This snippet seems problematic—normally people doing the hiring aren’t the ones doing the “work”, and at each point they’d be in a position to evaluate whether hiring is the right thing to do. Over-hiring is a management/strategy problem, not a natural outcome of working hard.
“That’s a simple web app. Why do you need thousands of people to do it?”
I found this observation on hiring dynamics from @naval in @eladgil’s High Growth Handbook particularly striking.pic.twitter.com/u5lnWq8dvF
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Additionally, having worked at two megacorps that were famously laser-focused on “reducing waste”, I can tell you that a relentless focus on waste reduction is also self-harm. Neither extreme is good.
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I’m biased, but I of course disagree ;) Like Adam Smith said, “the division of labor is limited by the extent of the market.” The bigger a company grows, the more it makes sense for people inside it to specialize.
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Also, the smaller of an impact they need to have, relatively speaking, for their salary to pay for itself, eg an engineer making a change increasing trip conversion by 0.05%
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Hire only people who can do some of what you do better than you.
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Hiring feels like its progress. And company building is fun in the same way kids have fun playing grown-up so it's tempting for founders to hire for the sake of hiring.
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This book is just amazing. I read every page so slow because it brings so dense info, implications and todos to think through.
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Disagree. The nature of human beings is to work hard on things we find interesting and valuable. As a product owner you need to convey that to your team, and you should expect that people’s output on operations won’t compare to new features.
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This means that novelty of tasks somewhat drives work ethic. That makes sense. This also means that as a product develops waning novelty can reduce motivation.
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Implication: best business opportunities can arise where novelty fills unmet market need. This makes cutting employee fat easier. That said, I would P&D an industry after I lost vision for novelty.
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Over simplifications are dangerous.
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Never underestimate people’s want for new friends/reports. Most hiring is done for social reasons.
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“be ruthless about firing” should be taken as extremely hyperbolic. You don’t want to open the door for managers to be able to use “gut feel” firings to get rid of superior engineers in order to protect the career paths of their less capable but more subservient lackies.
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“People” don’t like that model. Naval likes that model. Hm.
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Ironically twitter is the first app that comes to mind
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There is always waste these days because we have raised several generations of lazy slackers that think they should get a reward for just playing the game. This taught them not to work.
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Very remindful of David Graeber‘s theory of „bullshit jobs“
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reminds me of
@auren who talks a lot about a future where businesses pivot to vendors instead of hiring employeeshttps://twitter.com/auren/status/1069298273922347008 …Thanks. Twitter will use this to make your timeline better. UndoUndo
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It takes real ownership to have this kind of efficiency focus. How far into growth do these kind of decisions start to get made by people who are highly disincentivized to fire, or otherwise acknowledge problems in their org?
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