Embrace Complexity; Tighten Your Feedback Loops(ferd.ca)
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Embrace Complexity; Tighten Your Feedback Loops
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49 comments
That's a point of view that would change quickly if you were in one of those management positions.
You get to a point where it's impossible to do the work anymore. There's too much of it. You have to develop teams, processes, structure, etc. that delivers the outcomes you're accountable for with full knowledge that you cannot do them yourself. It's very different than doing the work and experience shows that fewer people are capable of doing it, especially with any repeatability. The working world yearns for effective managers.
I encourage you to compare the productivity of the modern multinational corporation to any commune in history. The people working in collectives are not stupid or lazy. It's not an effective structure.
You get to a point where it's impossible to do the work anymore. There's too much of it. You have to develop teams, processes, structure, etc. that delivers the outcomes you're accountable for with full knowledge that you cannot do them yourself. It's very different than doing the work and experience shows that fewer people are capable of doing it, especially with any repeatability. The working world yearns for effective managers.
I encourage you to compare the productivity of the modern multinational corporation to any commune in history. The people working in collectives are not stupid or lazy. It's not an effective structure.
> I encourage you to compare the productivity of the modern multinational corporation to any commune in history. The people working in collectives are not stupid or lazy. It's not an effective structure.
It’s a hard comparison to make when the goals of those two systems are vastly different.
I worked for a multinational software company and the amount of waste I saw was just staggering. If outside shareholders knew how little we actually produced on a day to day basis, they would probably be appalled. But because the company knew how to engage with market analysts, we looked good on paper. So much of the money made today involves just being the biggest player in a given market, regardless of how effective the product is (i.e. “nobody ever got fired for choosing Microsoft”)
It’s a hard comparison to make when the goals of those two systems are vastly different.
I worked for a multinational software company and the amount of waste I saw was just staggering. If outside shareholders knew how little we actually produced on a day to day basis, they would probably be appalled. But because the company knew how to engage with market analysts, we looked good on paper. So much of the money made today involves just being the biggest player in a given market, regardless of how effective the product is (i.e. “nobody ever got fired for choosing Microsoft”)
But maximum efficiency does not scale linearly with organisational size/product complexity. So yes, lots of wastage, but still possibly the least wastage of other tried-and-tested organisational models.
Also, effectiveness of software relates to the attributes that align to the dimensions of "goodness" as defined by each user not the developer. The software does not have to be the best (among its peers) to be the most effective for me. The same software may be completely ineffective for you, if what you want out of it is different to what I want.
Also, effectiveness of software relates to the attributes that align to the dimensions of "goodness" as defined by each user not the developer. The software does not have to be the best (among its peers) to be the most effective for me. The same software may be completely ineffective for you, if what you want out of it is different to what I want.
Productivity is not a universal good. Productivity on its own does not lead to better business outcomes. The problem with management that doesn’t do or know how to do the work is that they get detached from what should be done — they can be neither visionary nor maintainer. This can be overcome when management loses their ego and listens to those doing the work, merging their high level view with the data gotten from perspectives on the shop floor. I can count the number of people in management I’ve observed capable of doing that on one hand in a decade.
Agree. In fact one problem many have when new to management is actually doing the work themselves rather than coaching others to achieve it.
>They are there to crack the whip and collect the spoils
This is historically correct
Here's a recent unambiguous proof from Tesla's own words:
"Tesla argued that stock options were used to ensure Director's incentives were aligned with investor goals." [1]
Said another way, "we massively over-paid directors in order to give them an incentive to prioritize investor goals over all other goals"
In the parlance of finance this is the only goal and the ultimate decision that cannot be questioned.
I have seen this made explicit in multiple organizations as a Director or Senior Manager. As a manager, if you are explicit in supporting employee benefits over increase in stock price or C-Suite direction (when given the choice) then you should expect no further growth or promotions (unless you can manipulate the org or have some damaging information on the company).
