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← Fast-growing companies will never achieve full pairwise trust between all employees.
17 connected korrents · 15 moments from 14 Jul 2018 to 3 Nov 2026.
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startups
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Everything filed under creativity
creativity 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: Fast-growing companies will never achieve full pairwise trust between all employees. 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: Companies rarely grant employees the trust required to execute risky or controversial tasks unless they are cofounders or founding engineers — tap to centre the map on it Companies rarely grant employees the trust required to execute risky or controversial tasks unless they are cofounders or founding engineers Last stated 4 weeks ago
10 Oct 2026
GO
Gergely Orosz — holds since 2026-10-10 — tap for who they are
Same subject: The fastest-growing companies are not using data well, because they reached enormous scale before they had time to build any of the instrumentation. — tap to centre the map on it The fastest-growing companies are not using data well, because they reached enormous scale before they had time to build any of the instrumentation. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: Repeated rewrites are the correct answer under fast growth, because a system specified to scale forever would take so long to build that the company would die before it shipped. — tap to centre the map on it Repeated rewrites are the correct answer under fast growth, because a system specified to scale forever would take so long to build that the company would die before it shipped. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time. — tap to centre the map on it Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — 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: Skills from large corporations transfer to early-stage startups less than people think. — tap to centre the map on it Skills from large corporations transfer to early-stage startups less than people think. Last stated 4 years ago
23 Feb 2023
DC
Dalton Caldwell — holds since 2023-02-23 — tap for who they are
Same subject: Within about a year everyone's job will change, though people will not lose their positions. — tap to centre the map on it Within about a year everyone's job will change, though people will not lose their positions. Last stated 2 months ago
10 Sept 2026
EV
Elena Verna — holds since 2026-09-10 — tap for who they are
Same subject: Early-stage companies often lose their expressive, artful work as they grow into enterprises, and if you can keep it, you should. — tap to centre the map on it Early-stage companies often lose their expressive, artful work as they grow into enterprises, and if you can keep it, you should. Last stated 2 months ago
15 Sept 2026
NF
Nev Flynn — holds since 2026-09-15 — 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 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 7 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
Same subject: Companies waste their time hiring many specialists to own every area when that expertise can be deployed horizontally through Markdown files. — tap to centre the map on it Companies waste their time hiring many specialists to own every area when that expertise can be deployed horizontally through Markdown files. Last stated 3 days ago
3 Nov 2026
DB
Derek Briggs — holds since 2026-11-03 — tap for who they are
Same subject: "Diversity" in practice means aiming for fewer white men in positions of authority. — tap to centre the map on it "Diversity" in practice means aiming for fewer white men in positions of authority. Last stated 7 years ago
19 Nov 2019
JP
Jordan Peterson — holds since 2019-11-19 — tap for who they are
Same subject: A candidate needs prestige or wealth, while talent and even genius matter little to success — tap to centre the map on it A candidate needs prestige or wealth, while talent and even genius matter little to success
GB
Gustave Le Bon — holds since c. 1895 — 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: As AI raises productivity, growing companies will hold headcount flat or let it shrink even while revenue keeps rising. — tap to centre the map on it As AI raises productivity, growing companies will hold headcount flat or let it shrink even while revenue keeps rising. Last stated 7 months ago
20 Apr 2026
EG
Elad Gil — holds since 2026-04-20 — tap for who they are
Same subject: Software development with unlimited AI use leaves the human with only review and decision-making, which raises the question of whether a human team or one decision-maker with a swarm of AI is cheaper — tap to centre the map on it Software development with unlimited AI use leaves the human with only review and decision-making, which raises the question of whether a human team or one decision-maker with a swarm of AI is cheaper Last stated 3 months ago
6 Aug 2026
SF
Sadayuki Furuhashi — holds since 2026-08-06 — tap for who they are
At the centre
Fast-growing companies will never achieve full pairwise trust between all employees.
Holds Read this korrent →
Companies rarely grant employees the trust required to execute risky or controversial tasks unless they are cofounders or founding engineers
Holds
The fastest-growing companies are not using data well, because they reached enormous scale before they had time to build any of the instrumentation.
Holds
Repeated rewrites are the correct answer under fast growth, because a system specified to scale forever would take so long to build that the company would die before it shipped.
Holds
Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time.
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
Skills from large corporations transfer to early-stage startups less than people think.
Holds
Within about a year everyone's job will change, though people will not lose their positions.
Holds
Early-stage companies often lose their expressive, artful work as they grow into enterprises, and if you can keep it, you should.
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
Companies waste their time hiring many specialists to own every area when that expertise can be deployed horizontally through Markdown files.
Holds
"Diversity" in practice means aiming for fewer white men in positions of authority.
Holds
A candidate needs prestige or wealth, while talent and even genius matter little to success
Last stated c. 1895
Holds
AI gives an individual contributor so much leverage that one very senior product manager beats three entry-level ones.
Holds
As AI raises productivity, growing companies will hold headcount flat or let it shrink even while revenue keeps rising.
Holds
Software development with unlimited AI use leaves the human with only review and decision-making, which raises the question of whether a human team or one decision-maker with a swarm of AI is cheaper
Holds