601–610 of 842 posts
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Can you tell us here?
If you’re good at something, never do it for free…or something. Let OP make his “hire me and I’ll tell you why your AI first approach is bunk” market.
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TBH I will post an article, I'm finishing it. But it won't be so doomy, but rather on what to avoid to not fail
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Not the OP, but it might be that AI isn't as good at systems programming as it is at other domains, or it might be that you're using it differently than I am. I don't know which one it is (maybe AI just isn't good at writing the language you work with). For things like web frontents/backends, though, it works beautifully. I ship things in days that would take me weeks to write by hand, and I'm very fast at writing th…
In my experience ai has had far far more bugs than most of what i call senior engineers but far fewer than juniors. The boost is for what are glorified crud apps which it 1000x the tedious work. However, the choices it makes along the way quickly blows up without cleaning. Seniors know how to keep their workstation clean or they should.
> Leaders will own much more, with as many as 15+ direct reports. [...] Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams. Oof. So not only are they giving their remaining managers more reports, but those managers will be expected to do lots of other, non-management work. Sure, nothing can go wrong…
lol I read "as many as 15+ direct reports" and thought it was hilariously low. My manager at google had like 50+ directs in 2010. And he was the best boss I've ever had. Popular conception of what a manager is is wildly unambitious. Weekly 1:1 is performative and useless. It's not what makes a good manager. What makes a good manager is: * Having excellent domain knowledge and judgement * Having the respect of the tea…
> Non-technical teams are now shipping production code With the amount of tech leaders blabbering about this, I came to the conclusion that the profession of the future is going to be Security Engineer.
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Yes, I'm not buying this story about layoffs due to AI. It's a convenient excuse, which these companies seem to be getting away with too. And something else I don't get about these AI related layoff announcements: if AI was a productivity boost wouldn't you hire more engineers and technical staff to capture the value? Or else you're basically saying "we're a tech company that has no idea what to do with more super-en…
At this point, I truly do not believe there is anything that could happen that would convince HN that LLMs reduce demand for engineering labor hours.
> Leaders will own much more, with as many as 15+ direct reports. [...] Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams. Oof. So not only are they giving their remaining managers more reports, but those managers will be expected to do lots of other, non-management work. Sure, nothing can go wrong…
lol I read "as many as 15+ direct reports" and thought it was hilariously low. My manager at google had like 50+ directs in 2010. And he was the best boss I've ever had. Popular conception of what a manager is is wildly unambitious. Weekly 1:1 is performative and useless. It's not what makes a good manager. What makes a good manager is: * Having excellent domain knowledge and judgement * Having the respect of the tea…
It seems quite counterproductive to assume such a system would scale to everyone else, or that everyone else could possibly implement this. This is cowboy levels of human resource management, not careful engineering.
> Leaders will own much more, with as many as 15+ direct reports. [...] Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams. Oof. So not only are they giving their remaining managers more reports, but those managers will be expected to do lots of other, non-management work. Sure, nothing can go wrong…
Or maybe we should go back to what it was before Google and big $$$ tech decided that if you were a "manager" you shouldn't contribute technically. Being a manager now means a bunch of busy work talking to other managers and weekly 1:1s. There is a ton that has been written about the managerial class. Producing nothing, but for sure making themselves look self-important. Before that the manager was essentially the be…
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> If you're getting laid off, the only thing that really matters is the severance package. I don't think this is true. Humans typically prefer "thanks for the hard work, here's your severance" to "you suck, here's your severance, loser." Humans like being treated with respect, and words are a big part of that. Money is nice, but it's not the only thing we care about.
Words are fake, money is real.
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Or maybe we should go back to what it was before Google and big $$$ tech decided that if you were a "manager" you shouldn't contribute technically. Being a manager now means a bunch of busy work talking to other managers and weekly 1:1s. There is a ton that has been written about the managerial class. Producing nothing, but for sure making themselves look self-important. Before that the manager was essentially the be…
>> Producing nothing, but for sure making themselves look self-important. A good manager is worth their worth in gold even if they produce zero technical output. I've had managers that were absolutely instrumental in my career as a programmer, and they did close to zero IC work. >>Before that the manager was essentially the best engineer in the tea Yes, and it was absolutely awful. Keep the best engineer in the team…
The two extremes of company culture are status cultures and service cultures.
In a status culture the product is the internal status hierarchy. External products are largely incidental goals, and customers and markets are only valued to the extent they create metrics that can be exploited by status seekers. Likewise employees.
In a service culture the goal is customer service through high quality output and employee development.
US corps lean far more to status culture than service culture. This is excellent for short termism, but the culture often becomes dysfunctional, if not outright abusive, and sooner or later it implodes, because status cultures aren't good at accepting reality, or at accurately reading it when they do accept it.
And status cultures tend to cargo cult management, where the C-suite is comparing its status to other C-suites, and copying apparent status-raising actions without thinking them through.
In good times a status culture will overhire, because hiring more employees looks like growth. In bad times status cultures will overfire because "cutting the slack" is lowest common denominator status management.
AI is the same on steroids. You get the promise of more growth with fewer employees, and that's hard to resist, even though it's entirely speculative and could easily be catastrophic. (Company results, and especially lasting company results, are orthogonal to whether some employees get good results with AI, because what actually affects results is how predictable the improvements are, whether there are likely downsides, and whether they're structurally in the right places.)
Whether managers should also be ICs is a side issue.
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> Geeks who didn't even stand near professional sports should really shut up about anything sport related, lol. I would really like to see professional, established coach running around with young prodigies on a peak of their biology. Player-coach used to be a thing in professional sports a long, long time ago. There's a reason you don't have it anymore. A coach can't be expected to take the long-term view while also…
The only successful Player-Coach that comes to mind was Eric Cantona as player-manager of the France national beach soccer team after leaving Manchester United aged 30. He won the 2004 Euro Championship, the 2005 FIFA Beach Soccer World Cup along with a number of top 4 places over his 15 years as player and/or coach.