Sandeep
@sandeep
Sandeep
An Elegant Puzzle , by Will Larson, on the community book club.
It is the best book I ever read about engineering management, and the reason comes down to one thing: systems thinking. This is a wildly overused term, but Will gives a very precise definition for it.
Systems are combinations of stocks and flows :
It is the best book I ever read about engineering management, and the reason comes down to one thing: systems thinking. This is a wildly overused term, but Will gives a very precise definition for it.
Systems are combinations of stocks and flows :
- 🧱 Stocks — are accumulations of resource
AI bottlenecks, translating impact, and systems thinking đź’ˇ
Thanks to source: ???
Change introduces new form of failure. The low rate of overt accidents in reliable systems may encourage changes, especially the use of new technology, to decrease the number of low consequence but high frequency failures. These changes maybe actually create opportunities for new, low frequency but high consequence failures. Wh
- Data is a compass not a map”
- “Vision and intuition help you identify the right mountain, data helps you get to the top.”
Bits and Bobs 5/19/25
- f the cost of creating apps craters, the cost of distribution will go up .
- Because there will be more competition.
- To unlock the power of infinite software will require a new distribution model.
- A new medium with different physics.
Bits and Bobs 5/19/25
- Enterprise products get more complicated over time and consumer products get more smooth.
- Enterprise products tend to get more fractally complicated over time.
- Consumer products tend to get smoother over time.
- Enterprise customers are individually big enough to demand niche features but no individual consumer is.
- For en
- The tyranny of the marginal user.
Bits and Bobs 5/19/25
When we want to impress, we often feel the urge to name every single thing we’ve done.
Every skill we have.
Every client we’ve ever worked with.
Anything we’ve attempted.
We think the more we add to the list, the greater our accomplishments will seem.
But more isn’t always better. Sometimes it’s actually worse. Why?
People judge us based on the average o... See more
Every skill we have.
Every client we’ve ever worked with.
Anything we’ve attempted.
We think the more we add to the list, the greater our accomplishments will seem.
But more isn’t always better. Sometimes it’s actually worse. Why?
People judge us based on the average o... See more
People judge the average of your achievements, not the cumulative
- When you interact with a company from the outside you see it as a unitary thing with an intention.
- You might experience the company as jerking you around capriciously.
- But the company is actually a swarm.
- More like a swarm of bees with a sheet draped over them.
- It doesn’t have a brain, it is an emergent swarm.
- It doesn’t have its own goals, it does not
Bits and Bobs 5/12/25
If a high performer suddenly starts being upset about lots of little things, it’s usually one big thing.
In order of probability, it’s usually one of the following:
In order of probability, it’s usually one of the following:
- they’re faced with a challenge they’re struggling with and don’t like doing a bad job
- personal life issues
- yhey have a new, bad manager
- they have an underperforming peer they depend on
Stay SaaSy on Substack
Sodium-glucose cotransporter-2 ​(SGLT2) inhibitors, also called flozins, began as diabetes drugs. Surprisingly, they turned out to also be very effective at improving heart health. Then they were discovered to slow the progression of chronic kidney ​disease, one of the leading causes of death and disability worldwide. Preliminary evidence indicates... See more