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← Groups of two to thirty people will produce output that rivals what the big companies produce.
17 connected korrents · 14 moments from 14 Jul 2018 to 20 Sept 2026.
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AI agents 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: Groups of two to thirty people will produce output that rivals what the big companies produce. Groups of two to thirty people will produce output that rivals what the big companies produce. Last stated 7 months ago
11 Mar 2026
SY
Steve Yegge — holds since 2026-03-11 — 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: Big companies will lose about half of their engineers, because that is where everybody is setting the dial. — tap to centre the map on it Big companies will lose about half of their engineers, because that is where everybody is setting the dial. Last stated 7 months ago
11 Mar 2026
SY
Steve Yegge — holds since 2026-03-11 — tap for who they are
Same subject: Needing fewer people per unit of output does not mean a company ends up employing fewer people. — tap to centre the map on it Needing fewer people per unit of output does not mean a company ends up employing fewer people. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: Companies will probably come to run on a cascade of AI loops, from a loop per person up to loops that run large parts of the company. — tap to centre the map on it Companies will probably come to run on a cascade of AI loops, from a loop per person up to loops that run large parts of the company. Last stated 2 months ago
6 Sept 2026
AA
Anish Acharya — holds since 2026-09-06 — 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: Small product teams beat large ones for a reason that has nothing to do with AI: fewer people to coordinate means less design by committee. — tap to centre the map on it Small product teams beat large ones for a reason that has nothing to do with AI: fewer people to coordinate means less design by committee. Last stated 3 months ago
9 Jul 2026
AM
Adam Mosseri — holds since 2026-07-09 — 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: Headcount does not translate into product quality, and often the opposite: too many people spend their time coordinating, and the idle ones demotivate the rest. — tap to centre the map on it Headcount does not translate into product quality, and often the opposite: too many people spend their time coordinating, and the idle ones demotivate the rest. Last stated a year ago
30 Sept 2025
PD
Pavel Durov — holds since 2025-09-30 — 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: 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: 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: Collaboration carries coordination costs that leave a team moving as slow as its slowest node. — tap to centre the map on it Collaboration carries coordination costs that leave a team moving as slow as its slowest node. Last stated a month ago
20 Sept 2026
PS
Peter Sellis — holds since 2026-09-20 — tap for who they are
Same subject: As a small design team, you should not stand in the way of engineers designing with coding agents but find ways to support them. — tap to centre the map on it As a small design team, you should not stand in the way of engineers designing with coding agents but find ways to support them. Last stated a month ago
15 Sept 2026
NF
Nev Flynn — holds since 2026-09-15 — tap for who they are
Same subject: One person with many agents is probably not the right answer; the better bet is two-pizza teams made more effective, with pairs of humans steering the agents together. — tap to centre the map on it One person with many agents is probably not the right answer; the better bet is two-pizza teams made more effective, with pairs of humans steering the agents together. Last stated 7 months ago
7 Apr 2026
MF
Martin Fowler — holds since 2026-04-07 — tap for who they are
Same subject: Two people with agents can reach enterprise-grade codebase complexity in weeks -- what took organisations years, and they at least adapted to it as it grew. — tap to centre the map on it Two people with agents can reach enterprise-grade codebase complexity in weeks -- what took organisations years, and they at least adapted to it as it grew. Last stated 7 months ago
25 Mar 2026
MZ
Mario Zechner — holds since 2026-03-25 — tap for who they are
At the centre
Groups of two to thirty people will produce output that rivals what the big companies produce.
Holds Read this korrent →
A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead.
Holds
Big companies will lose about half of their engineers, because that is where everybody is setting the dial.
Holds
Needing fewer people per unit of output does not mean a company ends up employing fewer people.
Holds
Companies will probably come to run on a cascade of AI loops, from a loop per person up to loops that run large parts of the company.
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
Small product teams beat large ones for a reason that has nothing to do with AI: fewer people to coordinate means less design by committee.
Holds
A swarm of agents with the right loop and the right metric can already out-produce a team of a hundred engineers.
Holds
Headcount does not translate into product quality, and often the opposite: too many people spend their time coordinating, and the idle ones demotivate the rest.
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
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
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
Collaboration carries coordination costs that leave a team moving as slow as its slowest node.
Holds
As a small design team, you should not stand in the way of engineers designing with coding agents but find ways to support them.
Holds
One person with many agents is probably not the right answer; the better bet is two-pizza teams made more effective, with pairs of humans steering the agents together.
Holds
Two people with agents can reach enterprise-grade codebase complexity in weeks -- what took organisations years, and they at least adapted to it as it grew.
Holds