>Maybe another approach would be for the workers to share more equally in the spoils so that they would be naturally inclined to integrate business improvements and goals
The strong form of this is a worker-owned-cooperative but second to that are labor unions. So if you want to change it, then start/join a union and stop creating corporations with separate ownership rules for investors.
[1]https://www.engadget.com/tesla-directors-agree-to-return-735...
This is historically correct
Here's a recent unambiguous proof from Tesla's own words:
"Tesla argued that stock options were used to ensure Director's incentives were aligned with investor goals." [1]
Said another way, "we massively over-paid directors in order to give them an incentive to prioritize investor goals over all other goals"
In the parlance of finance this is the only goal and the ultimate decision that cannot be questioned.
I have seen this made explicit in multiple organizations as a Director or Senior Manager. As a manager, if you are explicit in supporting employee benefits over increase in stock price or C-Suite direction (when given the choice) then you should expect no further growth or promotions (unless you can manipulate the org or have some damaging information on the company).
>Maybe another approach would be for the workers to share more equally in the spoils so that they would be naturally inclined to integrate business improvements and goals
The strong form of this is a worker-owned-cooperative but second to that are labor unions. So if you want to change it, then start/join a union and stop creating corporations with separate ownership rules for investors.
[1]https://www.engadget.com/tesla-directors-agree-to-return-735...
Workers vs investors shouldn't be seen as a zero sum game. If it is then that's short-term thinking. Simon Sinek explains this all very well in The Infinite Game.
Guess which one thinking short term can hurt the other?
I’d agree if there was any semblance of a power balance or history of successful outcomes for the vast majority over the long term.
All people point to are the infinitely rare (over represented here by multiples) first few employees of a huge start up - and even that is getting rarer for anything but the first 100 employees at most.
When was the last big employee millionaire event like Microsoft or Google or Amazon - over 20 years ago for all but Google (19)? That’s an entire career.
I don’t recall a wave of new millionaires from Snap, AirBnB or Uber IPO in the same way. Maybe I’m totally wrong here and just missing these groups - seems all the spoils went to the VCs.
I’d agree if there was any semblance of a power balance or history of successful outcomes for the vast majority over the long term.
All people point to are the infinitely rare (over represented here by multiples) first few employees of a huge start up - and even that is getting rarer for anything but the first 100 employees at most.
When was the last big employee millionaire event like Microsoft or Google or Amazon - over 20 years ago for all but Google (19)? That’s an entire career.
I don’t recall a wave of new millionaires from Snap, AirBnB or Uber IPO in the same way. Maybe I’m totally wrong here and just missing these groups - seems all the spoils went to the VCs.
Any non-zero sum game can be re-formulated in zero-sum game terms, this is a rule.
Give me example of any non-zero sum game, and I can prove that under the hood it is actually a zero-sum game.
The trivial proof is that profit/revenue pool available for Corporation is limited, and the main question is how that profit pool is to be divided among Labor (employees) and Capital (investors/shareholders).
The fundamental laws of mass/energy preservation equally apply to money - you can't create money out of thin air, it has to be taken from someone else (customer) and then redistributed (among suppliers/labor/investors/shareholders/tax man)
Give me example of any non-zero sum game, and I can prove that under the hood it is actually a zero-sum game.
The trivial proof is that profit/revenue pool available for Corporation is limited, and the main question is how that profit pool is to be divided among Labor (employees) and Capital (investors/shareholders).
The fundamental laws of mass/energy preservation equally apply to money - you can't create money out of thin air, it has to be taken from someone else (customer) and then redistributed (among suppliers/labor/investors/shareholders/tax man)
USA literally creates money out of thin air, there is no upper cap as they keep extending the ceiling.
This is how we have a CEO making $100b from a single company stock which would be impossible if it were a zero sum game.
