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Discussion (125 Comments)Read Original on HackerNews
I have spent almost my entire adult life (since 1986) shipping products. One of the very first things that I learned, was that "shipping" > "designing".
There's so much work in delivering products that will carry your brand, and then must be supported.
I liken it to having children. Conceiving them is fun. Delivering them is painful. Raising them, is a lifetime of work.
In my experience, the same type of thing applies to products that we ship (and charge money for).
People think otherwise with AI partly because Anthropic kept telling us that they didn't have to write code or review code any more for most of their work. Their agent swarms just comb through their github, slack and wikis to figure out what to do next, and another swarm of agents just review, test, merge, deploy, A/B test, and revert the code. Boris alone merged nearly 300 PRs in the past week (or two?). So the top research labs seem have broken the productivity seal.
And then they talk about this recursively self-improving AI that is so powerful, so autonomous that they advocate that every company should be prepared to "pause" the effort. And their Fable/Mythos has this specific restriction as mentioned in their model card[1] that they are going to reject requests to tune and train models because, well you guess it, the models are too powerful to be used by mere mortals.
[1] We’ve implemented new interventions that limit Claude’s effectiveness for requests targeting frontier LLM development (for example, on building pretraining pipelines, distributed training infrastructure, or ML accelerator design). Using Claude to develop competing models already violates our Terms of Service, but enforcing this restriction through our safeguards avoids accelerating the actors most willing to violate these terms. Unlike our interventions for cybersecurity, biology and chemistry, and distillation attempts, these safeguards will not be visible to the user. Fable 5 will not fall back to a different model. Instead, the safeguards will limit effectiveness through methods such as prompt modification, steering vectors, or parameter-efficient fine-tuning (PEFT).
If you can't make the visitor understand your entire complex product in 10 seconds, then you've lost them.
Your product has to be complex because that's where the software market is at. All of the low-hanging fruits have been taken by the time you identify them. Sure, someone will find a way to make money using new low-hanging fruits that arise due to technological changes but it's not going to be you. You probably don't have the business connections to make that work.
Don't think I've heard that one but certainly rings true to my experience.
Reminds me of "ninety percent of the game is half mental"
That's common with newer engineers (and now, non-engineers). I believe that Mr. Dunning, and Mr. Kruger had something to say about it.
I also spent most of my career at hardware-oriented companies, and shipping hardware is orders of magnitude more difficult than shipping software.
Then there's the technical debt!
Shipping is frankly the easy part. It's the operating overhead that often breaks you.
I liken it to free puppies.
I have always prided myself on writing concise, high-Quality code, because it tends to be quite debt-free.
So far, LLMs seem to deliver code with "Louie Da Loan Shark"-levels of tech debt.
I remember a .sig that went something along the lines of:
I think it’s exceedingly rare that a CEO is actually competent at their job. In most cases it’s the labor class propping the company up, and in some cases the workers are doing so against the wishes of the CEO. Not that executives want to ruin the company, they’re just incompetent and therefore make terrible decisions constantly.
Knowing which ass(es) to kiss when: $9,999,999
And that's how CEOs justify their exorbitant compensation
However, I think there's a reason why coops seem to succeed at smaller scales, but there are essentially no large innovative coops.
There are a few large boring coops, and some small innovative ones, but seemingly something is making the CEO/investor board model the one large innovative companies are all using.
I suspect that it's both (1) access to capital is far harder for coops, and (2) that workplace democracy and hardcore mission focus aren't fully compatible. That is, "you cannot serve two masters" without losing focus on one of them.
Do they tend to make greater revenue or profits? Pay higher wages and offer greater benefits to employees?
Most of them got into a prestigious school on legacy, paid for by wealthy parents. Many were above average IQ, but by no means geniuses. They had access to computers earlier than others, due to said affluence. They seem unable or unwilling to comprehend they're overwhelmingly on average, "nepo babies" to steal a term from the world of entertainment.
on the contrary, it seems to be one of the few jobs that seems to require absolutely no qualifications to have.
What you need to do to be CEO is.... convince someone to lend you money in the hope that you'll get it back to them.
I've worked under some absolutely awful people who wouldn't pass an interview anywhere, but somehow they're CEOs, because they can smarm there way into more money consistently.
And it should be noted that many of these people lending money are in a similar situation of not being required to have any qualifications. Sure, some of them have worked their way up through sound investment after sound investment, but many of them were either born into their position or simply got lucky at some point along the way. Just think of all the money investors threw away pursuing crypto and NFTs for example. Many of those investments were transparently stupid from day 1.
