but I like working with PMs who went into it through channels other than the official ones, and are motivated out of their passion for building things and solving problems. Not because they feel it’s something they’re supposed to do, or because they think it’s prestigious, or because it is the default path from whatever elite school they went to.
That is an excellent and very opinionated list of criteria of how to gauge a product organization. I’m not sure whether I’ve seen any that hit all or even many of these. If you know of one, let me know.
“This is all to say that Paul Graham is an effective marketer and practitioner, but a profoundly unserious public intellectual. His attempts to grapple with the major issues of the present, especially as they intersect with his personal legacy, are so mired in intuition and incuriosity that they’re at best a distraction, and worst a real obstacle to understanding our paths forward.”
An utter and total indictment of Paul Graham who of course is impervious to such things.
Reading this account by the former COO Francoise Brougher, I’m disappointed to learn how badly Pinterest failed at Diversity and Inclusion.
The Zendesk story of how they built a globally distributed company is quite amazing, but there are many more like this by now.
This lament on SF does not sound that far off from where Berlin is. The city is a lot bigger and less boring, but without measures, it could go the same way when it comes to property prices and hollowing out of public services.