Hype which is even more rarefied air, can create so much money without taking anything from the customers. Silicon Valley VC's create valuations for companies out of thin air and then triple it even without anyone ever seeing that money.
Attention which is unlimited in a way is a new form currency, which is why you see platforms being built up to get more eyeballs.
The rule you mentioned comes into play when taking into account players in the game i.e any game where you can add more players is guaranteed to become zero sum.
In real world situations where cooperation is needed, we mostly have a non zero sum game.For ex - https://cs.stanford.edu/people/eroberts/courses/soco/project...
This is how we have a CEO making $100b from a single company stock which would be impossible if it were a zero sum game.
Hype which is even more rarefied air, can create so much money without taking anything from the customers. Silicon Valley VC's create valuations for companies out of thin air and then triple it even without anyone ever seeing that money.
Attention which is unlimited in a way is a new form currency, which is why you see platforms being built up to get more eyeballs.
The rule you mentioned comes into play when taking into account players in the game i.e any game where you can add more players is guaranteed to become zero sum.
In real world situations where cooperation is needed, we mostly have a non zero sum game.For ex - https://cs.stanford.edu/people/eroberts/courses/soco/project...
thank you for your comment, your points are valid
Giving and receiving love is not zero-sum.
Cultivating mutual trust is not zero-sum.
it is not zero-sum between two parties (as in if one party shows more love, there is a chance it will create more mutual love from the other party).
But, the problem can be reformulated as zero-sum in terms of time: Time is the ultimate scarce and zero-sum resource, you cannot create time, only redistribute.
The more time we spend with the loved ones, less time we have for other things like hobbies and work. Company wants people to spend maximum time on work and worker efficiency (so called "career growth"), and less time on personal life etc. For corporation - worker's attention is absolutely zero-sum game and they want maximum of worker's attention, on top of 9-5.
That's why they create more employee love by throwing benefits, free food and snacks, corporate parties so that they spend less time on personal matters and work more toward the company's goals.
But, the problem can be reformulated as zero-sum in terms of time: Time is the ultimate scarce and zero-sum resource, you cannot create time, only redistribute.
The more time we spend with the loved ones, less time we have for other things like hobbies and work. Company wants people to spend maximum time on work and worker efficiency (so called "career growth"), and less time on personal life etc. For corporation - worker's attention is absolutely zero-sum game and they want maximum of worker's attention, on top of 9-5.
That's why they create more employee love by throwing benefits, free food and snacks, corporate parties so that they spend less time on personal matters and work more toward the company's goals.
Free time isn’t zero sum. An accountant and a plumber can create free time by trading services. If it would take a plumber five hours to file his taxes, he could instead fix the tax accountant’s sink in one hour in exchange for the tax accountant filing his taxes. Assuming the tax accountant can do so in one hour and would have taken five hours to fix his own sink, both profit by reclaiming four hours of time.
^ I don't think professional plumbers and accountants exchange services in kind for a living, last time I checked people use this thing called currency.
and this makes the zero sum, since the money plumber pays accountant, is the money he cannot spend on other things like groceries and vise versa.
and this makes the zero sum, since the money plumber pays accountant, is the money he cannot spend on other things like groceries and vise versa.
Sounds like you’re recognizing that the example is positive sum.
And bringing currency into the equation doesn’t change the fact that the plumber is better off for engaging in the trade.
Not all ways of spending money create the same value. He could also spend the money by burning it, which would be negative sum.
And bringing currency into the equation doesn’t change the fact that the plumber is better off for engaging in the trade.
Not all ways of spending money create the same value. He could also spend the money by burning it, which would be negative sum.
It is not positive sum, in competitive market it is basically exchanging services, and each party has to agree on mutual value of services being exchanged otherwise no trade.
Accountant values his labor as 100/hr and plumber values his services as 100/hr and they simply exchanche services.
How is it positive sum?
Accountant values his labor as 100/hr and plumber values his services as 100/hr and they simply exchanche services.
