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492 points Lionga | 2 comments | | HN request time: 0.001s | source
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ceejayoz ◴[] No.45672187[source]
Because the AI works so well, or because it doesn't?

> ”By reducing the size of our team, fewer conversations will be required to make a decision, and each person will be more load-bearing and have more scope and impact,” Wang writes in a memo seen by Axios.

That's kinda wild. I'm kinda shocked they put it in writing.

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dekhn ◴[] No.45673060[source]
I'm seeing a lot of frustration at the leadership level about product velocity- and much of the frustration is pointed at internal gatekeepers who mainly seem to say no to product releases.

My leadership is currently promoting "better to ask forgiveness", or put another way: "a bias towards action". There are definitely limits on this, but it's been helpful when dealing with various internal negotiations. I don't spend as much time looking to "align with stakeholders", I just go ahead and do things my decades of experience have taught me are the right paths (while also using my experience to know when I can't just push things through).

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JTbane ◴[] No.45673157[source]
> My leadership is currently promoting "better to ask forgiveness", or put another way: "a bias towards action"

lol, that works well until a big issue occurs in production

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1. ponector ◴[] No.45675983{3}[source]
But then it also works. Managers can scapegoat engineer who is asking for forgiveness.

It's a total win for the management: they take credits if initiative is successful but blame someone else for failure.

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2. idrios ◴[] No.45680061[source]
Which brings it full circle to engineers saying no to product releases after being burned too harshly by being scapegoated