avemuri

I think this is the type of answer that is frustrating to non-Germans. Hey don't look at that person who got promoted ahead of you despite you being more qualified. Look here instead at all these other people who didn't get promoted.

Please explain. Thanks isn't as self evident as your statement assumes.

I'm not sure about the cost. A lot of Mumbai's middle class housing is 30-40 floor towers. These are flats that sell for well under 200k, most under 100k. Labor cost is lower in India, but most material and equipment costs are not.

Can't agree more. We can also predict with some confidence that in a year or two, supply would have adjusted and ram will be cheaper in the long run. We benefit from the expanded demand even if the fact that it first lands as a shock is disruptive to prices.

The course on deeplearning.ai are a good starting point. Anthropic and OpenAI both have decent stuff on there, plus their own docs have examples.

Is there any period in history when the young people reported being as happy or happier than the older cohort?

I've asked before - I am not clear what the massive boost is other than saving a few days or weeks at the beginning. I believe all taxation, labor compliance and other such regulation is still the same as the status quo. The one time ease of setup doesn't seem to be worth the ongoing hassle of dealing with the same crap, just with the added friction of a new and unfamiliar entity structure. What am I missing?

Asia doesn't hate AI.

It may be true that AI is unpopular in the west more generally though, not just America.

Depends on the failure mode and application. But a first approximation is the same way you would for a human output. E.g. process engineering for a support chatbot has many of the same principles as process engineering for a human staffed call center.

Engineers work with non-deterministic systems all the time. Getting them to work predictably within a known tolerance window and/or with a quantified and acceptable failure rate is absolutely engineering.

Take a look at Frappe/openerp

No I'm talking about my own skills. How I onboard, structure 1on1s, run meetings, create and reuse certain processes, manage documentation (a form of org memory), check in on status, devise metrics and other indicators of system health. All of these compound and provide leverage even if the person leaves and a new one enters.the 30th person I onboarded and managed was orders of magnitude easier (for both of us) than the first.

With LLMs the better I get at the scaffolding and prompting, the less it feels like catherding (so far at least). Hence the comparison.

I agree with your points but I'm also reminded of one my bigger learnings as a manager - the stuff I'm best at is the hardest, but most important, to delegate.

Sure it was easier to do it myself. But putting in the time to train, give context, develop guardrails, learn how to monitor etc ultimately taught me the skills needed to delegate effectively and multiply the teams output massively as we added people.

It's early days but I'm getting the same feeling with LLMs. It's as exhausting as training an overconfident but talented intern, but if you can work through it and somehow get it to produce something as good as you would do yourself, it's a massive multiplier.

Motivation is some combination of real and perceived effort Vs expected reward. Shorter isn't always better. For eg. Counting every single calorie is the shorter way to lose weight, but for most people, eating approximately healthy is more optimal from an effort /motivation poi t of view.

It really isn't. Not any more than growing your own herbs vs buying them at the market is.