How is it positive sum?
Because the price paid is somewhat less than the value derived. You might have been willing to pay him $110 and he might have been willing to walk away with $90. But regardless of whether you settle on a rate of $90 or $110 or split the difference at $100, a $20 positive sum is created.
You mention competitive markets, where surplus is reduced or almost eliminated. But most markets do not reach such a late stage level of optimization.
You mention competitive markets, where surplus is reduced or almost eliminated. But most markets do not reach such a late stage level of optimization.
If "anything can be broken down to a zero sum game" just means "time is finite, react accordingly" that's all well and good. Kind of banal, though. I was hoping for something more theoretical...
I should have added: anything material (that is subject to laws of preservation of energy and mass).
On the flip-size, only immaterial things can be freely modeled as non zero-sum without conflicts
On the flip-size, only immaterial things can be freely modeled as non zero-sum without conflicts
How does this model account for varying growth based on employee alignment with company goals?
Think of annual profit generated by company as a fixed pie. or total market as a giant pie.
Question is how to slice a pie between Labor and Capital?
Now we know that IT is a growing market, and next year pie will be bigger, much bigger. That's why Capital needs Labor to cooperate along and work as efficiently as possible to capture maximum slice of pie for the Corporation next year and the year after.
That's why they give variable compensation and give sense of ownership. Just by giving out 0.1% of shares, Capital is able to extract max value form Labor and make their pie grow at 30-40% per year.
Absolutely killer deal for Capital.
That's how zuckerberg et al become billionaires, while employees who created the money making machine are mere (multi)millionaires.
you join stage B startup and get 0.01% of company as ISO options, but you do the 100% of the work required to make product and grow company from $10M valuation to $10B valuation. Three orders of magnitude growth for Capital, while Labor get 1/1000 of that growth
Question is how to slice a pie between Labor and Capital?
Now we know that IT is a growing market, and next year pie will be bigger, much bigger. That's why Capital needs Labor to cooperate along and work as efficiently as possible to capture maximum slice of pie for the Corporation next year and the year after.
That's why they give variable compensation and give sense of ownership. Just by giving out 0.1% of shares, Capital is able to extract max value form Labor and make their pie grow at 30-40% per year.
Absolutely killer deal for Capital.
That's how zuckerberg et al become billionaires, while employees who created the money making machine are mere (multi)millionaires.
you join stage B startup and get 0.01% of company as ISO options, but you do the 100% of the work required to make product and grow company from $10M valuation to $10B valuation. Three orders of magnitude growth for Capital, while Labor get 1/1000 of that growth
> Now we know that IT is a growing market,
That's literally a non zero sum game. You can phrase it as cynically as you like, but that's still the definition of a non zero sum game.
That's literally a non zero sum game. You can phrase it as cynically as you like, but that's still the definition of a non zero sum game.
it is zero sum when it comes to Labor vs Capital relationship.
Counter example to your claim: if giving out RSUs is not zero-sum, then why don't Companies give me as many RSUs as possible, since they are not losing anything and it is not zero-sum game, by your definition?
Counter example to your claim: if giving out RSUs is not zero-sum, then why don't Companies give me as many RSUs as possible, since they are not losing anything and it is not zero-sum game, by your definition?
That is a purposefully bad take of "my definition"
Sure the RSUs available today are zero sum. The company has a finite value today, and thus your share of the compensation available today is a zero sum game across every participant in the corporation.
But your compensation _over time_ is not zero sum, as the value of the company can grow, both within the current market and as the current market grows _by your own definition._
Sure the RSUs available today are zero sum. The company has a finite value today, and thus your share of the compensation available today is a zero sum game across every participant in the corporation.
But your compensation _over time_ is not zero sum, as the value of the company can grow, both within the current market and as the current market grows _by your own definition._
Question to you: why shareholders are giving out RSUs in the first place? Are they doing it out of kindness of their heart?
