“How many people at X org have Y title?”, “What are they assessed on?”, and “What, concretely, are they doing today?” are extremely useful lenses to have on the world. They often give much more predictive power than “What do you think X will do about Z?”
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If the employee headcount strongly correlates with capability, it undercuts the rationale for extreme exec vs peon pay ratios, or the fabled "10x" programmer at any kind of scale. If these were justified or scalable the headcount would decouple from capability.
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it's the very first thing I look at, but I think it has to do with whether a person is a business owner or has ever been one
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