“In the new city of the supertalls, man is born free but everywhere is in salad chains. The people are being made skinny to fit the skinniness of the buildings to come.”
“Whether the art that comes out of The Shed will be any good, or just social media-ready kitsch delivered in unnourishing experiential baggies for the ’gram, we don’t yet know.”
Every city worth a damn will be colonized and sterilized.
The difference between peacetime and wartime productivity is when things are so explosive and all your systems break down and when you get out the other side everything is changed. It’s an essential and very educational mode.
I started reading this article on WeChat which turned into a convincing takedown of design thinking’s incrementalism and lack of vision.
A good summary of Grove’s High Output Management and a strong argument to read it: “To paraphrase the book, the job of an executive is: to define and enforce culture and values for their whole organization, and to ratify good decisions.”
Truly, if you don’t throw hundreds of millions into the trash fire that is the big consultancies, there is no limit to what you can get done.
I usually say that application development (mobile and otherwise) is a solved problem but once you go to any kind of scale, you run into all of these operational issues which keep things interesting.
By a solved problem, I mean that figuring out what to build and building it is by now, for an experienced team, a linear endeavor. Aligning the rest of the organization to be able to do this, however, not so much.
A thorough and very useful teardown by Lara Hogan of management at the various levels of indirection.
‘IC work: hahaha’ indeed; I haven’t written a line of production code in a while now.