The online whiteboard of Kristofer Palmvik
If your strategy isn’t making tough choices about what you’re actually going to do as a business, you’re not providing the direction your team(s) needs. If you’re saying yes to more things than you’re saying no to, it’s going to lead to mediocrity, not success.
AI-sörjan handlar inte bara om underhållning eller förvirring, den undergräver vår förmåga att hitta, förstå och värdera det som är verkligt och meningsfullt. När våra flöden fylls av nonsens förlorar vi till slut förmågan att skilja det substantiella från det triviala. Vår informationsmiljö, och därigenom vårt kunskapssamhälle, vittrar sönder.
I was writing a new Ruby gem recently, and being a strong proponent of a type checking step, I wanted to do right by the ecosystem so that anyone using it would get the full benefit of type checking against my gem’s API in their own projects, so I dug into the current state of the art to find out how that’d be done.
Stop blaming your people, and realise that their performance is a product of the environment you’ve created. To improve the results, improve the environment.
Generally, the guidance is: don’t forget good software engineering practices just because an AI is involved.
Differently from what Graham believes, this approach is well known to business schools as poor, dysfunctional management, and the alternative to that is of course good management. If you are a founder, that’s harder though, because it requires empowering teams in doing there job, and putting in place ways of working that enable people to make those difficult decisions and fix those problems. Without you. Like you would do. Better than you.
In fact, if you tried to come up with the least valuable form of news, this would be it. It's so bad that it should never, ever, have been published in any Danish newspapers.
In a nutshell, our use of Copilot for generating podcast titles and descriptions did not meet our producers' requirements for nuanced creativity, tone, and editorial judgement.
So anything we build for just one customer is “custom.” Any new bit of logic or deviation from standard data handling is a “special.” Agreeing to generate/send unique daily reports for one buyer is “bespoke.” Creating a new SKU or licensing model for a new customer is a “one-off.” These are usually accompanied by evidence-free arguments that dozens of other major customers need exactly the same thing, implemented in exactly the same way.
Founder Mode is a joke. It’s for the weak. You want the truth? Founder Mode is pure delusion—a comfortable lie for those too scared to go all in. You want to level up? This is Ultra Founder Mode, where the intensity never drops, the pressure never lets up, and excuses are obliterated.
4888 links collected between and