This is a broad range of skills and to actually be a CEO, you need to really hone these skills and be among the very top. To be good at those, just enough to qualify for a modest CEO role at a small start-up, you generally don't have the time to be good at anything else.
Saying that you don't need any skills is mischaracterizing it. You don't need any value-creating skills, yes, but you need significant value-capturing skills.
I can imagine a world were all companies become empty of workers and only executives remain and they would just have meetings with each other while they starve and would explain it away as a new diet they're on. There would be no petrol and they would be forced to walk to work and would say that it's their new fitness routine... And they would all believe each other.
With that said, I've been programming for 25 years and I've only been a CEO for 3, so take what I said with a pinch of salt.
I do think people overestimate titles like this a lot, though, and it really comes down to what the company actually does and what is demanding for that company at that position/role. The CTO of a some-bullshit-as-a-service company may as well be straight out of college, because they're likely doing something trivial that literally anyone (including LLMs) could put together. The CTO of a well-used and reliable streaming service that handles a meaningful part of the world's Internet traffic is obviously solving a more interesting and demanding problem, and their decisions are going to be more important.
a bad king and a bad CEO could be replaced with a spinning top with no loss in productivity (and maybe some gain).
It also made me realize that most the so called “creatives” in marketing and PR also just repeat variations of the same few templates. Not much real creativity there.
The code is human + AI, the management is only AI
(discussed 6 months ago https://news.ycombinator.com/item?id=46072002)
Would you rather take instructions from a ruthless robot or ruthless flesh sack?
Naive and stupid, but it was downvoted and flagged away into oblivion with zero chance for a conversation.
There are also a LOT of bad software developers.
When they meet, the software developer is fired.
The CEO exits after a while, after exercising their stock options...
CEOs that look at that and think they need to reduce headcount seem to also be signaling they don’t know what to do with increased resources
This is a broad generalization of employees. There will be some "routine tasks" that can be done by AI, now that is a lot more powerful.
There won't be as many employees needed for routine work - for example L1 and L2 support work. For example, many companies had ML engineers building models for various models. Companies can get that off the shelf from AI companies. They don't need a big team of model builders now.
L2 issues are already involved in some way often revealing some kind of system failure, requiring context and exploration to understand, and judgement (and perhaps even system overrides) to fix.
I could see “automated L2 is the new L1” improvements, but without a big capability jump and/or a resource bonfire, I don’t think even frontier models would effectively replace good L2 staff.
They might magnify good L2 staff so fewer are needed (and maybe even help L1 staff become L2).
You know who can't do that? People who call L1 support.
Astronaut holding up gun to other astronaut
Always have been.
Ideally contractors that benefit you personally (eg: your buddy who now owes you one), but definitely contractors that let you outsource the responsibility.
Even better if you get some management consultant to suggest the idea and/or do the subcontracting.
Definitely buys you a few quarters of bonus and some time to land your next gig.
Which indicates: the management believes there are productivity gains from AI use, but adoption lags due to inertia and reluctance to change existing workflows.
Methinks adoption lags due to management's inability to align incentives such that productivity gains are rewarded.
The solution - linux has utility called piper. I downloaded the repo and just told codex - figure out what piper is doing and create me a small utility to do it under windows. So the jolly critter started experimenting with hex commands, then pulled some other repo on which piper depended figured out how to enable said onboard mode and 10-sh minutes later I had small python script that did what i needed to do.
That would have taken probably half a day of work for a human.
There are many stupid CEO and organizations which are not committed to quality. And a lot of employees that are too set in their ways. But the instinct that underinvesting in AI is more dangerous than overinvesting is right. Doomed if you do, doomed if you don't
"To err is human, but to really foul things up requires a computer" - this is from the 60, but right now is turned into overdrive.
Problem is, a CEO can fire employees, find out it was a dumb decision, then leave with a million dollar severance package. So they don't really care when they're wrong.
A* search -> AI
Backtracking -> AI
Neural Networks -> AI
Fuzzy Logic -> AI
Genetic Algorithm -> AI
Deep Learning -> AI
Generative "AI" -> AI
Similar to Tesla naming it's driver assistant "auto-pilot" in 2015 and your average Joe thought he would be able to sleep while the car would drive him to work.
The CEO just hear AI and think of AGI. They expect Skynet.
It's a bad analogy. Autopilot just maintains the aircraft in some state, then there's the flight director which maintains the flight path, and you can connect or disconnect the two at will. When connected the director can change the autopilot state.
