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← Companies rarely grant employees the trust required to execute risky…
17 connected korrents · 15 moments from 23 Jan 2012 to 10 Oct 2026.
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venture capital 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: Companies rarely grant employees the trust required to execute risky or controversial tasks unless they are cofounders or founding engineers Companies rarely grant employees the trust required to execute risky or controversial tasks unless they are cofounders or founding engineers Last stated yesterday
10 Oct 2026
GO
Gergely Orosz — holds since 2026-10-10 — tap for who they are
Same subject: Fast-growing companies will never achieve full pairwise trust between all employees. — tap to centre the map on it Fast-growing companies will never achieve full pairwise trust between all employees. Last stated 2 years ago
13 Jul 2024
BK
Ben Kuhn — holds since 2024-07-13 — tap for who they are
Same subject: A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. — tap to centre the map on it A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. Last stated 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: People who can reliably make outcomes happen without oversight are rare and are the real bottleneck on how much an organization can take on at once. — tap to centre the map on it People who can reliably make outcomes happen without oversight are rare and are the real bottleneck on how much an organization can take on at once. Last stated a year ago
19 Apr 2025
BK
Ben Kuhn — holds since 2025-04-19 — tap for who they are
Same subject: Employees who deliver results but cannot put the company first make it impossible to build trust and a culture of open, honest communication. — tap to centre the map on it Employees who deliver results but cannot put the company first make it impossible to build trust and a culture of open, honest communication. Last stated 4 years ago
22 Nov 2022
GB
Gibson Biddle — holds since 2022-11-22 — tap for who they are
Same subject: A company owes its builders a moral contract: if they take the hill, leadership must work just as hard to unlock the value of what they built. — tap to centre the map on it A company owes its builders a moral contract: if they take the hill, leadership must work just as hard to unlock the value of what they built. Last stated 4 months ago
2 Jun 2026
MP
Mark Pincus — holds since 2026-06-02 — tap for who they are
Same subject: A founder who does not know their own goal dies by a thousand compromises and ends up running a company they do not want to work at. — tap to centre the map on it A founder who does not know their own goal dies by a thousand compromises and ends up running a company they do not want to work at. Last stated 4 months ago
2 Jun 2026
MP
Mark Pincus — holds since 2026-06-02 — tap for who they are
Same subject: Employees and customers do not want what founders want, and equity stakes become a demotivator in almost every organisation. — tap to centre the map on it Employees and customers do not want what founders want, and equity stakes become a demotivator in almost every organisation. Last stated 3 years ago
26 Mar 2024
SG
Seth Godin — holds since 2024-03-26 — tap for who they are
Same subject: Founding alone is still a bad idea even though AI lets one person get more done, because the point of a cofounder is to share the stress. — tap to centre the map on it Founding alone is still a bad idea even though AI lets one person get more done, because the point of a cofounder is to share the stress. Last stated 2 months ago
14 Aug 2026
PG
Paul Graham — holds since 2026-08-14 — tap for who they are
Same subject: A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for. — tap to centre the map on it A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for. Last stated 4 months ago
2 Jun 2026
MP
Mark Pincus — holds since 2026-06-02 — tap for who they are
Same subject: AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them. — tap to centre the map on it AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them. Last stated 4 months ago
18 Jun 2026
LT
Lip-Bu Tan — holds since 2026-06-18 — tap for who they are
Same subject: Being formidable means getting what you want in any situation, and that is exactly why investors want it: a formidable founder's interests and theirs are the same. — tap to centre the map on it Being formidable means getting what you want in any situation, and that is exactly why investors want it: a formidable founder's interests and theirs are the same. Last stated a month ago
3 Sept 2026
PG
Paul Graham — holds since 2026-09-03 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated 2 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — 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 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: 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. — tap to centre the map on it 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 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — 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
At the centre
Companies rarely grant employees the trust required to execute risky or controversial tasks unless they are cofounders or founding engineers
Holds Read this korrent →
Fast-growing companies will never achieve full pairwise trust between all employees.
Holds
A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company.
Holds
People who can reliably make outcomes happen without oversight are rare and are the real bottleneck on how much an organization can take on at once.
Holds
Employees who deliver results but cannot put the company first make it impossible to build trust and a culture of open, honest communication.
Holds
A company owes its builders a moral contract: if they take the hill, leadership must work just as hard to unlock the value of what they built.
Holds
A founder who does not know their own goal dies by a thousand compromises and ends up running a company they do not want to work at.
Holds
Employees and customers do not want what founders want, and equity stakes become a demotivator in almost every organisation.
Holds
Founding alone is still a bad idea even though AI lets one person get more done, because the point of a cofounder is to share the stress.
Holds
A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for.
Holds
AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them.
Holds
Being formidable means getting what you want in any situation, and that is exactly why investors want it: a formidable founder's interests and theirs are the same.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
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
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