If you look at the whole picture, you will see that “to align employees with company goals” is simply “to incentivize employees to make shareholders richer”.
Shareholders usually own 90+% of the stock, while employees ownership is in single percentages at best. That includes early employees.
The deal for Capital is very simple: give away few percents of stock and make Labor grind tirelessly to increase value of Capital by orders of magnitude.
Percentage wise everybody wins, both Labor and Capital (so called not zero sum game), in absolute terms however the distribution tells a different story.
Another counter-example: Imagine startup fails or is acquired at decreased valuation: will be it zero sum or not?
Well, employees options are wiped out first, VC capital gets first claims to money pool, Founders have second claims after VCs (or would have made liquid in separate deals), while regular employees are the ones who screwed.
If you look at the whole picture, you will see that “to align employees with company goals” is simply “to incentivize employees to make shareholders richer”.
Shareholders usually own 90+% of the stock, while employees ownership is in single percentages at best. That includes early employees.
The deal for Capital is very simple: give away few percents of stock and make Labor grind tirelessly to increase value of Capital by orders of magnitude.
Percentage wise everybody wins, both Labor and Capital (so called not zero sum game), in absolute terms however the distribution tells a different story.
Another counter-example: Imagine startup fails or is acquired at decreased valuation: will be it zero sum or not?
Well, employees options are wiped out first, VC capital gets first claims to money pool, Founders have second claims after VCs (or would have made liquid in separate deals), while regular employees are the ones who screwed.
You can't say that some outcomes are zero sum and other outcomes are not. By the very fact that there are different possible outcomes proves it is not a zero sum game.
> Imagine startup fails or is acquired at decreased valuation: will be it zero sum or not?
It's not zero sum, the total sum changed over time as the company lost value. Non zero sum doesn't mean "value only goes up"
> Percentage wise everybody wins, both Labor and Capital (so called not zero sum game), in absolute terms however the distribution tells a different story.
Thank you for conceding my point. It is a non zero sum game. There's an argument to be made about that employees are not given their fair share of RSUs or options, but that is a wholly separate argument/debate and you weaken your point by trying to say it's a zero sum game.
> Imagine startup fails or is acquired at decreased valuation: will be it zero sum or not?
It's not zero sum, the total sum changed over time as the company lost value. Non zero sum doesn't mean "value only goes up"
> Percentage wise everybody wins, both Labor and Capital (so called not zero sum game), in absolute terms however the distribution tells a different story.
Thank you for conceding my point. It is a non zero sum game. There's an argument to be made about that employees are not given their fair share of RSUs or options, but that is a wholly separate argument/debate and you weaken your point by trying to say it's a zero sum game.
Why should they care about long term health of the company when their stake can change [almost] on a whim?
The whole system seems to exist for short term profits.
The whole system seems to exist for short term profits.
Simon is wrong.
It is absolutely zero sum for any measure that matters over periods that are impactful to individual and familial human flourishing
This capitalist rationalization of greed-based markets, loves to pick whatever timeline for measurement which fits their criteria.
It is unambiguous that wealth and power accumulation will persistently concentrate into the smallest number of hands in absence of collective structural countermeasures.
So the default state of large scale capatalist systems follows power law in both wealth and power distribution. It’s a mathematical reality that is shown over and over and over to repeat itself
It is absolutely zero sum for any measure that matters over periods that are impactful to individual and familial human flourishing
This capitalist rationalization of greed-based markets, loves to pick whatever timeline for measurement which fits their criteria.
It is unambiguous that wealth and power accumulation will persistently concentrate into the smallest number of hands in absence of collective structural countermeasures.
So the default state of large scale capatalist systems follows power law in both wealth and power distribution. It’s a mathematical reality that is shown over and over and over to repeat itself
You're pitching this as truth when in reality it's just one viewpoint. Simon is not "wrong" any more than you are "wrong". You're just arguing from different perspectives.
