Posted by tuckerwales 11 hours ago
Another time we got bought, merged into a new company, their CTO was our new CTO. In one of the initial meetings said "things won't change much" and, naturally, we didn't believe. She moved slow on all the things, methodical. Spent some time with each component team. It was months before we started making changes to better mesh with the new company. Very little chaos. Still admire that management style.
The right way to make those changes, or at least one way and I don't know a better one, is to perturb the system and see how it responds. This is necessarily risky and uncomfortable, and choosing the right things to perturb and the magnitude of those peturbations is a very, very tricky skill.
But ultimately if you're dealing with an opaque system, which most companies are, and you want to make it a more transparent system that can change, that risk and discomfort are necessary side effects.
This is of course very situational, and the methodical method is by far preferred, but if you'll permit a metaphor: you get dropped into an unfamiliar cockpit, and the controls are labeled in some foreign language. The plane is crashing, or at least you don't know if it is. What do you do? You wiggle things and hope that, in doing so, you don't crash, and you take very careful note of what happens.
While most companies have elements that are hard to see clearly [1], I would hope 95% of what the company is doing would be transparent to the CEO.
The CEO should easily be able to tell which divisions/projects are profitable, which are on track to hit their goals, how those goals combine into a coherent strategy, which areas are getting the most complaints and refunds, and so on.
[1] intangible concepts like 'innovation' and 'culture' for example
We accept best-effort from CTOs, but that leads to an industry that is a bit like a comet with a few success stories and a huge burning tail of leadership where they have limited to no ability to understand whether they are on track to achieve their goals and those goals don't come together into a coherent strategy. There is a strong argument that many of the success stories are only good relative to companies that failed even worse than they did and we all had to pick one of these bug-ridden software packages.
It is a lot like the era of the manufacturing industry before the statisticians moved in around WWII. We haven't managed a similar moment in software yet.
I'm a fan of Chesterton's Fence [1]. Put effort into understanding the organization and why it's architected the way it is before making changes.
Sometimes the plane is going to crash and the best you can do is a soft landing.
I also double checked on gptzero me and it 100% agrees with me.
I'm curious to know though whether or not the "author" used Gemini. I've been using Gemini a lot in the past year, and the writing sounds exactly like Gemini. But it's possible that all the models sound the same.
Edit: I'd like to add that I still liked the article and agree with it, and in general I find Gemini's writing style to be quite enjoyable.
The first paragraph is probably not AI generated
"A bias toward action is a superpower only when applied correctly - here's how to frame it as moving decisively after building context, not rushing in before you have it."
...followed by many, many bloated words that can basically be summed up in two words of old Internet lore: LURK MOAR
I agree with the article too, but I didn't have to read that many words to know. "Don't just start doing things because you want to show off, and understand what value you're providing" is how I'd phrase it.
AI is a tool. It outputs things only when asked to. Asking it requires skill. Saying “This is AI generated” is like pointing at furniture and saying that “power tools were used to build that” or at a program and saying “that’s not assembly, a modern garbage-collected language was used to build that” or at a meal and saying “this was cooked in a kitchen with a modern temperature-controlled oven” or at a paper and saying “this was obviously typeset in LaTeX, not roff or plain TeX.”
So what? Give me a shop full of power tools and I can’t build any furniture, give me Python and a bunch of libraries and I can’t write Mercurial, and give me any LLM and I couldn’t have written this piece.
Does the conceit come from the idea of “some LLM wrote this, so anyone could”? This is like walking through a modern art museum and seeing some obvious-looking piece and saying “I could have done that.” Well, you didn’t.
In fact, I think they've got so much more management in their training set than a senior engineer that I expect they're going to be a better source of material than the author.
The blueprint with the “LOAD-BEARING WALL!!!” includes nonsensical labels like “Dining Broom” and “Witchen”, and I am supremely disappointed that there isn’t a bubbling cauldron or pointed hat to be found.
In the matter of reforming things, as distinct from deforming them, there is one plain and simple principle; a principle which will probably be called a paradox. There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, "I don't see the use of this; let us clear it away." To which the more intelligent type of reformer will do well to answer: "If you don't see the use of it, I certainly won't let you clear it away. Go away and think. Then, when you can come back and tell me that you do see the use of it, I may allow you to destroy it."
— https://en.wikipedia.org/wiki/G._K._Chesterton#Chesterton's_...
Except in many cases it is your responsibility to ask. If something has indefined legal status, and no documentation, it is a major red flag. Very often corruption, drug or people trafficking or other shady stuff.
If you want gate in middle of the public road, show the paperwork! Or I will call authorities!
Maybe there’s a reason you’re on fire. Until you can say for sure, I will not put it out.
I will just be here roasting these marshmallows on your burning flesh. :)
Something which, as soon as you discover it, you should immediately respond by trying to remove it, without asking questions about where it came from or what its purpose might be.
https://i.pinimg.com/736x/a5/b3/10/a5b31033a487595f913639c35...
Reputations are hard to earn and easy to destroy. Trust building at any new institution takes a lot of time and effort and can seem annoying. But just doing solid work and communicating about it consistently will make sure that like minded people notice you, vouch for you and then give you more opportunities.
- what is going well,
- what is not going well
-what do hope that I will fix
-what should I do
-what should I not do
I put those question in the agenda for the meeting invite so they could come prepared. Then we took the conversation from there.
I put it all into a google doc, then synthesized it into summary that hid the identities of the people who said it and used it as my guide for the first few months.
Props to the author if they simply don’t care though.