To use the flight director you must fully specify your flight. The weight, the fuel, the weather, expected winds, takeoff and landing runway length, runway conditions, expected brake demand, as well as every single waypoint you're going to cross and the expected state at that crossing.
> what the human metaphor means
We learned after high levels of cockpit automation that maintaining situational awareness was still required. Pilots are freed of some stress during high workload portions of the flight, provided they planned correctly in advance, and that zero changes to their flight plan (not likely) occur.
As a result pilots are mostly told and trained to hand fly the plane during take offs and landings if the weather allows for it. You should only use high levels of automation if the situation demands it.
You are arguing the dictionary while I’m arguing the predictable, if not very well calculated and purposeful, misunderstanding.
The problem is that the wrong eyes are seeing it.
We need these kinds of articles to be published in places that executives read, and tailored to their audience.
AI recovery is going to be a big wave of consulting over the next several years, maybe very publicly or maybe quietly, but it's going to be a thing. That doesn't mean "all AI is bad" or any other such nonsense, it means that there are a lot of companies out there right now that are doing it wrong and will need help.
The executives that get ahead of this are going to be the winners.
This is what layoffs have been about since the pandemic. People in fear of losing their jobs do extra unpaid work and aren't asking for raises. The theoretical potential of AI gives companies the excuse to fire more people. The investment itself is directly used as a reason of why they need to cut back on labor.
Any sufficiently sized business can only feed the insatiable hunger for ever-increasing profits ultimately by cutting costs and raising prices. And what do we have now? High inflation and a decline in real wages. CEOs are just following this playbook.
And the result is that society is bouldering towards collapse. We're seeing the first hints of this with the youth unemployment crisis [1][2][3].
Also, who is going to buy anything when nobody has any money?
[1]: https://www.americanprogress.org/article/americas-10-million...
[2]: https://www.brookings.edu/articles/twelve-ways-to-fix-the-yo...
[3]: https://www.bbc.com/news/articles/cy026x9jpd0o
This assumes that a mass consumer economy is necessary, when it isn't. Mass consumption is relatively new, for most of history economies functioned with just a small consuming elite and large underclass that consumed very little. We are already approaching that again in the states given that the top 10% of earners are already responsible for nearly half of all consumer spending.
There's a floor even in a mostly automated economy where some services are resistant to automation simply because the human element is the product. Luxury hospitality, personal care, etc. That billionaire is going to want a human masseuse, not a robot.
A highly automated economy could stabilize like this with a small elite population consuming luxury goods & services, served by a low-wage economic underclass human workforce.
Its certainly not a pleasant society, but its also not unsustainable given enough oppression or pacification (bread and circuses anyone?)
As for services increasingly unaffordable by the workers providing them, that's Baumol's cost disease (https://en.wikipedia.org/wiki/Baumol_effect)
I don't have any sources regarding someone preferring humans for certain services over robots, just intuition there, and the fact that consuming human labor and time is itself a status signal of wealth, and the current growth of personal services.
As for connecting the dots, look at Brazil, one of the world's most unequal economies having a small consuming elite and a much, much larger low-wage service underclass. The gulf states as well. Granted, their circumstances don't map cleanly to a post-automation Western economy, but it does demonstrate that a largely bifurcated consumption based economy can exist and can be mildly stable.
Whether the US falls into that direction too will depending on politics. A bunch of mid-career knowledge workers aren't going to willingly to flip burgers in a service economy without some serious surveillance and oppression. But when thinking about it in those terms, the recent push for mass surveillance laws and tech along with the increasingly dangerous rhetoric around protests and "domestic terrorism" start to make sense.
Tech CEOs are apparently suffering from AI psychosis
https://news.ycombinator.com/item?id=48295679
I believe there are entire companies right now under AI psychosis
https://news.ycombinator.com/item?id=48153379
https://tomtunguz.com/spacex-openai-anthropic-ipo-2026/
and I don't know what worries me more - a burst in this bubble (and maybe some other tech stocks), or a failure of these valuations to be burst somehow, and even more concentration of capital and power around those corporations.
You mean, this is an entirely made-up figure.
A "unit of work" that required X people to complete in Y time can now be done by X/Z people in Y time, where Z is whatever efficiency you are able to get out of applying AI tooling to your business.
For some companies, Z might be less than 1 though. ;-)
So you still need skilled people, just not the same amount as before, because you have different tools available to you.
This has happened before with other advancements in industrial/technological automation. It's not a new concept.