The book is good, but it feels overly long, and I don’t know if I will finish it.
The main premise of the book is that accumulated cultural wisdom drives much of human progress.
For example, if you were dropped off in the middle of the Amazon, you would probably die because you are not a part of a culture that has developed the knowledge necessary to survive in this environment.
This may seem obvious, but it is still profound.
We survive not only because of our individual intelligence but also because of our collective intelligence, and our collective intelligence is often narrowly tailored to the environment of our birth.
Here is how Patrick Collison, the founder of Stripe, describes their organization:
We’re relatively conventionally organized. There’s always a temptation to reconceive the nature of humanity and social structure; you should really try to discourage that inner voice. First, think about all the risks you’re taking in your business. The standard ways of organizing a businesses are empirically sufficient for creating Google, Facebook, etc. Do you really want to add your novel organizational ontology as an additional business risk factor? Second, you’re not going to be very good at anticipating the problems with any alternative that you might conceive, since — chances are — many of the future problems are ones you won’t have encountered before.
Here is Sam Altman in the Startup Playbook:
One mistake that CEOs often make is to innovate in well-trodden areas of business instead of innovating in new products and solutions. For example, many founders think that they should spend their time discovering new ways to do HR, marketing, sales, financing, PR, etc. This is nearly always bad. Do what works in the well-established areas, and focus your creative energies on the product or service you’re building.
Managing humans is a form of cultural evolution.
Over time, we have figured out ways to organize humans to accomplish great things.
When I helped start NSNO, I had no idea how to manage humans. Luckily, great people on our team taught me how to do this.
I also read a lot of books.
Now, whatever the endeavor, I take the time to create: goals, a strategy, core values, vehicles for individual feedback, and systems to monitor overall progress.
Of course, I don’t do this perfectly, but I always do it.
Humans have evolved to manage other humans in a manner that, when done well, can be inspiring, meaningful, and lead to great things being accomplished.
As such, I don’t try to reinvent the human management wheel that has been created by our human ancestors.
My marginal units of energy are most often spent on (1) human management execution; and (2) product innovation.
I try not to bother with human management innovation. You probably shouldn’t either.
Rather, you should focus on product innovation.
In our team’s case, that means spending energy on trying to figure out how society can best deliver an excellent education to all children.
We have a long way to go, but early results are promising: