While points 1 and 2 are indeed desirable, point 3 should be moot given we have a constitutional right to privacy and freedom from unreasonable search and seizures.
The combination of ubiquitous scanners, poor data controls on commercially owned date, and law enforcement access without proper warrants compounds to a situation that for many rational people would fail the test of being fair play under the Fourth Amendment. For similar reasons, for example, it has been held by the Supreme Court that installing a GPS tracker on a vehicle and monitoring it long-term without a warrant is a 4A violation (US v Jones). Similar cases have held that warrants are needed for cellphone location tracking.
So far, however, courts have not held Flock to the same standard -- or have at least held that Flock's data does not rise to the same standard.
I personally think this is a mistake and is a first-order reason we have this problem, and would prefer the matter to stop there rather than rely on ethics. (Relying on ethics brought us pollution in rivers, PFAS and Perc in the ground, and so on.)
Given the state of politics and the recent behavior of the Supreme Court, however, I would not hold my breath for this to change soon.
As someone who runs a company, this article resonated with me. This stuff happens in every department and has a lot to do with how the company is run day to day. If you think about the major deliverables of a department - and pick any department - “manager culture” says the head of that department produces the deliverable internally, getting feedback from stakeholders outside their team perhaps, but “owning” the decision. Thus the product roadmap is “owned” by the product team, and the person the VP PM or CPO reports to is a passive recipient of it even if they have input or feedback on it. But that cascades downward: in manager culture, the mobile roadmap is owned by the mobile PM, the internal tools roadmap is owned by the internal tools PM, and so on. They all buy into manager culture, where autonomy is viewed as a defining aspect of their impact and importance, and to take away that autonomy is to undermine them and risk losing them (“micromanaging, which is bad”).
This same thing happens with marketing. Budgets get set. Agencies get hired. Branding and creative campaigns get developed and show up on the doorstep of the CEO hundreds of thousands of dollars deep. In engineering. In customer support. In finance (we have to do this, because the forecast cycle requires it; we can’t do that, because we don’t have the budget).
In founder culture, the founder gets down and dirty in the roadmapping process. They will give direct feedback on how a customer issue is routinely handled, or a design choice, or a creative campaign. Or a technical standard - Gates and Jobs both famously did this incisively and decisively. I’m no huge fan of Zuck, but it’s clear how much involvement he has with product and design for example. He famously bought Instagram because he wanted to, and understood its importance to facebook’s future, not because a strategy team identified it and a corp dev team engaged and investment banker to analyze and negotiate it. Mark Pincus was like this at Zynga too- ask anyone who was there.
Why is this important? Because people all the way down the organization don’t usually have the same nuanced understanding of the product, the market, the company strategy, the positioning, as you do. They will make decisions that optimize their subsystem but are sub optimal to the system. I had a customer support manager recently ask me if he could move a set of things that was causing a lot of load on his team to our law firm. The law firm of course charges 10-30xx per hour what a customer support agent makes. Even if you do a good job evangelizing the company mission and hiring non-mercenaries and whatnot, again and again and again you will see people wanting to “professionalize” their teams in ways that add more process, slow things down, and attenuate impact.
So If you let your company get into manager mode, you really lose control of the boat. And if you try to operate in founder mode after hiring a bunch of managers, they pissed because they don’t want to be micromanaged. But if they were crushing it, you wouldn’t need to.
I think the best founders are able to navigate this dynamic effectively, whether that’s by being able to effectively make a jump to a more delegated model, or building a team that can leverage their strengths without snuffing their hands-on involvement, or taking back the wheel at the right time.
A good counter example I can think of is Yahoo, when Jerry Yang took back over after Terry Semel retired. Manager culture had deeply set in there, and was not reversible despite Jerry’s good efforts and some great executives who were aligned to it. (And yes, the big, Steve Jobs inspired, “fix the company retreat” they did was literally “VP’s and up”.). As someone who worked there, was not a VP, but likely would have been in a “top contributing employees” cull by different measures, it was extremely painful to experience.
I would note that it takes a lot of energy to sustain this mode and be a leader through it, or to make changes in this direction to course correct.
Anyone who has kids has to answer the phone from strangers routinely. School staff and camp counselors are routinely using their own cell phones these days to communicate with parents.
Doing it the opposite way - tying all outbound school/camp calls to a single callerID - risks blending the important with the automated reminders. LAUSD abuses their automated calling system to the extent that my wife and I have both screened calls from the front office involving an injured child, more than once.
The real issue here is getting to the root cause, which is carriers and their intermediary aggregators having incentives to carry large volumes of spam.
In a number of markets, operators have increased the cost of SMS messages to deter spam, only to find a massive increase in traffic pumping fraud that mysteriously appears in the system of trusted intermediaries. Everyone's making a goddamn fortune off it, and no one actually cares to fix it.