Most big tech firms give engineers RSUs for this reason
also SBC (share based comp) looks favorably on cash flow statement, because SBC does not decrease EBITDA, thus artificially inflating EBITDA numbers and price target of the company.
How this works: new SaaS startup shows up and shows $10M EBITDA to investors. This does not reflect $5M in SBC.
According to industry averages, bankers apply average (lets say 10x) EBITDA multiple and derive valuation of $100M and invest funds based on that calculation.
Had company paid cash salary instead of RSUs, firms' EBITDA would have been $5M and valuation of $50M - a half of original pitched value
Obviously this is just a naiive textbook example, and actual valuations are more complex and involve several ways of deriving value and multiples, but in general RSU is viewed favorably mainly because it improves Cash Flow from Operations and EBITDA numbers - in addition to creating incentives to employees
How this works: new SaaS startup shows up and shows $10M EBITDA to investors. This does not reflect $5M in SBC.
According to industry averages, bankers apply average (lets say 10x) EBITDA multiple and derive valuation of $100M and invest funds based on that calculation.
Had company paid cash salary instead of RSUs, firms' EBITDA would have been $5M and valuation of $50M - a half of original pitched value
Obviously this is just a naiive textbook example, and actual valuations are more complex and involve several ways of deriving value and multiples, but in general RSU is viewed favorably mainly because it improves Cash Flow from Operations and EBITDA numbers - in addition to creating incentives to employees
Indeed, which are sub class of stock with no power.
So it’s the same story and is effectively a lottery ticket.
So it’s the same story and is effectively a lottery ticket.
RSUs that you can sell are effectively cash, not a lotto ticket.
They depend on the stock which is totally unpredictable
For example, literally the day before I started at my last company, their stock went from $120 to $40
So yes it’s a lotto ticket
For example, literally the day before I started at my last company, their stock went from $120 to $40
So yes it’s a lotto ticket
I just… sell the stock when it vests? I guess I can see your pov is consistent as long as you consider every stock as a lotto ticket, but I don’t think that’s the typical opinion.
Problem with this approach is RSU grant price is fixed at when you join the company.
You could sign job offer with $1M in RSUs at $100/sh for 10k shares, but you would have vested only $500k worth of shares if price decreases to $50/sh a year after, when you reach cliff vest
So selling at vest does not decrease your risk between RSU grant date and vest date
You could sign job offer with $1M in RSUs at $100/sh for 10k shares, but you would have vested only $500k worth of shares if price decreases to $50/sh a year after, when you reach cliff vest
So selling at vest does not decrease your risk between RSU grant date and vest date
I've often encountered software that feels like it was designed by people who don't have to use it to do work, and not necessarily because they're engaging in class conflict (though it can certainly appear that way based on the painfully flawed software people can be forced to tolerate).
The worst system was a DOS-based point-of-sale system in a restaurant---kept around way beyond the 'age of DOS'. The main gimmick is that it had a wired light touch pen (I think it worked like a classic Nintendo gun) for selection. It gave the illusion of innovation/ease of use, but was extremely cumbersome and required a good amount of experience to avoid mistakes.
I also think trying to pin down things as strictly class warfare every time can muddy problem areas. Institutions realistically do gain some functional productivity by having people specialize and having defined roles, but having them too separated and specialized can also create problems. You can also have a lazy human problem, where people don't want to do the work that isn't directly associated with their role, and so on. There is also a lot in the bschool lit about how different business structures contribute to these problems too.
The worst system was a DOS-based point-of-sale system in a restaurant---kept around way beyond the 'age of DOS'. The main gimmick is that it had a wired light touch pen (I think it worked like a classic Nintendo gun) for selection. It gave the illusion of innovation/ease of use, but was extremely cumbersome and required a good amount of experience to avoid mistakes.
