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    TOXICMANElon Musk respektive jeho firmy SpaceX (Falcon / Heavy / Dragon / Starship), Tesla, Starlink, Neuralink, Boring, xAI
    YMLADRIS
    YMLADRIS --- ---
    SHEFIK: v knize je pasaz, kde inzenyri naprosto vyzdimani tim tlakem odchazi z Tesly ... aby se za nejakou dobu zase vratili, protoze jakakoliv jina automobilka jim oproti Tesle pripada jako "nuda"

    podle me se ta maniakalnost dobre hodi pro mlady lidi bez deti, kteri maji energii a chut na dobrodruzstvi.. postupne behem zivota clovek asi vic uprednostni tu work-life balance.

    co se tyce toho, jestli pozadavkem na maniakalnost Musk prichazi o nejlepsi talenty. predstavuju si to tak, ze kdyz nekoho opravdu potrebuje, koho nemuze jen ta vymenit za spoustu dalsich co cekaji ve fronte pred naborovym oddelenim, tak je tam vic respektu k pozadavkum/potrebam toho cloveka
    TADEAS
    TADEAS --- ---
    psyborgia

    Elon Musk’s Neuralink approved to recruit humans for brain-implant trial | Elon Musk | The Guardian
    https://www.theguardian.com/technology/2023/sep/19/elon-musk-neuralink-human-trials-brain-implant
    AVATAR
    AVATAR --- ---
    Ah shit, here we go again...
    SHEFIK
    SHEFIK --- ---
    ARAON: samozrejme to neni jen o motivaci, ale i predispozici. Ale pokud pod 'nejlepsi' definujes skill set, tak ten se da doucit, pokud nejednas v businessu kratkodobe (v radu tydnu). Ve firne mas tym, ve kterym pracujes, nestavis sam na zeleny louce, potrebujes spis critical/out of the box thinking. Primarne tedy jde spis o ten potencial/predispozice, ten je v kazdym z nas unikatni. Potencial je unlock predispozic spolu s motivation (aktualni attitude)

    Ad kdo k nemu chce - pri osmi miliardach individualnich lidi na svete se neda rict, ze se da nejakej pristup vztahnout uplne na vsechny. Neda a neni to ani treba.

    Pokud mi ale chces tvrdit, ze k nemu nechodej lidi ze skupiny "nejvetsi potencial", pak bych se asi znovu podival co z ceho vybudoval a co pri tom musel prekonat.
    SHEFIK
    SHEFIK --- ---
    SATAI: je neco jinyho nez 'dont look confident in media and be wrong'
    SATAI
    SATAI --- ---
    YMLADRIS:
    Just don’t be confident and wrong.
    ARAON
    ARAON --- ---
    SHEFIK: Top self-motivated lidi ovšem neznamená ti nejlepší. Ti nejlepší si můžou vybírat a Musk nedává mnoho důvodů, proč by měli tíhnout zrovna k němu.
    SHEFIK
    SHEFIK --- ---
    TADEAS: asi by se dalo rict :) ...ale podle toho jak Elon jedna a co ma za sebou mu nejde o cash, spis jako dosazeni cilu (= naplneni jeho ega). Ten cash je sekundarni a samozrejme hraje v ty ceste roli. Ale on proste chce top self-motivated lidi, aby nemusel budovat nejakou striktni firemni hierarchii a vsechny ty korporatni serepeticky okolo. Proste 'kdyz se chce, tak vsechno jde' a zadnej dalsi bullshit. Utilizace zdroju & progress speed na max :)
    TADEAS
    TADEAS --- ---
    SHEFIK: vymačkává cash jen z nejtučnějších kousků :))
    PER2
    PER2 --- ---
    SHEFIK: o tomhle nastaveni dobre mluvi isacson v podcastu s fridmanem, kdyz resi elona
    SHEFIK
    SHEFIK --- ---
    YMLADRIS: ji, tenhle attitude je opravdu trochu extrem :))
    YMLADRIS
    YMLADRIS --- ---
    SHEFIK: co se tyce attitude, musk chce to
    "A maniacal sense of urgency is our operating principle." a to v cloveku, ktery to tak nema, asi vybudovat nelze (pokud nevypukne valka nebo tak neco)
    SHEFIK
    SHEFIK --- ---
    YMLADRIS: hele ono to nejde uplne oddelit. V korporatu mas startup oblasti a zaroven kazdej startup postupne utahuje opasky smerem ke korporatu, aby zajistil vetsi stabilitu... ty veci se dost prolinaj. Dobrej manazer muze ve stejnym oddeleni uplatnovat startup pravidla na nejakej optimalizacni / automatizacni problem a vedle toho treba udrzovat jednotny pravidla pro release a jeho bezpecnost/stabilitu.

