On Talent I observed something fairly early on at Apple, which I didn’t know how to explain then, but I’ve thought a lot about it since. Most things in life have a dynamic range in which [the ratio of] “average” to “best” is at most 2:1. For example, if you go to New York City and get an average taxi cab driver, versus the best taxi cab driver, you’ll probably get to your destination with the best taxi driver 30% faster. And an automobile; what’s the difference between the average car and the best? Maybe 20%? The best CD player versus the average CD player? Maybe 20%? So 2:1 is a big dynamic range for most things in life. Now, in software, and it used to be the case in hardware, the difference between the average software developer and the best is 50:1; maybe even 100:1. Very few things in life are like this, but what I was lucky enough to spend my life doing, which is software, is like this. So I’ve built a lot of my success on finding these truly gifted people, and not settling for “B” and “C” players, but really going for the “A” players. And I found something… I found that when you get enough “A” players together, when you go through the incredible work to find these “A” players, they really like working with each other. Because most have never had the chance to do that before. And they don’t work with “B” and “C” players, so it’s self-policing. They only want to hire “A” players. So you build these pockets of “A” players and it just propagates. Steve Jobs, Steve Jobs: The Lost Interview Waste as little effort as possible on low competenceA small team of committed coworkersBuild projects around motivated individualsIndividuals matter talent
Waste as little effort as possible on low competence One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. Peter F. Drucker, Managing Oneself 95%-ile isn't that goodOn Talent talent
95%-ile isn't that good An Article by Dan Luu danluu.com Reaching 95Mistakes at the top Waste as little effort as possible on low competence talent
The business case for craft macOS software that adheres to craft — Things or Carbon Copy Cloner or BBEdit or Sublime Text (which, despite not being “native native” feels so solid and so responsive you’re willing to overlook its quirks) or Bear or Alfred or iA Writer or Keynote (arguably one of the best pieces of macOS software of all time) or anything by Panic, heck, even Terminal or Quicken (which, against all rational expectations is just a joy to use)5 — exists in troves, the existence of such proves to the Slacks or Twitters or Adobes of the world that it’s not impossible nor rare to produce craft-oriented software in service to user fluency, and still make a profit. In fact, there’s a business case to be made for being craft- and fluency-focused. We’ve seen entire companies with business models that could be summarized as “Bloat-Free X” emerge in recent years. Affinity is bloat-free Adobe. Install Adobe Creative Cloud on your laptop and marvel at the no fewer than a dozen processes whirling around in the background for unknown purposes. It’s no surprise Affinity Photo and Publisher and Designer have taken off. Sketch’s main feature for many years was simply: Not Adobe. And the web! When you care — when you really give a shit — the web is awe inspiring. I still can’t believe Figma is web-native (also born from the Not Adobe camp). That an application can feel so powerful, so fast, so well-crafted and be fully web-based should be a kind of lighthouse-archetype for all other sites lost in a sea of complexity and muck and unnecessary frameworks. Craig Mod, Brilliant Hardware in the Valley of the Software Slump More profitable and a better buy craftbusinesswww