The best use cases for me have been when I'm stuck trying to word something in an email to a customer or in an internal presentation. I give it a prompt and the results are usually good enough to get my own thought process going.
I also write a fair number of scripts just to do some data analysis and chatgpt saves me a bunch of time that would have been spent looking over stackoverflow posts.
On average, I'd say it saves about 2 hours a week for me. Not a lot, but it's not nothing.
There's one called Technically Food by Larissa Zimberoff, where she talks about food and food technology. I'm not involved in the space anymore, but I used to sell CPG food and it's fun to read about what's happening in that space.
Money Stuff by Matt Levine - he's great at explaining what's going on in the financial industry.
Ridgeline by Craig Mod - Guy walks around Japan and takes beautiful pictures and writes about it.
I recently moved to the twin cities. The bike paths are absolutely amazing, and given that the whole state is pretty flat, it's not hard to get around the city for work or for fun.
Bike paths are plowed in winter, but biking in -10C weather doesn't sound pleasant. I haven't tried winter biking yet, and honestly, I'm a bit scared to.
I really like buttondown, but I stopped using it. The main issue was that mail would go into spam more often than other newsletter providers (I checked this against substack, mailchimp, revue, and tinyletter).
Any reason why buttondown in particular would be more affected by this? Or maybe it's just me.
I don't know if this is non-obvious, but only one other team I've worked at or with has done this.
Creating a team playbook. This would document processes and responsibilities that were otherwise institutional knowledge.
One person on the team knows how to grant access to a particular tool? Add it to the playbook.
One QA is in charge of the test automation jenkins- add it to the playbook.
Everyone on the team knows how to build the app - doesn't matter, add it to the playbook.
The idea being that if
* there's some action that people in the team do over and over again, or
* if colleagues outside your team repeatedly ask your team to take care of something,
writing it down helps spread the knowledge on how to deal with that issue AND it helps establish a centralized, consistent set of actions to address the issue.
fwiw, in my current team, I use it to document processes that folks rely on my team for (access requests, data pull requests, common customer support problems).
I don't have OCD, but I do have these kinds of intrusive thoughts. A friend of mine who does have OCD describes the same types of thoughts I have, but with an added intensity, ferocity, and consistency to them.
Has there been any research on what the causes of OCD are, and what the current thinking is with regards to treatment?
I made the transition from engineering to product management.
The transition, like many, had its ups and downs, but I mostly like what I do.
The Pros
You interact with a broader range of people. When I worked as an engineer in large companies, there were very few opportunities to interact with marketers, sales people, customers(the most important). Being able to work with people in those roles gives me a holistic view of a how a business operates.
You get to shape the product. You do research on competitors, deep dives with UX, calls with customers and figure out what's missing and what needs to be built, and when to build it. You have more of a voice in proposing what needs to be implemented because you have more context.
You get to write! I love writing. Many people are bad at it. Part of why I became a PM was because, as an engineer, I was often either not given specs or I was given poorly written specs. Being a PM allows me to write and communicate to a level of detail I want. It's a different style of writing than engineering or back end specifications, so there's a learning curve to it but I enjoy it.
The Cons
Politics. This is a big factor , especially at large companies (and a big part of the reason I'm at a startup now). In large companies, you have dependencies on other teams if you want to ship. That means priority decisions are based on how close someone is to another PM, how strong their allies are, etc etc. It also means higher ups can override your product decisions in order to make themselves look good. If you're transitioning to product, make really sure you know the type of culture at the company. If it's against your style of working or leadership, leave.
You don't build anything. Being a PM is a lot of soft power. Can you write a proposal to convince someone else to build something? Can you relinquish control when a developer says "This is hard to implement!" and your engineering side disagrees? Are you comfortable building something without actually contributing a line of code? This continues to be the hardest part for me.
Communication. I don't mean writing. I mean keeping everyone (all the stakeholders for your project) aligned. As an engineer, my manager and the product folks knew where I was at in terms of implementation. As a product manager, all the devs on my team need to know what to do, my manager needs to know. Sales needs to be kept in the loop so they know how to phrase their sales calls. Marketing needs materials that they can send to consumers. Customer success managers need updates that they can tell clients when to expect that feature you promised. It's an exponential increase in the amount of communication you need to do. (My advice is writing documentation and making sure everyone knows where to look for updates. Otherwise it's slack hell).
Meetings. If you're not careful, you'll have a full calendar. Try to avoid this - product managers need time to think too :)
My email is in my profile. If you have any questions, reach out. I'm happy to talk through it.
The one definition of the metaverse the authour put in is:
> If a metaverse is where the real and virtual worlds collide, then Instagram is a metaverse: you create an avatar, curate your image, and use it to interact with other people.
In that case, seems like they have a problem with the present state of the internet, not the future.
I'm not sure how much this is a tech book, but Dawn of the New Everything by Jaron Lanier is great.
Jaron is a pioneer from the early days of VR (he started/helped start VPL Research Labs). The book is a combination memoir and thoughts on what VR is and isn't. It opened my mind as to what is possible with VR but also the dangers it poses.
Regarding the tech side, it did get me interested more in the math of computer graphics, so if anything, I would call it a gateway tech book :)
Is there some data on the 'optimal' time from when a stroke starts where intervention would prevent serious impairment? i.e. if you detect a stroke, how many minutes/hours do you have before irreversible damage is caused?
Relatedly, what measures are done when a stroke is detected to minimize damage/impairment?
Also, what's your false positive rate?
Wish you all the best of luck! I've had family members who've had strokes and early detection might have helped them a ton.