I have worked startups and early stage companies prior and used that experience to force developmental projects and gotten prototypes and patents through the resistance. My coworkers who lack that experience get shut down often before they even start.

If you are not in the chosen group or have a fully fledged business case with 5 levels of managerial approval it’s dead on arrival. To anyone in this sort of role it’s not blindness where you lose the skill, it’s stagnation. The moment you leave you move again. The blind fish never gets their eyes back.

The sighted engineer is also cave adapted, just to a different cave.

a) People who've spent 10+ years with the company, and ended up in management/C-level positions - these are people that have: - Been promoted over and over from entry/mid positions across a chain of smaller easier-to-deliver projects - Have not upskilled or gained real experience on anything large/complex/challenging - Have a very safe, very cozy job, with no perspective or understanding on anything other than their past 10+ years.

b) Technical Leads/directors who've spent ~8+ years within the company, where: - They have a solid track record of success, a good reputation, and built up a lot of trust with the company...across a chain of smaller easier-to-deliver projects. - From their earned track record, they have very little oversight and accountability (management doesn't think they need it) - Limited/no interest in upskilling - Decision making is mostly on them...and the decisions made are orientated around themselves (!) - Limited/no interest in listening to others perspectives...even to the new highly-experienced management that's brought in to oversee them (why should they? They're the chosen! They're seen as perfect!)

You can see right between them how the blindness forms. Now, guess what happens when a client decides that a small project...is actually going to be a much, much bigger project, with real complexity, challenging external client people to work with, and a large number of external hires necessitated. Purely reactive decision making, several people that are a SPOF if they leave, no proactive planning or strategy now or before...and then things start breaking down...

In truth, the phenomenon they're describing (very accurately might I add) doesn't lead to the company "going blind" - the company never had eyes to begin with. The company was incepted in the cave & has no need to apoptose an organ that never needed to exist: neither in the company in abstract nor in its "engineers who have never worked elsewhere [...] well-meaning people who do not suspect anything is off. They have only ever known the cave"

The apoptosis the article describes doesn't really affect the company per se - its a process only new joiners undergo, part of their subsumption into The Company. Or they resist & ultimately leave, reinforcing the concentration of blindness.

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Or, if they don't either submit to apoptosis or leave the company, they do a secret third thing, possibly the most common reaction: they silo. That can lead to some rare gems emerging from otherwise stagnant companies but mostly leads instead to team isolation & further stagnation.

Fun part, all the folks who created this bloat would run away and find a green pasture.

Everyone has the same group think, it bleeds into the way the LLM generates code and ultimately it just rots teams.

Producing something novel and valuable is HARD. Unbelievably hard. The idea is hard. The building is harder. The scaling and steering and feedback is ego-crushingly hard.

When it's valuable, it's frequently enormously valuable. That funds the experimentation, the incremental expansion, the waste. It's hard to really internalize how valuable localization, admin controls, FedRAMP, and onboarding tweaks are, truly, because they all compound. You can't just have the idea and the MVP, you also have to have all the other stuff, and it's hard to come up with new ideas while you're trying to keep a million users happy.

I vehemently disagree that people working at big companies are stupid, or making themselves stupid. There are VPs and SVPs at Adobe and Salesforce that are smarter, more knowledgable, and more productive than any startup employee. It's just structurally hard to move the needle there, and their successes aren't written about in TechCrunch. They're also paid a million dollars a year, and are unbothered by the lack of external recognition.

I'm off founding a startup now, and it's good for the soul, but I don't delude myself into thinking everybody else is blind.

As an object with mass accelerates closer to the speed of light, its relativistic mass effectively increases, requiring exponentially more energy for further acceleration.

To reach exactly the speed of light, an infinite amount of energy would be needed, which is physically impossible. The only way to actually reach the full potential of light speed is to convert all mass into pure energy, becoming light itself.

They aren't going blind at all, but becoming the image you see - moving so purely along a market vector that there's no discernible drag, no expenditure, no profit - massless and infinite - vertices in the greater economic hologram.

And if you can't see that, then you're not just blind but utterly rasterized.

https://www.amazon.com/Uncoupling-Turning-Points-Intimate-Re...

If you are starting a new social media service, for instance, the N^2 dynamics are brutal and you have to work so hard to attract, onboard, and retain each precious user. A site that has momentum is practically impossible to kill and, barring a really enlightened form of benign neglect (Craigslist?), you will eventually go into a "harvesting" mode for either money or social impact.

I’m wary of essays that take a genuinely complicated organizational problem and explain it through one dominant lens. Life isn't that simple.

A concrete version I ran into recently: a collector appended one row per item per sweep to a metrics log. Views were a cumulative counter, so every row was a snapshot, not an event. The consumer that scored items summed the matching rows, so an item's reported reach got multiplied by the number of times it had been measured. Inflation scaled with age. The oldest items looked the most spectacular, and the loop concluded its strategy was working and did more of it.

What kept it alive wasn't sloppiness. Every check passed. The file parsed, the counters grew monotonically, which is what healthy engagement looks like, and a spot check on a fresh item reported correctly because a fresh item has exactly one snapshot. The bug only existed in history. Nothing inside the loop could see it; the number that finally contradicted it came from the platform's own public API.

Which I think is the sharper version of the cavefish point. The eye isn't lost because it's expensive to maintain. It's lost because nothing in the cave ever contradicts the fish.