<\/p>\n\n\n\n
It\u2019s the idea that at large companies the incentive to deliver something real to the customer becomes a small fraction of work, and is subsumed by things that internally seem<\/em> like bigger or more substantial projects to management but often aren\u2019t. Here\u2019s a pretty good take<\/a> on it.<\/p>\n\n\n\n <\/p>\n\n\n\n One of the biggest lies of work theater is \u201ckeep your head down, don\u2019t ask questions, especially don\u2019t challenge the direction, and if we aren\u2019t succeeding just buckle down.\u201d <\/p>\n\n\n\n This advice, which boils down to “Think less, act more” is good advice when you know exactly what to build<\/em>. The challenge is that even when you think <\/em>you know exactly what to build, you never know what unknown-unknowns may be at play. When you don’t know exactly what to build do the opposite<\/strong>: slow down, ask more questions, and solicit input from a wider range of people. <\/p>\n\n\n\n The AI era promises a much faster 0->1 transition (when you know what to build). But it does nothing<\/em> to help with where to strategically go from there (when you don’t know where your next 10x comes from). In fact, it makes it exponentially easier to play out the theatrics of progress (look at all this motion! So many tickets! So many changes!) while treading water quarter after quarter.\u00a0<\/p>\n\n\n\nBuilding more was never the answer<\/h4>\n\n\n\n