I think one of the saddest thing is that the kind of person who would recognize, "we can solve this seemingly complicated problem by just applying this formula", would often have trouble even getting recognized in many corporate environments. I managed a guy like that. He was capable of very complex thinking, but he wasn't in love with complexity, he was in love with simplicity. His solutions tended to be of the form…
> I managed a guy like that. He was capable of very complex thinking, but he wasn't in love with complexity, he was in love with simplicity. His solutions tended to be of the form, "we can ignore all these things, and just focus on X, and it will provide all the value." He'd notice something and simplify it and the benefit to the company would be measured in multiples of his salary. I did some of that a few times in…
My Mathematical Regression
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Re: My Mathematical Regression
#132Re: My Mathematical Regression
#133Earlier quoted context omitted.
Compare and contrast https://en.wikipedia.org/wiki/Ted_Kaczynski
I don't get it, is the point you're trying to make that Ted Kaczynski wasn't smart?!
Re: My Mathematical Regression
#134I think one of the saddest thing is that the kind of person who would recognize, "we can solve this seemingly complicated problem by just applying this formula", would often have trouble even getting recognized in many corporate environments. I managed a guy like that. He was capable of very complex thinking, but he wasn't in love with complexity, he was in love with simplicity. His solutions tended to be of the form…
I have the opposite experience with this, and I personally also default to simplest solutions at least as a baseline. However it’s important to distinguish between simple solutions that approximate the problem very well, to simple solutions that work in limited context or with heavy sacrifice in assumptions because those will hurt you in the long run.
Re: My Mathematical Regression
#135Re: My Mathematical Regression
#136Re: My Mathematical Regression
#137Re: My Mathematical Regression
#138Re: My Mathematical Regression
#139Earlier quoted context omitted.
If his monetary value to the company was as said why would any other metric like complexity even remotely matter or need convincing assuming the main goal of the company was to make money. Money would matter even more than the interpersonal stuff in most cases but on top of it even the managers treasured him so there should've been even less of an issue of communicating value. Getting bored is totally understandable…
> If his monetary value to the company was as said why would any other metric like complexity even remotely matter Here is why: I turned off a feature flag in our feature flagging service which saved company 10% infra cost, do you think I can be promoted to Staff+ and lead 50 engineers? Promotions and/or recognitions in corporate environments works differently. I don't agree with it, but this is how it works: If what…
Maybe. It looking easy isn't the point. If you have the knowledge and skills such that doing so is a semi-repeatable endeavor, especially in a world where your colleagues apparently missed that 10% savings lying on the floor, is that not (part of) the point of a promotion? [0]
> lead 50 engineers
That's a totally separate ballgame. Nothing in your example says anything about leadership ability. Maybe you have those skills, and maybe you don't, but technical acumen is separate from leadership.
Re: My Mathematical Regression
#140Skills do decay, I can't deny that. But even when I was still in school going back and doing an end-of-year problem for a class I took two years ago would have been harder than it was for me at the time... but it would have been easier than the first time if I warmed up properly with a bit of review and practice first, and I mean, not just three minutes glancing over things but taking some serious time for it.