Stats for nerds
3recommend
6mentions
6people
2013–2026years
50% recommend50% neutral
Mentions per year
What Hacker News says
- The thing that brought the same idea home for me is the idea that optimization is a destructive process. A business is a complex thing with many, many variables influencing its success. If you truly optimize "customer value" then you must give up everything else. A much more nuanced approach is to do what you did, and balance off various values against each other. Unfortunately this is very difficult to measure or "logic," it requires appreciating things like complexity, uncertainty, and indirection. But ultimately it produces better outcomes, and I'll take a manager who thinks like that over one that doesn't every time.
P.S. Recommended reading on this topic, "Obliquity" by John Kay is excellent.
- Theory of Obliquity by Prof John Kay at Oxford is really interesting. In lay terms it suggests that if you choose to lose weight for example (the direct route), you are unlikely to succeed. Alternatively, if you choose to become a great cyclist, you are likely to lose weight, (the oblique route.)
Prof. Kay uses ICI which was a leading pharma company in the UK to explain obliquity in business. In 1987 ICI's mission statement read 'we make awesome products and innovate new drugs where possible to do good.' (wasn't in those words, but that was the message.) In 1994, they changed their mission statement to 'we exist to increase shareholder value,' and dropped the rest. The company went bankrupt not long after. The oblique route resulted in one of the largest companies in their field with the highest shareholder value, the direct route resulted in bankruptcy, i.e. the absolute lowest shareholder value.
Increasing shareholder value is only a motivation of the shareholders not surprisingly. Employees and customers have little interest in increasing shareholder value directly (unless they are significant shareholders) yet it is through motivating customers and employees that a company will grow and increase shareholder value the most. When longtime ICI employee Sir James Black (Nobel Prize Winner) was asked to change from making awesome drugs to pushing existing drugs on a roadshow to increase shareholder value, he left the company. He later created more blockbuster drugs in his new role, but not at ICI. Thus in VC funded and non-VC funded companies, I believe the goal should include to produce a great lifestyle for the team.
- > Personally, I think the overt bias problem is so bad right now
See, that's where we disagree. I have watched many more men get torn down in violent fashion, neglected, and excluded, than women. I think the overall tech culture sucks period, I don't think it's got nearly so much to do with sexism as you do. Like my example about the guy who mocks women speakers for being women -- and turns around and mocks another speaker for writing Java. That's a sex-related expression of general douchenuggetry.
Remember that time Yehuda Katz interrupted a speaker at a meetup, said everything the speaker said was bullshit, and took over his talk? Yeah… nobody else does either. Cuz it was a man who was done wrong.
My husband actually is on the receiving end of way more vitriol than me even though I'm at least 300% as visible. And I know I've sometimes received extra consideration and protection because I'm a woman.
I'm not saying "Somebody pity the poor men." I'm also not saying women haven't suffered. Please don't think I am saying that. I'm questioning the root of the bad behavior, not how it feels to be on the receiving end.
Since bias is all in the interpretation of data, I'd love it if there was some hard data we could compare. I don't believe there is, though.
> after all, they won't have enough time to put in
The best way to solve this problem isn't by writing blog posts about how women with small kids can swim with the fishes, but by killing the culture of overwork. By starving it, of men and women, by showing them that A) it's harmful to them, and B) that it's unnecessary for their goals.
Laws would be nice, too.
I'd bet you any amount of money that this indirect approach is better, because nobody gets their hackles up OR STEREOTYPED if you tell them, "You can achieve what you want with 40 hours a week. Here's how." Instead of attacking bad behavior, you support good behavior. Instead of attacking identity and trying to change people, you show people who are already motivated (they want something) how to achieve their dreams. Nobody likes being lectured, but everybody wants to achieve something.
And, bonus, it's totally non-gendered… you help both men and women with the same stroke.
(The downside is it's not as sensationalistic. But I consider that an upside.)
If you've ever read my blog, you know that I practice what I preach here. I don't attack VCs or startups -- even though they richly "deserve" it -- I don't ever address anything to them, hoping they'll change. I go for their supply, the grist for their mill. Where I can actually hurt them… in the economics.
This is deliberate, not accidental. I've been doing the same thing since I started teaching marginalized visual thinkers how to code. Based on the emails I've received over the years, I probably helped more women get into Rails than any Rails For Women endeavor, not to mention non-neckbeard-types who were male, simply by delivering information in a way that supported a different learning style.
I don't think "shrink it and pink it" is a good way to sell products, and equally I don't believe that making general issues a women's issue is an effective way to create change.
EDIT: If you find the above approach interesting, consider reading Obliquity by John Kay. Here's an essay that sums up the book (the book is still worth reading): http://www.johnkay.com/2004/01/17/obliquity
- I had the privilege last night of attending a lecture given by Prof Sir John Kay (Obliquity, Radical Uncertainty, etc). He was scathing on two points: 1) the way the world changed in the 1970s from management as responsibility to leadership as prize, and 2) the abject failure of business schools to develop a serious body of knowledge. Taken together, business schools have become cash cows for universities while still being held in disdain by academia. This from the first dean of Oxford's Said Business School.
- John Kay talks about Boeing in his book Obliquity (and before in this essay) [0]
> ICI is not the only company for whom greater emphasis on corporate financial goals led to less success in achieving them. I once said that Boeing’s grip on the world civil aviation market made it the most powerful market leader in world business. Bill Allen was chief executive from 1945 to 1968, as the company created its dominant position. He said that his spirit and that of his colleagues was to eat, breathe, and sleep the world of aeronautics. “The greatest pleasure life has to offer is the satisfaction that flows from participating in a difficult and constructive undertaking,” he explained.
> Boeing’s 737, with almost 4,000 planes in the air, is the most successful commercial airliner in history. But the company’s largest and riskiest project was the development of the 747 jumbo jet. When a non-executive director asked about the expected return on investment, he was brushed off: there had been some studies, he was told, but the manager concerned couldn’t remember the results.
> It took only 10 years for Boeing to prove me wrong in asserting that its market position in civil aviation was impregnable. The decisive shift in corporate culture followed the acquisition of its principal US rival, McDonnell Douglas, in 1997. The transformation was exemplified by the CEO, Phil Condit. The company’s previous preoccupation with meeting “technological challenges of supreme magnitude” would, he told Business Week, now have to change. “We are going into a value-based environment where unit cost, return on investment and shareholder return are the measures by which you’ll be judged. That’s a big shift.”
> The company’s senior executives agreed to move from Seattle, where the main production facilities were located, to Chicago. More importantly, the more focused business reviewed risky investments in new civil projects with much greater scepticism. The strategic decision was to redirect resources towards projects for the US military that involved low financial risk. Chicago had the advantage of being nearer to Washington, where government funds were dispensed.
> So Boeing’s civil orderbook today lags that of Airbus, the European consortium whose aims were not initially commercial but which has, almost by chance, become a profitable business. And the strategy of getting close to the Pentagon proved counter- productive: the company got too close to the Pentagon, and faced allegations of corruption. And what was the market’s verdict on the company’s performance in terms of unit cost, return on investment and shareholder return? Boeing stock, $48 when Condit took over, rose to $70 as he affirmed the commitment to shareholder value; by the time of his enforced resignation in December 2003 it had fallen to $38.
- Another interesting manifestation of the same idea is expounded by John Kay, under the title 'Obliquity'. He has a book on that topic, and also several hour-long YouTube talks.
The central theme is regarding how it is better to chase goals obliquely rather then head on, especially when goals correspond to holistic/unspecifiable things like "wellness". He has case studies of companies that managed to innovate or not, depending on how carried away they got with their objective.
