cinooo

but if you put into perspective what it would cost you a month for a graduate's salary - and you compare that to the max plan - the value for money is still astronomically incomparable

One of the best predictors of a company’s culture isn’t its mission statement or leadership philosophy - it’s whether people feel the need to document things to protect themselves. In a high-trust environment, verbal commitments are honored, and documentation is about clarity. In a low-trust environment, every agreement needs a paper trail to avoid blame.

How does your company handle this? Do people CC managers ‘just in case’? Have you ever seen someone get blamed because something wasn’t in writing?

The biggest challenge for organizations isn’t AI itself – it’s that they’ve become too large. For decades, companies have scaled by adding more people, more layers, more processes – but most of those layers aren’t about doing the actual work. They exist to manage complexity, relay information, and keep the machine running.

AI doesn’t just automate tasks – it removes the need for coordination in the first place. As soon as the cost of AI versus human labor makes sense – and the error rate drops low enough – entire layers of middle management, operations, and communication-heavy roles start disappearing. Not because companies want to cut jobs, but because the inefficiencies of large organizations become impossible to justify.

We’re not just talking about AI replacing workers – we’re talking about AI making companies rethink why they’re big in the first place. At some point, businesses will realize they don’t need thousands of employees to do what a lean team, combined with AI, can handle more efficiently.

When that tipping point comes – what happens to the entire structure of how companies operate today?

I’ve personally struggled with this myself throughout years of being a software engineer - it was never just about where I sat, but what it revealed about my own beliefs. Hopefully, this article gives some perspective if improving soft skills is something you’re working on.

I started this as a bit of a rant, but I’m sure many are in a similar position — stuck in large organizations where security feels more like a blocker than an enabler.

Security is meant to protect companies, but too often, it slows everything down, kills innovation, and forces engineers into endless approvals, meaningless compliance checklists, and fixing “critical” issues that don’t actually matter. The real problem isn’t security itself—it’s how organizations structure and apply it.

Curious to hear from others: Has security been a major friction point for you? Have you seen it done right anywhere?

I’m writing a ten-part series about something we don’t often question — not just who we are, but how we became this way, and how much of it we can actually change.

This first post dives into how we unknowingly absorb our beliefs in childhood and how, by the time we reach adulthood, they feel like undeniable truths—even when they’re just conditioning. Most of us assume our identity is just who we are, but in reality, we were shaped long before we could even think for ourselves. Our beliefs, fears, and limitations weren’t chosen—they were absorbed.

Some people grow up believing in themselves because their environment reinforced growth. Others inherit self-doubt, not because they were born that way, but because the people around them shaped their reality.

Would love to hear from others who’ve recognized this in themselves or questioned how much of their identity was shaped before they could think critically about it.