Hybrid Working Model Quotes

The moral and medical lessons from this story are even more relevant today. Medicine is in the midst of a vast reorganization of fundamental principles. Most of our models of illness are hybrid models; past knowledge is mishmashed with present knowledge. These hybrid models produce the illusion of a systematic understanding of a disease—but the understanding is, in fact, incomplete. Everything seems to work spectacularly, until one planet begins to move backward on the horizon. We have invented many rules to understand normalcy—but we still lack a deeper, more unified understanding of physiology and pathology.

A work of art, if it is to be of spiritual import, need not be a "work of genius"; the authenticity of sacred art is guaranteed by its prototypes. A certain monotony is in any case inseparable from traditional methods; amid all the gaiety and pageantry that are the privilege of art, this monotony safeguards spiritual poverty - the non-attachment of the "poor in spirit" (Matt. 5:3) - and prevents individual genius from foundering in some sorts of hybrid monomania; genius is as it were absorbed by the collective style, with its norm derived from the universal. It is by the qualitative interpretations, to whatever degree, of the sacred models that the genius of the artist shows itself in a particular art; that is to say: instead of squandering itself in "breadth", it is refined and developed in "depth". One need only to think of an art such that of the ancient Egypt to see clearly how severity of style can itself lead to extreme perfection. This allows us to understand how, at the time of the Renaissance, artistic geniuses suddenly sprang up almost everywhere, and with an overflowing vitality. The phenomenon is analogous to what happens in the soul of one who abandons a spiritual discipline. Psychic tendencies that have been kept in the background suddenly come to the fore, accompanied by a glittering riot of new sensations with the compulsive attaction of as yet unexhausted possibilities; but they lose their fascination as soon as the initial pressure of the soul is relaxed. Nevertheless, the emancipation of the "ego" being thenceforth the dominant motive, individualistic expansivity will continue to assert itself: it will conquer new planes, relatively lower than the first, the difference in psychic"levels" acting as the source of potential energy. This is the whole secret of the Promethean urge of the Renaissance.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

No publisher. No agent. They had told him that sales had not been good. Markets had changed. Same old shit. Well, fuck them. Fuck them all. Something different was needed, apparently. Something original but easily pigeon-holed. Books by celebrities were very popular. Models, second-rate comedians, has-been soap stars (those that weren’t trying to make it in the music business), even footballers were writing books. Any talentless cunt with enough money to pay a ghost-writer and a good editor was capable of churning out a book and earning shit-loads of cash for it. And then there were the household names who milked their own brand of repetitious bullshit while fawning publishers knelt at their feet to push ever-larger cheques into their grasping hands. Add to these the comfortable middle-class writers who lectured on real life from the security of knowing it was a world they would never have to inhabit. People with millions in the bank who crowed that money wasn’t everything, who complained about invasion of privacy during their six-page interviews, who were proud of how they’d been single mothers or record-shop employees or advertising men before they’d made it big. And who whined about how hard they’d had to work to get published when all it took was a generous publisher and an even more generous publicity department. Ward despised them all. Even when he’d been successful he’d despised them. The whole fucking business stank. It stank of cowardice. Of duplicity. Of betrayal.

Silicon Valley’s and China’s internet ecosystems grew out of very different cultural soil. Entrepreneurs in the valley are often the children of successful professionals, such as computer scientists, dentists, engineers, and academics. Growing up they were constantly told that they—yes, they in particular—could change the world. Their undergraduate years were spent learning the art of coding from the world’s leading researchers but also basking in the philosophical debates of a liberal arts education. When they arrived in Silicon Valley, their commutes to and from work took them through the gently curving, tree-lined streets of suburban California. It’s an environment of abundance that lends itself to lofty thinking, to envisioning elegant technical solutions to abstract problems. Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations. In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

People often point to the London Metropolitan Police, who were formed in the 1820s by Sir Robert Peel,” Vitale said when we met. “They are held up as this liberal ideal of a dispassionate, politically neutral police with the support of the citizenry. But this really misreads the history. Peel is sent to manage the British occupation of Ireland. He’s confronted with a dilemma. Historically, peasant uprisings, rural outrages were dealt with by either the local militia or the British military. In the wake of the Napoleonic Wars, in the need for soldiers in other parts of the British Empire, he is having more and more difficulty managing these disorders. In addition, when he does call out the militia, they often open fire on the crowd and kill lots of people, creating martyrs and inflaming further unrest. He said, ‘I need a force that can manage these outrages without inflaming passions further.’ He developed the Peace Preservation Force, which was the first attempt to create a hybrid military-civilian force that can try to win over the population by embedding itself in the local communities, taking on some crime control functions, but its primary purpose was always to manage the occupation. He then exports that model to London as the industrial working classes are flooding the city, dealing with poverty, cycles of boom and bust in the economy, and that becomes their primary mission. “The creation of the very first state police force in the United States was the Pennsylvania State Police in 1905,” Vitale went on. “For the same reasons. It was modeled similarly on U.S. occupation forces in the Philippines. There was a back-and-forth with personnel and ideas. What happened was local police were unable to manage the coal strikes and iron strikes. . . . They needed a force that was more adherent to the interests of capital. . . . Interestingly, for these small-town police forces in a coal mining town there was sometimes sympathy. They wouldn’t open fire on the strikers. So, the state police force was created to be the strong arm for the law. Again, the direct connection between colonialism and the domestic management of workers. . . . It’s a two-way exchange. As we’re developing ideas throughout our own colonial undertakings, bringing those ideas home, and then refining them and shipping them back to our partners around the world who are often despotic regimes with close economic relationships to the United States. There’s a very sad history here of the U.S. exporting basically models of policing that morph into death squads and horrible human rights abuses.” The almost exclusive reliance on militarized police to deal with profound inequality and social problems is turning poor neighborhoods in cities such as Chicago into failed states. The “broken windows” policy, adopted by many cities, argues that disorder produces crime. It criminalizes minor infractions, upending decades of research showing that social dislocation leads to crime. It creates an environment where the poor are constantly harassed, fined, and arrested for nonsubstantive activities.