That includes lunch, park bench, coffee shop to charge phone, etc, but yea. north brooklyn to coney island and back. ive only done it a few times , not 5 days a week
the most productive teams will be the ones that treat code as compiler output (which we never read)
legacy manual codebases which require human review will be the new "maintaining a FORTRAN mainframe". they'll stick around for longer than you'd expect (because they still work) , at legacy stagnant engineering companies
i disagree because i see code as the actual product of the thought behind it. it is after all a description of the intent of the programmer and programming language are what we use to communicate to machines
that said, we will see over the next few years who is right!
Product work can be counterintuitive. An engineer / PM might think that a design or feature “makes sense”, but you don’t actually know that unless you measure usage.
I was in school when GPT came out and there is a strong generational divide. It reminds me of when i was young teachers said you couldn’t use Wikipedia because it isn’t guaranteed to be correct, but we did anyway. Same thing with LLMs. It’s a faster way to do things so eventually everything will be done that way.
What backlash against Adobe? I think you are mistaking comment section consensus for reality. People on forums and social media complain, but the comment section consensus is often dead wrong!
There was no real backlash against Adobe. They added subscriptions and grew revenue. Some people grumbled online, but they paid, which means they don’t like the old model, they like the new one.
There is absolutely no monopoly in photo editing software. Entering this market is fairly easy with a new product. I wonder what market (in software or outside software) could you name as more competitive.
Anthropic is a great case study in why uptime doesn’t matter. The service is so valuable that you can have one nine uptime and add $9bil ARR in 3 months.
Yep. Enthusiasts are cheap, picky, and have no loyalty. They’re extremely political and are the only type of customer who will actually switch. Plus it’s a tiny market. You might eek out $50mil revenue after a decade, if you’re lucky.
I built a payment processor and failed. Regulations aren’t the issue. The issue is customer psychology: once a customer has solved their problem, they never switch. The biggest misconception I had is that it’s a viable business model to start a business to “compete” with an existing one (cheaper, better tech, better UI, etc). That never works.
You have to either 1. Solve the problem for a new customer who hasn’t solved this problem. 2. Solve a totally different problem than your competition. or 3. Invent a completely different paradigm for approaching solving that problem.
A good case study is search. Nobody could compete with Google, until ChatGPT. Note that ChatGPT is not just “Google but better”, but instead does (3): it’s a different paradigm for answering your questions. Even though it’s much better at solving this problem, people still don’t switch from Google. Most of ChatGPT growth comes from (1): new customers, because ChatGPT usage is highest among young people who haven’t already solved their problem and aren’t sticky with Google.
You underestimate how sticky customers are out of habit. Cable news is now an inferior product for information retrieval, but it’s sticky because it’s already there, solving the problem, for that generation.
My method of walking to work is back (going for an 8 hour walk , voice dictating the whole way)
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