    Je to spis o zkusenostech a lidech...

    KAERO: i attitude se da zmenit, jenze to trva vyrazne dyl a s vice usilim nekoho dalsiho, nez cloveka poslat na skoleni/k youtube videu/googlu/hands on na chvili
    KAERO
    KAERO --- ---
    Me se nejvic libi: "Skills can be taught. Attitude changes require a brain transplant."
    YMLADRIS
    YMLADRIS --- ---
    SHEFIK: z moji zkusenosti je velky rozdil mezi kulturou start upu a kulturou korporatu. Plus kniha algoritmus zminuje mnohokrat, jako ze fakt je to neco "specialniho" co je potreba do lidi specificky vtloukat.

    SHEFIK
    SHEFIK --- ---
    YMLADRIS: kdyz si clovek tyhle veci uvedomuje, tak sam sebe 'optimalizoval' uz nespocetnekrat.

    Tohle je imho velmi dobrej common business guide summary, nehlede na obor...

    ...

    Navic je tam i to co vetsina nechapajicich vycita Muskovi a setkava se proto s sirokym nepochopenim jeho chovani: 'it's OK to be wrong'

    ... i kdyz nemam moc rad agile, tak tohle je proste asi nejlepsi startup iterativni pristup jak rychle budovat progress pri nestrukturovanejch, nebo mnoha promennejch problemech (napr. transformace twitteru). Fail fast & fail cheap. (Dokud nejde o lidsky zivoty samozrejme)
    YMLADRIS
    YMLADRIS --- ---
    z životopisu: "algoritmus", který musk požaduje po inženýrech a neustále ho opakuje. requirement = "někdo to tak chtěl"

    The algorithm
    At any given production meeting, whether at Tesla or SpaceX, there is a nontrivial chance that Musk will intone, like a mantra, what he calls “the algorithm.” It was shaped by the lessons he learned during the production hell surges at the Nevada and Fremont factories. His executives sometimes move their lips and mouth the words, like they would chant the liturgy along with their priest. “I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments:

    1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb.

    2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough.

    3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist.

    4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted.

    5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

    The algorithm was sometimes accompanied by a few corollaries, among them:

    All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword.

    Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided.

    It’s OK to be wrong. Just don’t be confident and wrong.

    Never ask your troops to do something you’re not willing to do.

    Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers.

    When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant.
    A maniacal sense of urgency is our operating principle.

    The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

    ==

    co se tyce algoritmu, zajimalo by me, jestli nekdy dojde ke kopernikovskemu obratu, kdy by Musk zacal vnimat sam sebe jako soucast procesu a zacal optimalizovat sebe. nevim kolik bere toho ketaminu .. o psychedelikach se kniha nezminuje. je tam jen jedna zminka kdy Kimbal chtel aby si na covid dali ayahuascu, ale musk nechtel: Elon declined. “I’ve just got emotions buried under so much layers of concrete, I’m just not ready to open that up,” ale tak nikdy neni pozde :) tak uvidime.
    JARDABEREZA
    JARDABEREZA --- ---
    MRAKY: Tak nic... crypto boti to používají taky. Trvalo mi cca 3 minuty najít prvního :-D https://twitter.com/1check_eth1/with_replies
    JARDABEREZA
    JARDABEREZA --- ---
    MRAKY: Nevím jestli to byl člověk nebo bot... celkem určitě někteří jsou členi ruské trolí farmy. Pomáhá jim to v tom, že ten bullshit má znáčku "legitimity" a také mají vyšší organický dosah. Mají vyšší prioritu při řazení příspěvků. Je větší šance, že to někdo uvidí. např. https://twitter.com/w45ok5oXuSaD9QP/with_replies , https://twitter.com/Kingstyler88/with_replies , https://twitter.com/ricwe123 , https://twitter.com/huhlak , https://twitter.com/_Tweets_Truth/with_replies

    Je toho víc, ale nechci spamovat odkazy :-D Ale co se týče crypto botů co vyloženě spamují jeden odkaz 100×, tam si myslím, že to bude fungovat celkem bez problémů :-D
    MRAKY
    MRAKY --- ---
    JARDABEREZA: jak to pomaha botum ? Ty uz jsi videl bota s modrou ?
    Kliknutím sem můžete změnit nastavení reklam