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17 connected korrents · 15 moments from 14 Jul 2018 to 18 Oct 2026.
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management Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: Uber's thousands of microservices were not an architectural preference but a survival decision: under that growth only independent, unblocked teams could build fast enough to stay alive. — tap to centre the map on it Uber's thousands of microservices were not an architectural preference but a survival decision: under that growth only independent, unblocked teams could build fast enough to stay alive. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: Supporting teams and organizations requires a large amount of code. — tap to centre the map on it Supporting teams and organizations requires a large amount of code. Last stated 4 days ago
18 Oct 2026
KD
Kent C. Dodds — holds since 2026-10-18 — tap for who they are
Same subject: Designers have to deal with the realities of what the technology is now, because going too far ahead is like trying to put 11 players on the field. — tap to centre the map on it Designers have to deal with the realities of what the technology is now, because going too far ahead is like trying to put 11 players on the field. Last stated 6 months ago
8 Apr 2026
IS
Ian Silber — holds since 2026-04-08 — tap for who they are
Same subject: Working with coding agents is exhausting rather than deskilling, and that exhaustion — not the technology — is what limits how many projects one engineer can run at once. — tap to centre the map on it Working with coding agents is exhausting rather than deskilling, and that exhaustion — not the technology — is what limits how many projects one engineer can run at once. Last stated 7 months ago
19 Mar 2026
SW
Simon Willison — holds since 2026-03-19 — tap for who they are
Same subject: A swarm of agents with the right loop and the right metric can already out-produce a team of a hundred engineers. — tap to centre the map on it A swarm of agents with the right loop and the right metric can already out-produce a team of a hundred engineers. Last stated 3 months ago
29 Jul 2026
AW
Alexandr Wang — holds since 2026-07-29 — tap for who they are
Same subject: A company must cut half its engineers to pay for the other half's tokens, and that is what the layoffs are actually about. — tap to centre the map on it A company must cut half its engineers to pay for the other half's tokens, and that is what the layoffs are actually about. Last stated 7 months ago
11 Mar 2026
SY
Steve Yegge — holds since 2026-03-11 — tap for who they are
Same subject: The fear that a big lab will simply build your product is overstated, because no organisation can aggressively prosecute a hundred priorities at once. — tap to centre the map on it The fear that a big lab will simply build your product is overstated, because no organisation can aggressively prosecute a hundred priorities at once. Last stated 3 months ago
31 Jul 2026
PC
Patrick Collison — holds since 2026-07-31 — tap for who they are
Same subject: A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead. — tap to centre the map on it A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead. Last stated 3 years ago
5 Jan 2024
CM
Charity Majors — holds since 2024-01-05 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A group's quality inevitably declines as its membership grows without limit. — tap to centre the map on it A group's quality inevitably declines as its membership grows without limit. Last stated 2 years ago
19 May 2024
SK
Sriram Krishnan — holds since 2024-05-19 — tap for who they are
Same subject: AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. — tap to centre the map on it AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. Last stated 2 years ago
25 Mar 2025
JZ
Julie Zhuo — holds since 2025-03-25 — tap for who they are
Same subject: AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. — tap to centre the map on it AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. Last stated 4 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. — tap to centre the map on it An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: AI gives an individual contributor so much leverage that one very senior product manager beats three entry-level ones. — tap to centre the map on it AI gives an individual contributor so much leverage that one very senior product manager beats three entry-level ones. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: With AI handling routine tasks, the high-value human work of understanding client needs and trade-offs can be done by a smaller, more proactive team. — tap to centre the map on it With AI handling routine tasks, the high-value human work of understanding client needs and trade-offs can be done by a smaller, more proactive team. Last stated a year ago
11 Jun 2025
JF
Jacob Falkovich — holds since 2025-06-11 — tap for who they are
Same subject: With AI tools, in-house development teams can do more and need less rented developer capacity. — tap to centre the map on it With AI tools, in-house development teams can do more and need less rented developer capacity. Last stated a month ago
19 Sept 2026
GO
Gergely Orosz — holds since 2026-09-19 — tap for who they are
At the centre
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds Read this korrent →
Uber's thousands of microservices were not an architectural preference but a survival decision: under that growth only independent, unblocked teams could build fast enough to stay alive.
Holds
Supporting teams and organizations requires a large amount of code.
Holds
Designers have to deal with the realities of what the technology is now, because going too far ahead is like trying to put 11 players on the field.
Holds
Working with coding agents is exhausting rather than deskilling, and that exhaustion — not the technology — is what limits how many projects one engineer can run at once.
Holds
A swarm of agents with the right loop and the right metric can already out-produce a team of a hundred engineers.
Holds
A company must cut half its engineers to pay for the other half's tokens, and that is what the layoffs are actually about.
Holds
The fear that a big lab will simply build your product is overstated, because no organisation can aggressively prosecute a hundred priorities at once.
Holds
A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds
A group's quality inevitably declines as its membership grows without limit.
Holds
AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish.
Holds
AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people.
Holds
An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach.
Holds
AI gives an individual contributor so much leverage that one very senior product manager beats three entry-level ones.
Holds
With AI handling routine tasks, the high-value human work of understanding client needs and trade-offs can be done by a smaller, more proactive team.
Holds
With AI tools, in-house development teams can do more and need less rented developer capacity.
Holds