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So after years of arguing over which model has the biggest brain, Nvidia discovers the real genius is basically good project management: memory, tools and a supervisor telling Claude to stop wandering into dead ends. Turns out AGI may just need a competent middle manager. … Somewhere, an enterprise architect is feeling extremely vindicated.

Yes, it’s all-inclusive.

I couldn’t agree more: if the commute took less than 20 minutes (on foot or by bike), remote working would probably be rated less favourably.

Copy: »Based on two decades of experience: As a general rule, there should be regular in-person team events (around two a year and just for fun). In addition, there should be joint training sessions (also around two a year). … Cooking together is brilliant: just two days ago we held our summer strategy meeting at a cookery school, where we cooked and enjoyed a three-course meal together. Basically, anything that encourages plenty of interaction and offers a completely different setting to the usual one is ideal.« We (the company) pay everything. It’s a »regular« workday.

The real problem is usually not the office itself, but the journey there and back.

We meet up regularly. The whole team, too. It’s expensive, but priceless.

I’ve been working remotely for over 20 years. One of my subsidiaries is entirely decentralised and remote. I can’t imagine doing anything else now.

After more than 20 years of working remotely, I can’t imagine working on-site at all anymore. I’m keeping my fingers crossed for you!

Turns out telling an entire generation that AI will replace half their jobs, flood the internet with slop and make billionaires richer didn’t produce boundless techno optimism. Who could have predicted that? The AI industry may have a capability problem, but it definitely has a messaging problem.

If more are needed, just give it a try. We’ve learned that organising more than 3-4 a year is very time-consuming, particularly when it comes to scheduling them for the whole team.

Cooking together is brilliant: just yesterday we held our summer strategy meeting at a cookery school, where we cooked and enjoyed a three-course meal together. Basically, anything that encourages plenty of interaction and offers a completely different setting to the usual one is ideal.

Based on two decades of experience: As a general rule, there should be regular in-person team events (around two a year and just for fun). In addition, there should be joint training sessions (also around two a year). New staff members require a great deal of attention from their team, both at these events and when working remotely, particularly at the outset.