David Heinemeier Hansson (DHH)

So there is something of this where you need,

You need the vision.

You need it anchored by the reality of knowing enough about what's possible, knowing enough about physics, knowing enough about software that you're not just building bullshit.

There are plenty of people who can tell a group of engineers, no, just do it faster.

That's not a skill.

It's got to be anchored in something real, but it's also got to be anchored in something

it's a tired word, but a passion for the outcome to a degree where you get personally insulted if a bad job is done.

This is what I've been writing about lately with Apple.

They've lost that asshole who would show up and tell engineers that what they did was not good enough in ways that would actually perhaps make them feel a little small in the moment, but would spark that zest to really fix it.

Now they have

a logistics person who's very good at sourcing components and lining up production Gantt charts, but you're not getting that magic.

Now, what's interesting with that whole scenario was I actually thought how well Tim Cook ran things and has run things at Apple for so long that maybe we were wrong.

Maybe we were wrong about the criticality of Steve Jobs to the whole mission.

Maybe you could get away with not having it.

I think the bill was just going to come later and now it has.

Apple is failing in all these ways that someone who would blow up Steve's ghost and really exalt him would say like, see, this is what's happening now.

So the other thing here too, of course, is it's impossible to divorce your perception of what's a critical component of the system and the messy reality of a million different moving parts in the reality of life.

And

You should be skeptical about your own analysis or your own thesis at all time.

Yes.