Seventh law of worker entropy: Difference between revisions
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In support of the theory, we cite {{author|Peter Thiel}} — who has had the odd small success with tech innovation — whose operating assumption when considering whether to invest is that, to displace competitors and have a reasonable chance of success, a tech product should be ''an order of magnitude'' better than its competitors. Not just a ''bit'' better, but ''ten times'' better.<ref>{{br|Zero to One: Notes on Startups, or How to Build the Future}}, {{author|Peter Thiel}}</ref> | In support of the theory, we cite {{author|Peter Thiel}} — who has had the odd small success with tech innovation — whose operating assumption when considering whether to invest is that, to displace competitors and have a reasonable chance of success, a tech product should be ''an order of magnitude'' better than its competitors. Not just a ''bit'' better, but ''ten times'' better.<ref>{{br|Zero to One: Notes on Startups, or How to Build the Future}}, {{author|Peter Thiel}}</ref> | ||
If you want to change how people do things, ''make life easier for them''. | If you want to change how people do things, ''make life easier for them''. Not ''harder''. Any innovation that, for example, injects a new [[dialog box]], however well-intended — was there ever a [[dialog box]] that ''wasn’t'' well-intended? — into an existing process makes life harder, however exciting the prospect of enhanced MIS that comes from having the [[user]]s repetitively click it may be. | ||
The seventh law is routinely ignored, at great cost to the poor [[subject matter expert]]s on whose heads attendant [[tedium]] inevitably then rains down but also, gratifyingly, on the [[software as a service]] vendors whose bright<ref>Not bright.</ref> ideas they hawk to [[middle manager]]s in the legal [[chief operating office]]. | |||
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Revision as of 10:14, 1 September 2020
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The JC’s seventh law of worker entropy states that successful inventions do not make things harder. The JC asserts, without evidence but, he feels, without needing it — for it is an a priori truth as certain as arithmetic or natural selection — there has been no successful innovation in design, commerce or technology in the history of civilisation itself that made life more tedious, difficult, frustrating or inconvenient than it already was.
In support of the theory, we cite Peter Thiel — who has had the odd small success with tech innovation — whose operating assumption when considering whether to invest is that, to displace competitors and have a reasonable chance of success, a tech product should be an order of magnitude better than its competitors. Not just a bit better, but ten times better.[1]
If you want to change how people do things, make life easier for them. Not harder. Any innovation that, for example, injects a new dialog box, however well-intended — was there ever a dialog box that wasn’t well-intended? — into an existing process makes life harder, however exciting the prospect of enhanced MIS that comes from having the users repetitively click it may be.
The seventh law is routinely ignored, at great cost to the poor subject matter experts on whose heads attendant tedium inevitably then rains down but also, gratifyingly, on the software as a service vendors whose bright[2] ideas they hawk to middle managers in the legal chief operating office.