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← The hardest part about big companies is not that nothing gets done,…
17 connected korrents · 18 moments from 12 Jun 2008 to 29 Sept 2026.
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Google 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: The hardest part about big companies is not that nothing gets done, but that everything takes a long time to get done or to find out whether it can. The hardest part about big companies is not that nothing gets done, but that everything takes a long time to get done or to find out whether it can. Last stated 5 months ago
21 Apr 2026
BJ
Brandon Jacoby — holds since 2026-04-21 — tap for who they are
Same subject: Big projects are not done with big efforts but with slow, steady, incremental work. — tap to centre the map on it Big projects are not done with big efforts but with slow, steady, incremental work. Last stated 2 weeks ago
19 Sept 2026
SP
Sunil Pai — holds since 2026-09-19 — tap for who they are
Same subject: In a big company there is no such thing as a small feature, because every little thing eventually becomes its own team. — tap to centre the map on it In a big company there is no such thing as a small feature, because every little thing eventually becomes its own team. Last stated 2 years ago
22 Mar 2025
TH
ThePrimeagen — holds since 2025-03-22 — tap for who they are
Same subject: Ask "how hard can it be?" rather than forecasting the difficulty, because the work really is harder than you think and the suffering is better taken a day at a time. — tap to centre the map on it Ask "how hard can it be?" rather than forecasting the difficulty, because the work really is harder than you think and the suffering is better taken a day at a time. Last stated 2 months ago
26 Jul 2026
JH
Jensen Huang — holds since 2026-07-26 — tap for who they are
Same subject: The hard part of building a product in a month is working out what not to build. — tap to centre the map on it The hard part of building a product in a month is working out what not to build. Last stated 2 years ago
20 Aug 2024
PL
Pieter Levels — holds since 2024-08-20 — tap for who they are
Same subject: The struggle of running a company is not failure, but it causes failure, always if you are weak — tap to centre the map on it The struggle of running a company is not failure, but it causes failure, always if you are weak Last stated 14 years ago
15 Jun 2012
BH
Ben Horowitz — holds since 2012-06-15 — tap for who they are
Same subject: A task with no fixed deadline tends to never get done at all. — tap to centre the map on it A task with no fixed deadline tends to never get done at all. Last stated 2 weeks ago
18 Sept 2026
GR
Gretchen Rubin — holds since 2026-09-18 — tap for who they are
Same subject: Deploying a new technology at scale takes decades, far longer than the people building it imagine. — tap to centre the map on it Deploying a new technology at scale takes decades, far longer than the people building it imagine. Last stated a year ago
17 Apr 2025
RB
Rodney Brooks — holds since 2025-04-17 — tap for who they are
Same subject: The hardest problem a company full of brilliant engineers has is not how to build something — it is what to build. — tap to centre the map on it The hardest problem a company full of brilliant engineers has is not how to build something — it is what to build. Last stated 4 months ago
3 Jun 2026
KH
Kelsey Hightower — holds since 2026-06-03 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — 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: AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. — tap to centre the map on it AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. Last stated a week ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — 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: A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. — tap to centre the map on it A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. Last stated 6 days ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: An obsession with titles is what will screw people over. — tap to centre the map on it An obsession with titles is what will screw people over. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: Better organizations recruit more effectively, because most people want to work for a high-quality organization — tap to centre the map on it Better organizations recruit more effectively, because most people want to work for a high-quality organization Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
At the centre
The hardest part about big companies is not that nothing gets done, but that everything takes a long time to get done or to find out whether it can.
Holds Read this korrent →
Big projects are not done with big efforts but with slow, steady, incremental work.
Holds
In a big company there is no such thing as a small feature, because every little thing eventually becomes its own team.
Holds
Ask "how hard can it be?" rather than forecasting the difficulty, because the work really is harder than you think and the suffering is better taken a day at a time.
Holds
The hard part of building a product in a month is working out what not to build.
Holds
The struggle of running a company is not failure, but it causes failure, always if you are weak
Holds
A task with no fixed deadline tends to never get done at all.
Holds
Deploying a new technology at scale takes decades, far longer than the people building it imagine.
Holds
The hardest problem a company full of brilliant engineers has is not how to build something — it is what to build.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
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
AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people.
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
A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off.
Holds
An obsession with titles is what will screw people over.
Holds
Better organizations recruit more effectively, because most people want to work for a high-quality organization
Holds