I also think trying to pin down things as strictly class warfare every time can muddy problem areas. Institutions realistically do gain some functional productivity by having people specialize and having defined roles, but having them too separated and specialized can also create problems. You can also have a lazy human problem, where people don't want to do the work that isn't directly associated with their role, and so on. There is also a lot in the bschool lit about how different business structures contribute to these problems too.
Ironic since my experience during the transition away from ASCII displays and shortcut inputs is that the touch screens and deep menus were slow. Touch won because it was more approachable, at least for the shallowest options
Touch is fine when done right with responsive hardware. I'm not making a blanket statement about if touch is good or bad. This was just a poorly designed UI and software. Additionally, the light pens could be prone to error due to dirt and grime.
To be frank, this has an anti-capitalist smell and I don’t feel is written in good faith.
Sure there are managers that crack the whip, but most the places I’ve worked for, my manager was a former IC and cared deeply about the health of the product, while protecting the IC team I was on from the business side.
Learning more about the business portion and product manager viewpoints, gives me a more sympathetic tone to the whole situation.
We shouldn’t expect someone whose career they’ve focused on the business side to understand the software in depth. Sure there’s space to learn anything, but people have lives outside of career. Instead, a healthy company delegates these tasks out. It’s the responsibility of my manager to have one foot in the software, and one in the business, to help best translate and champion towards a common goal.
It’s the responsibility of her managers to respect the decisions she makes, and when hard lines are drawn for the sake of the health of the product to adhere to them. Within reason, of course.
This to me makes me feel excited to go to work (not every day, I’m not a psycho :) ), and makes me want to climb the ladder. I get paid well, produce value for the company, and get opportunities to work on challenges and with data/systems that I otherwise would not be able to.
With that knowledge, I can then take that to my side business and more effectively grow it. Don’t think there’s any “they’re taking the spoils” going on…
Sure there are managers that crack the whip, but most the places I’ve worked for, my manager was a former IC and cared deeply about the health of the product, while protecting the IC team I was on from the business side.
Learning more about the business portion and product manager viewpoints, gives me a more sympathetic tone to the whole situation.
We shouldn’t expect someone whose career they’ve focused on the business side to understand the software in depth. Sure there’s space to learn anything, but people have lives outside of career. Instead, a healthy company delegates these tasks out. It’s the responsibility of my manager to have one foot in the software, and one in the business, to help best translate and champion towards a common goal.
It’s the responsibility of her managers to respect the decisions she makes, and when hard lines are drawn for the sake of the health of the product to adhere to them. Within reason, of course.
This to me makes me feel excited to go to work (not every day, I’m not a psycho :) ), and makes me want to climb the ladder. I get paid well, produce value for the company, and get opportunities to work on challenges and with data/systems that I otherwise would not be able to.
With that knowledge, I can then take that to my side business and more effectively grow it. Don’t think there’s any “they’re taking the spoils” going on…
Most of those are good points. I am technically anti-capitalist, but also anti-socialist. I think both philosophies are extreme and oversimplified. We need a worldview that integrates the insights of both with technological developments and is truly a step forward. It must value the application of science to solving society's problems by creating and using tools in core structures. It must value diversity and evolution but also holism and harmony.
> and maybe try to keep the other managers from interfering with the work also.
I think that's what good managers are supposed to do. As in, that's their entire job.
Managers are not necessarily good at doing the actual work, but hopefully, the people they manage are. The thing is: running a business involves a lot more than doing the "actual work", coordination, dealing with customers, etc... Managers are supposed to shield workers from all that, so that they can concentrate on the "actual work".
For example, a somewhat idealized but not so far from the truth exchange with my manager could look like:
- The customers is unhappy with the latest release, he says that X doesn't work as expected, can you tell me why?
- Uhm... X wasn't in the specs so it wasn't tested, but sure, it is a bug
- Ok, how long you think it will it take to fix it?
