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**A coherent vision**
Today's managers need to have a coherent vision of the work they want to accomplish. Managers of humans need to craft a vision that is articulate, specific, concise, and rooted in a clear purpose. Model managers will need that same ability.
The better articulated your vision is, the more likely the model is going to be to carry it out appropriately. As prompts become more specific and concise, the work done will improve. Language models might not, themselves, need a clear purpose, but model managers will likely have to identify a clear purpose for their *own* sake and engagement with the work.
Articulating a concise, specific, and coherent vision is difficult. It’s a skill that is acquired over years of work. Much of it comes down to developing a taste for ideas and language. Luckily, that’s a place that language models can help as well.
The Knowledge Economy Is Over. Welcome to the Allocation Economy.
Dan Shipper
This is a very widespread confusion. When our industry refers to a “tech company,” the term is not referring to what the company sells, it is referring to how the company believes it should power its business. ... The difference is not what these companies sell; it's how they design and build what they sell, and how they run their business.
Matsui recalled the advice product thought leader John Cutler shared with him when he first arrived at Amplitude: “The systems and processes that create the product are as much the product as the product itself.” Matsui interpreted that to mean, if a process to launch a new product is subpar or if there are leakages in collecting customer feedback, it becomes challenging to build and ship a compelling product that adds value to customers.
Product Operations
Melissa Perri and Denise Tilles
...catch up on these, and many more highlights
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