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← Diagnosing stalled growth has a strict order, because fixing a later…
17 connected korrents · 15 moments from 17 Jun 2018 to 3 Sept 2026.
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Everything filed under Anthropic
Anthropic 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: Diagnosing stalled growth has a strict order, because fixing a later problem does nothing while an earlier one is still broken. Diagnosing stalled growth has a strict order, because fixing a later problem does nothing while an earlier one is still broken. Last stated 9 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
Same subject: Growth always stops eventually, and only a company that instrumented its business beforehand gets to find out why instead of scrambling. — tap to centre the map on it Growth always stops eventually, and only a company that instrumented its business beforehand gets to find out why instead of scrambling. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: Every question about stalled growth reduces to whether the customer is actually getting the value you promised. — tap to centre the map on it Every question about stalled growth reduces to whether the customer is actually getting the value you promised. Last stated 9 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
Same subject: Hiring a head of growth to reverse a declining business is destined to fail, because the cause of the decline is deeper than the missing team. — tap to centre the map on it Hiring a head of growth to reverse a declining business is destined to fail, because the cause of the decline is deeper than the missing team. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: If every growth initiative is an experiment, the team has a paralysing disease rather than a process. — tap to centre the map on it If every growth initiative is an experiment, the team has a paralysing disease rather than a process. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore. — tap to centre the map on it Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: Moving fast enough that you never measure the impact of your changes makes things regress — that is what happened to Anthropic, and they only acknowledged it later. — tap to centre the map on it Moving fast enough that you never measure the impact of your changes makes things regress — that is what happened to Anthropic, and they only acknowledged it later. Last stated 4 months ago
24 Jun 2026
NE
NeetCode — holds since 2026-06-24 — tap for who they are
Same subject: Organisational fixes are slow because they have to drain years of accumulated state, and that same slowness is what makes them durable once they take. — tap to centre the map on it Organisational fixes are slow because they have to drain years of accumulated state, and that same slowness is what makes them durable once they take. Last stated 8 years ago
17 Jun 2018
WL
Will Larson — holds since 2018-06-17 — tap for who they are
Same subject: Problems become far harder to solve the longer they are allowed to linger unaddressed. — tap to centre the map on it Problems become far harder to solve the longer they are allowed to linger unaddressed. Last stated 3 years ago
3 Jan 2024
TS
Tobias Sjösten — holds since 2024-01-03 — 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 5 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 2 months ago
3 Sept 2026
PG
Paul Graham — holds since 2026-09-03 — tap for who they are
Same subject: "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. — tap to centre the map on it "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: A company captured by ideology will produce useless products — tap to centre the map on it A company captured by ideology will produce useless products Last stated 3 years ago
8 Mar 2024
DH
David Heinemeier Hansson — holds since 2024-03-08 — tap for who they are
Same subject: A company needs someone with a product vision to recover — tap to centre the map on it A company needs someone with a product vision to recover Last stated 4 years ago
5 Nov 2022
DH
David Heinemeier Hansson — holds since 2022-11-05 — tap for who they are
Same subject: A bubble can only be identified in retrospect, so arguing about whether one is happening now cannot be settled now. — tap to centre the map on it A bubble can only be identified in retrospect, so arguing about whether one is happening now cannot be settled now. Last stated 10 months ago
9 Dec 2025
HM
Howard Marks — holds since 2025-12-09 — tap for who they are
Same subject: A central bank can eliminate a self-fulfilling ('sunspot') debt crisis simply by credibly committing to buy as many bonds as needed at the low interest rate. — tap to centre the map on it A central bank can eliminate a self-fulfilling ('sunspot') debt crisis simply by credibly committing to buy as many bonds as needed at the low interest rate. Last stated 4 years ago
1 Jun 2022
OB
Olivier Blanchard — holds since 2022-06-01 — tap for who they are
Same subject: A government debt crisis is measurable and therefore visible well in advance; the diagnostic is mechanical rather than a matter of judgement. — tap to centre the map on it A government debt crisis is measurable and therefore visible well in advance; the diagnostic is mechanical rather than a matter of judgement. Last stated 2 months ago
21 Aug 2026
RD
Ray Dalio — holds since 2026-08-21 — tap for who they are
At the centre
Diagnosing stalled growth has a strict order, because fixing a later problem does nothing while an earlier one is still broken.
Holds Read this korrent →
Growth always stops eventually, and only a company that instrumented its business beforehand gets to find out why instead of scrambling.
Holds
Every question about stalled growth reduces to whether the customer is actually getting the value you promised.
Holds
Hiring a head of growth to reverse a declining business is destined to fail, because the cause of the decline is deeper than the missing team.
Holds
If every growth initiative is an experiment, the team has a paralysing disease rather than a process.
Holds
Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore.
Holds
Moving fast enough that you never measure the impact of your changes makes things regress — that is what happened to Anthropic, and they only acknowledged it later.
Holds
Organisational fixes are slow because they have to drain years of accumulated state, and that same slowness is what makes them durable once they take.
Holds
Problems become far harder to solve the longer they are allowed to linger unaddressed.
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
"Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work.
Holds
A company captured by ideology will produce useless products
Holds
A company needs someone with a product vision to recover
Holds
A bubble can only be identified in retrospect, so arguing about whether one is happening now cannot be settled now.
Holds
A central bank can eliminate a self-fulfilling ('sunspot') debt crisis simply by credibly committing to buy as many bonds as needed at the low interest rate.
Holds
A government debt crisis is measurable and therefore visible well in advance; the diagnostic is mechanical rather than a matter of judgement.
Holds