everybody on your team who is making architectural decisions, those people must know performance and they must make decisions that will allow the other people downstream of them to use an architecture which can be optimized later. If you don't do that, you're just rolling the dice.
there's so many people that are not willing to fight for the best idea because they're going to upset somebody else. And if you don't fight for the best idea, then what idea are you fighting for? You're fighting for the mediocre idea, the politically expedient idea
if you are using these systems right you can just grow more quickly you can build more things you can take on more stuff so you know I would be surprised actually if we ended up with like net fewer
It was instead a very strongly held opinion that that you get to excellence by giving people a lot of agency and accountability. By pushing decisions as deep in the organization as possible, hiring great people who can be trusted to have good judgment and make good decisions.
Paradoxically, the organization that demands trust can get less of it, while the organization that shows their work - thereby not asking for trust - builds up more of it.
And then you look at the actual trial records, and maybe one in a hundred convictions for that crime actually ends in a capital sentence. And almost all of the other ones end in a fine or a public flogging, but not in the sentence that's on the books.
So, I think there is a world where it is concentrated, in which case it's going to be really hard to index AGI. There is another world where it is not It's electricity, then like basically every company has access to AGI. So, you just buy you use buy the index. So, like, you know, Nigeria just needs to buy the index.
know your goal or suffer a death by a thousand compromises. Because what I had done my whole career and most of us do is compromise to get that next engineer, CTO, investor. You put a jerk on your board because you impressed with their firm name and the valuation and all your friends are going to be impressed and it's going to be so much easier. We make all these compromises and contort ourselves and eventually we wake up and it's company we don't want to work at.
The way I think of the abyss is it's this place that we go to as founders and entrepreneurs after our thing, after it dies or it's bought or it's over for whatever reason. It's this amorphous place that we are in our life that has no structure.
If AI-driven labor displacement ends up being large in magnitude and permanently drives down the demand for labor, it will likely be necessary to go beyond mere incentive programs to long-term income support for a significant fraction of the labor force.
my sense is that these complex traits have not pushed in one direction because there's advantage there's spectrums where there's advantages to both ends of the spectrum
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