portfolio; 2) Manages the ripple effect that exit has on the firm’s ecosystem; and 3) Mitigates potential disagreements and delays owing to internal politics.
Good listening is much more than being silent while the other person talks.
Now here are the questions I began to ask as I gained experience
Could you expand on that?
To the extent that Agile has lost its way, a slogan that reminds us of the original path will help. To the extent that Agile as a movement now favors bland conformity over scrappiness and outrageous ideas, an outrageous slogan can help us get back to where we once belonged.
"I didn't have time to write a short letter, so I wrote a long one instead."
I honestly am not sure what’s going on in this sentence. What I do know is that Sarah Palin has this in common with Roman orators: She loves to talk trash.
McClure watches from the floor. He’s in a black shirt that reads: “500 Strong.” When he doesn’t like a pitch, he shouts: “Buzzword bullshit!”
The stack fallacy is a result of human nature — we (over) value what we know.
Why is it taking so long?
Yes, you can be too action-oriented. Ideas, while cheap when compared to effective execution, are still more valuable than many of the other things we spend time on.