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← Approving purchases one at a time is the wrong place to control burn;…
17 connected korrents · 17 moments from 12 Jun 2008 to 29 Sept 2026.
Everything filed under management
management
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the cloud
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taste
Everything filed under behavioural science
behavioural science
Everything filed under design
design
Everything filed under LLMs
LLMs 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: Approving purchases one at a time is the wrong place to control burn; spending review belongs earlier, in a budget people can make their own trade-offs inside. Approving purchases one at a time is the wrong place to control burn; spending review belongs earlier, in a budget people can make their own trade-offs inside. Last stated 2 months ago
7 Aug 2026
MH
Max Hodak — holds since 2026-08-07 — tap for who they are
Same subject: Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month. — tap to centre the map on it Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: Revenue is outside your control and costs are inside it, which is why cutting a recurring expense is the lever a business owner should love. — tap to centre the map on it Revenue is outside your control and costs are inside it, which is why cutting a recurring expense is the lever a business owner should love. Last stated 3 months ago
26 Jul 2026
DH
David Heinemeier Hansson — holds since 2026-07-26 — tap for who they are
Same subject: Reviewers can tell the obviously good from the obviously bad, but there is a messy middle where they cannot tell at all. — tap to centre the map on it Reviewers can tell the obviously good from the obviously bad, but there is a messy middle where they cannot tell at all. Last stated 6 years ago
20 Jan 2021
JR
José Luis Ricón — holds since 2021-01-20 — tap for who they are
Same subject: Collective consumer purchasing choices can measurably influence a company's business metrics. — tap to centre the map on it Collective consumer purchasing choices can measurably influence a company's business metrics. Last stated 3 months ago
28 Jul 2026
DR
Dave Rupert — holds since 2026-07-28 — tap for who they are
Same subject: Companies should cut cloud costs before cutting staff — tap to centre the map on it Companies should cut cloud costs before cutting staff Last stated 4 years ago
23 Mar 2023
DH
David Heinemeier Hansson — holds since 2023-03-23 — tap for who they are
Same subject: If the people building a product would not use it with their own money, it is not good enough. — tap to centre the map on it If the people building a product would not use it with their own money, it is not good enough. Last stated 6 months ago
28 Apr 2026
PD
Polly D'Arcy — holds since 2026-04-28 — tap for who they are
Same subject: Context has two budgets, not one: the information budget everyone thinks about, and an instruction budget, where conflicting instructions cost the model real computation to ignore. — tap to centre the map on it Context has two budgets, not one: the information budget everyone thinks about, and an instruction budget, where conflicting instructions cost the model real computation to ignore. Last stated 3 months ago
15 Jul 2026
DH
Dex Horthy — holds since 2026-07-15 — tap for who they are
Same subject: Copying the consensus drags you towards the average, and average is not good enough — so you have to make the decisions that make sense to you even when you are completely alone in them. — tap to centre the map on it Copying the consensus drags you towards the average, and average is not good enough — so you have to make the decisions that make sense to you even when you are completely alone in them. Last stated 2 months ago
7 Aug 2026
MH
Max Hodak — holds since 2026-08-07 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — 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: A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. — tap to centre the map on it A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. Last stated 3 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: An obsession with titles is what will screw people over. — tap to centre the map on it An obsession with titles is what will screw people over. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: Better organizations recruit more effectively, because most people want to work for a high-quality organization — tap to centre the map on it Better organizations recruit more effectively, because most people want to work for a high-quality organization Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
At the centre
Approving purchases one at a time is the wrong place to control burn; spending review belongs earlier, in a budget people can make their own trade-offs inside.
Holds Read this korrent →
Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month.
Holds
Revenue is outside your control and costs are inside it, which is why cutting a recurring expense is the lever a business owner should love.
Holds
Reviewers can tell the obviously good from the obviously bad, but there is a messy middle where they cannot tell at all.
Holds
Collective consumer purchasing choices can measurably influence a company's business metrics.
Holds
Companies should cut cloud costs before cutting staff
Holds
If the people building a product would not use it with their own money, it is not good enough.
Holds
Context has two budgets, not one: the information budget everyone thinks about, and an instruction budget, where conflicting instructions cost the model real computation to ignore.
Holds
Copying the consensus drags you towards the average, and average is not good enough — so you have to make the decisions that make sense to you even when you are completely alone in them.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
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
A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off.
Holds
An obsession with titles is what will screw people over.
Holds
Better organizations recruit more effectively, because most people want to work for a high-quality organization
Holds