Max Levchin

You have to give people responsibility to do them. You have to have a directly responsible individual for authoring and presenting the postmortem. That's very important. You need to make sure their manager knows that their list of responsibilities has now been enhanced by this postmortem and they're on a hook for it. We typically try to say, Hey, it's a week, maybe two weeks.

You have to give people responsibility to do them. You have to have a directly responsible individual for authoring and presenting the postmortem. That's very important. You need to make sure their manager knows that their list of responsibilities has now been enhanced by this postmortem and they're on a hook for it. We typically try to say, Hey, it's a week, maybe two weeks.

You have to give people responsibility to do them. You have to have a directly responsible individual for authoring and presenting the postmortem. That's very important. You need to make sure their manager knows that their list of responsibilities has now been enhanced by this postmortem and they're on a hook for it. We typically try to say, Hey, it's a week, maybe two weeks.

Like that's the most you're allowed to take to generate a real postmortem. And then there is a weekly review. That takes place within the teams that are postmorteming something, basically going through like, hey, this happened, the postmortem has been prepared. And then someone even more senior will say, that's a reasonable explanation. I buy it. Or like, you know, this is not quite deep enough.

Like that's the most you're allowed to take to generate a real postmortem. And then there is a weekly review. That takes place within the teams that are postmorteming something, basically going through like, hey, this happened, the postmortem has been prepared. And then someone even more senior will say, that's a reasonable explanation. I buy it. Or like, you know, this is not quite deep enough.

Like that's the most you're allowed to take to generate a real postmortem. And then there is a weekly review. That takes place within the teams that are postmorteming something, basically going through like, hey, this happened, the postmortem has been prepared. And then someone even more senior will say, that's a reasonable explanation. I buy it. Or like, you know, this is not quite deep enough.

Like we need a better analysis of what down or I don't actually think these are accurate. And this is where you need your A players in the room because they will have the experience and the intuition and sort of past knowledge of how these things go to kind of say that that's a deep enough postmortem or this is just like you describe what happened, but he didn't explain it.

Like we need a better analysis of what down or I don't actually think these are accurate. And this is where you need your A players in the room because they will have the experience and the intuition and sort of past knowledge of how these things go to kind of say that that's a deep enough postmortem or this is just like you describe what happened, but he didn't explain it.

Like we need a better analysis of what down or I don't actually think these are accurate. And this is where you need your A players in the room because they will have the experience and the intuition and sort of past knowledge of how these things go to kind of say that that's a deep enough postmortem or this is just like you describe what happened, but he didn't explain it.

These days, the ones that I see are very matter of fact. It is never about the individual. It's always about the events. Always come down to a, this happened, this choice was made either by a program or a human. And if it's a program, it's a bug or a poorly calculated outcome. If it's a human, it can be a judgment error. Like I thought I would flip the switch and the lights would go on.

These days, the ones that I see are very matter of fact. It is never about the individual. It's always about the events. Always come down to a, this happened, this choice was made either by a program or a human. And if it's a program, it's a bug or a poorly calculated outcome. If it's a human, it can be a judgment error. Like I thought I would flip the switch and the lights would go on.

These days, the ones that I see are very matter of fact. It is never about the individual. It's always about the events. Always come down to a, this happened, this choice was made either by a program or a human. And if it's a program, it's a bug or a poorly calculated outcome. If it's a human, it can be a judgment error. Like I thought I would flip the switch and the lights would go on.

It turned out to disable power for the entire city. That's a conversation we've had here, but it's never controversial. It's in the past. We need to do better. What do you do? Like you add a big guard on the switch that says, before you're going to turn off the lights for the entire city, please read this to a light warning.

It turned out to disable power for the entire city. That's a conversation we've had here, but it's never controversial. It's in the past. We need to do better. What do you do? Like you add a big guard on the switch that says, before you're going to turn off the lights for the entire city, please read this to a light warning.

It turned out to disable power for the entire city. That's a conversation we've had here, but it's never controversial. It's in the past. We need to do better. What do you do? Like you add a big guard on the switch that says, before you're going to turn off the lights for the entire city, please read this to a light warning.

I don't agree. Things that change your reputation, things that change relationships with partners, decisions that do that sort of thing are basically irreversible.

I don't agree. Things that change your reputation, things that change relationships with partners, decisions that do that sort of thing are basically irreversible.

I don't agree. Things that change your reputation, things that change relationships with partners, decisions that do that sort of thing are basically irreversible.

There are probably some people who would disagree with you on that topic. I don't know exactly who they are, but I think we can guess. But I agree that superficial statements, even explosive or incendiary, even fall off the news line faster than you would expect them to. I think people's reputations recover and get managed and manipulated. And maybe it's true for companies, too.

There are probably some people who would disagree with you on that topic. I don't know exactly who they are, but I think we can guess. But I agree that superficial statements, even explosive or incendiary, even fall off the news line faster than you would expect them to. I think people's reputations recover and get managed and manipulated. And maybe it's true for companies, too.