- Probably around two days
- Ok, let's make it 4 to account for risk and management. It shouldn't cause major delays but I may need to find some extra budget, I will negotiate with the customer since it wasn't originally planned. In the meantime, work on fixing that bug and tell me how it goes.
I think that's what good managers are supposed to do. As in, that's their entire job.
Managers are not necessarily good at doing the actual work, but hopefully, the people they manage are. The thing is: running a business involves a lot more than doing the "actual work", coordination, dealing with customers, etc... Managers are supposed to shield workers from all that, so that they can concentrate on the "actual work".
For example, a somewhat idealized but not so far from the truth exchange with my manager could look like:
- The customers is unhappy with the latest release, he says that X doesn't work as expected, can you tell me why?
- Uhm... X wasn't in the specs so it wasn't tested, but sure, it is a bug
- Ok, how long you think it will it take to fix it?
- Probably around two days
- Ok, let's make it 4 to account for risk and management. It shouldn't cause major delays but I may need to find some extra budget, I will negotiate with the customer since it wasn't originally planned. In the meantime, work on fixing that bug and tell me how it goes.
This comment is in reference to the second to last paragraph (there's something weird going on with that page that's preventing me from copying text on my mobile). That paragraph says something like "by being outside silos you can carry information around and tie it all together".
I've been thinking about my role as a technical writer (TW) recently. I think TWs have a lot of opportunity to operate in a similar way. The real name of the game for my line of work is organizational knowledge management. For example, I've had some [1] success getting Eng teams to dump common Q&A into Stack Overflow so that the next time the issue comes up they can just link customers to that answer. It often feels a bit more lightweight and less intimidating than updating the official docs. Also the Q and A nature of Stack Overflow keeps the docs request tightly scoped. And of course the end result is that the knowledge is much more accessible.
On the other hand, maybe there's nothing special about SREs or TWs here and "organizational knowledge management" is the name of the game for every role in the org. We all just tackle the problem from a different angle.
[1] Emphasis on "some" here. Sometimes it works very well, other times it doesn't go anywhere.
I've been thinking about my role as a technical writer (TW) recently. I think TWs have a lot of opportunity to operate in a similar way. The real name of the game for my line of work is organizational knowledge management. For example, I've had some [1] success getting Eng teams to dump common Q&A into Stack Overflow so that the next time the issue comes up they can just link customers to that answer. It often feels a bit more lightweight and less intimidating than updating the official docs. Also the Q and A nature of Stack Overflow keeps the docs request tightly scoped. And of course the end result is that the knowledge is much more accessible.
On the other hand, maybe there's nothing special about SREs or TWs here and "organizational knowledge management" is the name of the game for every role in the org. We all just tackle the problem from a different angle.
[1] Emphasis on "some" here. Sometimes it works very well, other times it doesn't go anywhere.
> there's something weird going on with that page that's preventing me from copying text on my mobile
reader-mode (if available) is often the best workaround to enable copy
reader-mode (if available) is often the best workaround to enable copy
[deleted]
I like the fucking-around/finding-out graph. It looks realistic to me (implicitly assuming the right kind of fucking around). And yes, tighten your feedback loops.
"What do you know about proofs engineer?"
"Uuuh nothing, only that they are an impending thing in software :sweat-smile:"
"Uuuh nothing, only that they are an impending thing in software :sweat-smile:"
But my cynical worker viewpoint is that the problem is really that upper management doesn't do the actual work and that is by design. It's a class separation. They are there to crack the whip and collect the spoils.
The only way for upper management to really understand what's going on and give useful input would be for them to be directly involved on a day-to-day basis.
In other words, they would have to do actual work.
That's not going to happen. So the best they can do is to stay out of the way of people who are actually working, avoid making decrees, and maybe try to keep the other managers from interfering with the work also.
Maybe another approach would be for the workers to share more equally in the spoils so that they would be naturally inclined to integrate business improvements and goals. But that's never going to happen.
The structure is much more directly related to a caste system than people may acknowledge.