3,960 karma · joined August 20, 2007
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I remember when I left feeling funny that there were as many people working on metaverse stuff as were in company when I joined (like 16k), and it’s mind boggling to me now that the layoffs are affecting around same amount.
But I saw some of the wisdom in the approach when I later tutored the class. People would try to rush into coding problems without doing real analysis of what the cases would be, and had a foggy notion of different parts of program having a "contract". HTDP and the design recipe makes that muscle memory for beginners which is pretty nifty.
Doing the PM job well -- being rigorous about the product, its goals, its strategy, customers, how it interfaces with the external world, and figuring out how to distill that down internally to empower your team -- takes as much intellectual horsepower as engineering. I had to stop writing code every day to realize how deeply complex and interesting the non-code world can actually be. A good example is the passage in "Superpumped" about how Travis Kalanik validated the idea for Uber with deep research. It's not just bullshitting through meetings.
I think the issue though is that, unlike eng, there is no obvious intellectual "floor" for PMs (equivalent of fizzbuzz for programming), so you've probably dealt with lots of bad, lazy, incapable ones.
This is generally how our industry works, though, which is that it's not worth it to go through loop for a job unless you were referred by someone on the inside.