This has been written up on HN before. Someone will probably find the reference.
The Eleven Laws of Showrunning [pdf]
11–20 of 29 posts
Re: The Eleven Laws of Showrunning [pdf]
#12It's interesting to see how in some industries there is a LOT of trust in a single person having and executing a clear vision. Creating a completely new idea with complete autonomy, authority and responsibility. Maybe the thing that comes closest is a startup founder, but in established companies there is nothing that comes close even though it's a huge drive for innovation in other industries. Imagine if software de…
Everything would look like Kai's Power Tools
Re: The Eleven Laws of Showrunning [pdf]
#13> Kind of like Steve Jobs not telling his staff more about the iPod than "It's white and needs a dial" Isn't Apple infamous for siloing information amongst its departments such that almost nobody grasps the full extent of what is being built?
The last 5 phones have all been so similar that I think everyone must get the idea by now.
Re: The Eleven Laws of Showrunning [pdf]
#14Link seems dead?
Re: The Eleven Laws of Showrunning [pdf]
#15Since the link above is for the "nice version", here's the link to the more colorful, not-so-nice version: https://okbjgm.weebly.com/uploads/3/1/5/0/31506003/11_laws_o...
Its interesting that he doesn't link to the original version in his Essays section https://okbjgm.weebly.com/essays.html
For anyone thinking the not so nice version is how he really thinks, it seems instead its more of a first draft and the nice version is the one that he now agrees with.
Re: The Eleven Laws of Showrunning [pdf]
#16It's interesting to see how in some industries there is a LOT of trust in a single person having and executing a clear vision. Creating a completely new idea with complete autonomy, authority and responsibility. Maybe the thing that comes closest is a startup founder, but in established companies there is nothing that comes close even though it's a huge drive for innovation in other industries. Imagine if software de…
This is largely how the video game industry works in my experience. (which is mostly software development)
Re: The Eleven Laws of Showrunning [pdf]
#17It's interesting to see how in some industries there is a LOT of trust in a single person having and executing a clear vision. Creating a completely new idea with complete autonomy, authority and responsibility. Maybe the thing that comes closest is a startup founder, but in established companies there is nothing that comes close even though it's a huge drive for innovation in other industries. Imagine if software de…
This is largely how the video game industry works in my experience. (which is mostly software development)
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Re: The Eleven Laws of Showrunning [pdf]
#18It's interesting to see how in some industries there is a LOT of trust in a single person having and executing a clear vision. Creating a completely new idea with complete autonomy, authority and responsibility. Maybe the thing that comes closest is a startup founder, but in established companies there is nothing that comes close even though it's a huge drive for innovation in other industries. Imagine if software de…
Everything would look like Kai's Power Tools
It wasn't bad. Its UI was one of a kind but quite usable, and the suite did its job beautifully.
Re: The Eleven Laws of Showrunning [pdf]
#19wrt "founder mode" see especially the 8th (negative) and 2nd (positive).
8th does resonate with the bad habit of new founders to spend their time on the visible — fundraising (unfortunately, because in SV hiring capital constitutes actual sales?) — as opposed to working on product (so that their schlep can bring some return on the equity purchase)
I’d say the 5th (esp. comparison to archies) is also relevant as well as the various instances of “exec” ie the partners
[9th on the guardian mode in nerds?]
Re: The Eleven Laws of Showrunning [pdf]
#20wrt "founder mode" see especially the 8th (negative) and 2nd (positive).
8th does resonate with the bad habit of new founders to spend their time on the visible — fundraising (unfortunately, because in SV hiring capital constitutes actual sales?) — as opposed to working on product (so that their schlep can bring some return on the equity purchase) I’d say the 5th (esp. comparison to archies) is also relevant as well as the various instances of “exec” ie the partners [9th on the guardian m…
5th ties directly with the japanese 3 pwns — should I try to find a more STEMmy* way to rephrase them?
On 9C and 9D: the prussian model used to be that when taking strategic decisions, the most junior officers would make the first proposals, and then they'd go around the room and finish with the most senior officers. This has the advantage that it allows for early brainstorming, and trains the juniors to think in terms of bigger pictures than their direct responsibilities, yet doesn't lead to "vetoing" or "inversions" because everyone understands the early steps get things out on the table, the middle winnows down to the efficient frontier, and after the Old Man speaks, the decision has been made.
EDIT: eg, in "Dances With Wolves" most (all?) of the Sioux councils end with someone authoritative declaring "wašté"
* on my charitable-to-bigcorp-hires model of "founder mode", over the weekend I came up with a much more STEMmy description: the founder is probably used to early startup reports, who are high impedance low Lyapunov exponent (it takes a fair amount of effort to convince them what the right goal is, but after that you can leave them alone and they'll execute to that goal), but the bigcorp hire may well be low impedance high Lyapunov exponent (you can't leave them alone, but small nudges keep them on course). Does this make more sense than the livestock analogy?