„Programmers are most effective when they avoid writing code. They may realize the problem they’re being asked to solve doesn’t need to be solved, that the client doesn’t actually want what they’re asking for. They may know where to find reusable or re-editable code that solves their problem. They may cheat. But just when they are being their most productive, nobody says “Wow! You were just 100x more productive than if you’d done this the hard way. You deserve a raise.” At best they say “Good idea!” and go on.  It may take a while to realize that someone routinely comes up with such time-saving insights. Or to put it negatively, it may take a long time to realize that others are programming with sound and fury but producing nothing.The romantic image of an über-programmer is someone who fires up Emacs, types like a machine gun, and delivers a flawless final product from scratch. A more accurate image would be someone who stares quietly into space for a few minutes and then says “Hmm. I think I’ve seen something like this before.”“

viaWhy programmers are not paid in proportion to their productivity — The Endeavour.


„Sie befinden sich in einem Dschungel. Dann benötigen Sie Leute, die mit Ihren Macheten den Weg frei räumen – die Fachkräfte. Dann benötigen Sie Leute, die die Arbeit einteilen, so dass niemand zu sehr ermüdet, aber trotzdem alle vorwärts kommen. Diese Personen überprüfen auch, ob einzelne Fachkräfte effektiver sind und warum dies so ist. Schließlich bringen Sie den anderen die Optimierungen bei. Das sind die Manager. Und dann gibt es noch einen, der oben im Baum sitzt und herunter ruft: ‘Hört mal zu, Jungs und Mädels, wir sind im falschen Wald.’ Das ist der Unternehmer.“

There is nothing so useless as doing efficiently that which should not be done at all. (Peter F. Drucker)“

viaFachkraft, Manager oder Unternehmer? | /misc.


We’re adding final touches to AppDK so leave your email below to be notified when AppDK is gold.“


„We’re adding final touches to AppDK so leave your email and you could be rewarded with an unlimited premium account when we launch“

viaHow we increased sign ups by 500% with just one change – AppDK Blog.

„Emails. He’s been sending almost weekly emails with concrete suggestions on things like how to run meetings and decrease bureaucracy — not just talking about big strategic issues.

Bullpen sessions. He is conducting regular meetings where managers have to explain and justify what they’re working on.

Engineer. He’s viewed as „one of us“ by the engineers, and they expect — and hope — he will reorganize the company to put more technical people in charge all the way down to the product group level.

Visionary. He wants Google to do challenging technical things at massive scale.

Among the „big company“ problems they cited:

Time. The fabled „20% time,“ where employees were allowed to use up to 20% of their work day for a personal project, was blown way out of proportion by the press. A few projects like Gmail came out of it in the early days, but most employees didn’t have enough spare time to use it, and it hasn’t been an effective retention tool for several years now.

Career stagnation. Although Google will make spectacular counteroffers to valued folks who are considering leaving, a lot of the rank and file are frustrated with the promotions process and don’t have any clear idea how they’ll be able to move up — or increase their salary.

Bureaucracy. It’s much harder to get new projects approved — more people have to sign off, and some proposals are shot down because a similar thing is already being done elsewhere in the company.

viaGoogle: Here’s What Googlers Think Of New CEO Larry Page So Far.

„Their solution is to designate periods of quiet time throughout the day.

When I ran the idea by everyone they all thought it was worth a shot. After all, it was free to try and we could start immediately. We then came up with the rules:

1st quiet period: 10:30 to noon.

2nd quiet period: 2 – 4 pm.

During those times:

No casual talking. Conversations must be taken to the conference-room or outside.

Any necessary talking is done at a whisper at the other person’s desk and not across the room.

If you have to ask someone a question, try to wait till quiet time is over.*

Since what we’re really after isn’t just silence but the minimizing of distraction, limit instant messaging as well.“

viaThe TransLoc Blog » Blog Archive » A Productivity Hack for Teams.


The very first version of foursquare (January 2009) was built as a “leaderboard for Saturday night” – a way to motivate your friends to go out and explore the real world and a means to visualize your adventurousness. Points for check-ins, badges for accomplishments, and a leaderboard to compare the results with your friends all fed into this idea. At foursquare, we’re big believers in the power of software to encourage and motivate behavior

viaIt all started with a check-in: the vision for #4sq3 and beyond | Foursquare Blog.

The pain isn’t from the change, the pain is from the struggeling against the change.


Keynote speech: Post-Digital Geopolitics | Third Wave GmbH.


A long time ago, countries were developed as a matter of distance between people. Distance defined us. The others were them.

Ergebnis: Hierarchie. Überall wo wir sind befinden wir uns an einer Position innerhalb einer Hierarchie: Child, CEO, Student, Cheerleader.

–> We life while having „The wrong cognitive toolkits.“

Cold war: you knew who the enemies were.

.com Boom and after: Rules are rewritten, there are no rules to success anymore.

9/11: We don’t know anymore who the enemy is.

So what now? Instead of starting to drink you read self help books.

All the fundamental bases of those hierarchies are fallen apart, the distance between countries don’t make sense anymore. We have friends all over the world, they’ll get the email within seconds.

We built different countries, based on what we are interested in: open source programming, vampire clothes… –> You form communities with people with the same interests.

Mailinglists are not addressable as a person, but you could call russia if something happened. –> Pyramids and Sheets.

There are people who grew up with hierarchies, they don’t understand how networks work. „Shoot the leader and everybody else will go away“

They not only don’t unterstand how to understand networks, and they are in the majority!

Sheets: People who don’t even understand the idea of hierarchies.

–> Our mission: How can we explain innovation to „the old people“.

People will innovate anyway because it’s fun. Our problem is to translate it. Explain, not complain.