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← In a deep management hierarchy each layer's spin compounds until the CEO has no idea what is happening.
17 connected korrents · 16 moments from 13 May 2007 to 29 Sept 2026.
Everything filed under curiosity
curiosity
Everything filed under hiring
hiring
Everything filed under team size
team size
Everything filed under management
management
Everything filed under agency
agency
Everything filed under LLMs
LLMs
Everything filed under startups
startups 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: In a deep management hierarchy each layer's spin compounds until the CEO has no idea what is happening. In a deep management hierarchy each layer's spin compounds until the CEO has no idea what is happening. Last stated 7 months ago
15 Mar 2026
MA
Marc Andreessen — holds since 2026-03-15 — tap for who they are
Same subject: Obvious questions to CEOs draw practised answers, so pattern recognition built on them is brittle and superficial. — tap to centre the map on it Obvious questions to CEOs draw practised answers, so pattern recognition built on them is brittle and superficial. Last stated 6 years ago
13 Oct 2020
CP
Chamath Palihapitiya — holds since 2020-10-13 — tap for who they are
Same subject: An engineer writing business logic loses nothing by not understanding the layer underneath, exactly as they lose nothing by not managing memory. — tap to centre the map on it An engineer writing business logic loses nothing by not understanding the layer underneath, exactly as they lose nothing by not managing memory. Last stated 6 months ago
22 Apr 2026
MK
Martin Kleppmann — holds since 2026-04-22 — tap for who they are
Same subject: Removing whole layers of management at big companies is probably a huge mistake. — tap to centre the map on it Removing whole layers of management at big companies is probably a huge mistake. Last stated 4 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — 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: Treating the org chart as a ladder on which higher is always better is the central lie of hierarchy. — tap to centre the map on it Treating the org chart as a ladder on which higher is always better is the central lie of hierarchy. Last stated 4 years ago
23 Sept 2022
CM
Charity Majors — holds since 2022-09-23 — tap for who they are
Same subject: AI's business results are lagging because organisations have a low tolerance for non-determinism, not because the models are not good enough. — tap to centre the map on it AI's business results are lagging because organisations have a low tolerance for non-determinism, not because the models are not good enough. Last stated 7 months ago
11 Mar 2026
SY
Steve Yegge — holds since 2026-03-11 — tap for who they are
Same subject: When a decision is called too complex to make, the real explanation is almost always weak leadership. — tap to centre the map on it When a decision is called too complex to make, the real explanation is almost always weak leadership. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: Founders should ask how they would reorganize the company if AI were infinitely intelligent and astonishingly cheap, because that is where things are going. — tap to centre the map on it Founders should ask how they would reorganize the company if AI were infinitely intelligent and astonishingly cheap, because that is where things are going. Last stated 2 months ago
6 Sept 2026
AA
Anish Acharya — holds since 2026-09-06 — tap for who they are
Same subject: A slot machine triggers the brain’s learning and curiosity pathways while teaching nothing, and that one-way exchange is what makes it contemptuous of the player. — tap to centre the map on it A slot machine triggers the brain’s learning and curiosity pathways while teaching nothing, and that one-way exchange is what makes it contemptuous of the player. Last stated 13 years ago
3 Jul 2013
RK
Raph Koster — holds since 2013-07-03 — tap for who they are
Same subject: Acquiring insight into how things work is a worthwhile effort in itself, not only for any payoff — tap to centre the map on it Acquiring insight into how things work is a worthwhile effort in itself, not only for any payoff Last stated 19 years ago
17 Oct 2007
PB
Peter Bevelin — holds since 2007-10-17 — tap for who they are
Same subject: Advancing in life depends more on what one learns later than on what one already knows — tap to centre the map on it Advancing in life depends more on what one learns later than on what one already knows Last stated 19 years ago
13 May 2007
CM
Charlie Munger — holds since 2007-05-13 — 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: 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 4 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
At the centre
In a deep management hierarchy each layer's spin compounds until the CEO has no idea what is happening.
Holds Read this korrent →
Obvious questions to CEOs draw practised answers, so pattern recognition built on them is brittle and superficial.
Holds
An engineer writing business logic loses nothing by not understanding the layer underneath, exactly as they lose nothing by not managing memory.
Holds
Removing whole layers of management at big companies is probably a huge mistake.
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
Treating the org chart as a ladder on which higher is always better is the central lie of hierarchy.
Holds
AI's business results are lagging because organisations have a low tolerance for non-determinism, not because the models are not good enough.
Holds
When a decision is called too complex to make, the real explanation is almost always weak leadership.
Holds
Founders should ask how they would reorganize the company if AI were infinitely intelligent and astonishingly cheap, because that is where things are going.
Holds
A slot machine triggers the brain’s learning and curiosity pathways while teaching nothing, and that one-way exchange is what makes it contemptuous of the player.
Holds
Acquiring insight into how things work is a worthwhile effort in itself, not only for any payoff
Holds
Advancing in life depends more on what one learns later than on what one already knows
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
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