Mark Zuckerberg

Part of that is making sure that the people who are building things aren't just at like the leaf nodes of the organization.

I don't want like,

eight levels of management and then the people actually doing the work.

So we made changes to make it so that you have individual contributor engineers reporting at almost every level up the stack, which I think is important because you're running a company.

One of the big questions is latency of information that you get.

We talked about this a bit earlier in terms of kind of the joy of

in the feedback that you get doing something like jujitsu compared to running a long-term project.

But I actually think part of the art of running a company is trying to constantly re-engineer it so that your feedback loops get shorter so you can learn faster.

And part of the way that you do that is by, I kind of think that every layer that you have in the organization

um, means that information might not need to get reviewed before it goes to you.

And I think, you know, making it so that the people doing the work are as close as possible to you as possible is, is, uh, is pretty important.

So there's that.

I mean, I think over time companies just build up very large support functions that are not doing the kind of core technical work.

And those functions are very important, but I think having them in the right proportion is, is important.

And if, um,

if you, you try to do good work, but you don't have, you know, the right, you know, marketing team or, um, or the right legal advice, like you're gonna, you know, make some pretty big blunders, but, um, but at the same time, if you have, you know, if, if you just like have too big of, of, of things and some of these support roles, then that might make it so that things are just move a lot.

Um, and,

Maybe you're too conservative or you move a lot slower than you should otherwise.

Those are just examples.

Yeah, but it's a constant equilibrium that you're searching for.