KEYNOTE SESSION - Michael Lopp
Michael Lopp is a director at Palantir Technologies, a Silicon Valley software company dedicated to radicalizing the way the world interacts with data. Before joining Palantir, Lopp was part of the senior leadership team at Apple for nine years where he led essential parts of the Mac OS X engineering team, and subsequently managed the engineering team responsible for Apple’s Online Store. Prior to Apple, he worked in engineering leadership at notable Silicon Valley companies such as Netscape, Symantecand Borland. Lopp is a noted author in Silicon Valley; his blog, “Rands In Repose,” and his books, Managing Humans and Being Geek, are part of a new management and engineering canon.
NOTES:
Shows picture of 20 different types of power plugs around the world and a map talking about how this is a mess
Then shows the 30 pin apple plug asks for a show of hands and talks about the change to the new cable
Stables and Volatiles
Wrote Managing Humans and Being Geek
"You're in a hurry"
- we get bored.
- we are three years away from a new job/position
- once you learn everything and optimize
"Your gig has an expiration date"
- if you can't see to the next new part of your role, then it's time to move
"1.0 is going to kill you"
- endless trivial bullshit and decisions that have to be made
"Disruption"
- now a marketing term
- has been happening in the valley for a long time - went from farms and vineyards to 3 million super high nerd density in 50 years
william shockley
- invented the transistor (nobel prize winner)
- brought people together in a garage in palo alto
- was a terrible human being and a racist
- traiterous 8 (founded fairchild semiconductor and intel)
These guys defined the egalitarian workplace
- no dress code
- flat no titles
- stock options for employees
- "they're the reason you're here wearing flip flops"
"push decision making decisions out to the edges"
engineers as a demographic are risk takers
- we know failure is an excellent way to learn
Archetypes and Spectrum
Stephen story - comes in says there's no way to accomplish something
- brought people together and jumpstarted the org and accomplished something in 3 weeks, but there was lots of duct tape and then it eventually came crumbling down
- Stephen is a volatile
Stables
- like schedules. like stability
- play nice with others
- value no drama teams and effeciency
- calmly assess risk
- generate a lot of process because it generates predictability
- salience in decision making. tendency to pick the middle of the road given the input data
Volatiles
- prefer to define strategy than follow it
- want to believe that they control their destiny
- cannot conceive of failing and find a thrill in risk
- don't build predictable or stable things but build a lot
- only reliable if it's in their best interest
- management of volatiles requires putting things into their context
- prefer to work in small autonomous teams
- don't care how you feel
- is that person's feelings more important than these other 26 things?
- have to clean up the wake of unhappy people they leave behind
- will choose the flying toaster when given the options of toasters
Guys who made the flying toaster screen saver eventually created moveon.org
Allergic Reactions
- These guys and gals hate each other ( Larry disagrees)
- volatiles believes stables are slow, lazy, and political bureaucrats.
- stables believe volatiles will do whatever they want.
- "Everyone's right. Sigh"
- You need to build a place where they BOTH THRIVE.
The reward for shipping 1.0 can be a curse.
- Borland (phillipe kahn - volatile - eventually invented the camera phone)
- Netscape ( Marc andressen - volatile)
- Apple ( Steve Jobs)
- Volatiles can become stables
- volatiles want to protect the thing that was so hard to build (1.0)
- this can be dangerous
- company stops being innovative
Oracle/IBM/HP = yard sale of mediocrity
- they're coasting and making money, but they're not willing to take big risks
Borland fell apart
Netscape bought by AOL ("fate worse than death")
Apple
- barely survived in 97 but still kicking
DO YOU WANT FLYING TOASTERS?
Back to the 30pin vs. the new cable
Why did we go "WHAT?" when we saw the cable.
Is apple a bunch of greedy bastards?
Steve Jobs was willing to kill the ipod mini when demand still outweighed supply and was the #1 consumer electronics product
MBP removed replaceable battery
- gave away the battery business so they could learn about lion polymer battery and move forward
apple does not want to become stable
you need both.
stables bring credibility and predictability to your execution.
volatiles
- someone who knows nothing lasts and considers it their mission in life to replace that which is inefficient, boring, and uninspired.
build a world where they can both thrive
- build appreciation of the other side of the fence
- throw away things tyou cherish
- distribute blank slates (at palantir gives small teams 3 months to do whatever they want)
- equal representation of - and investment in sboth groups
- stagnation == death
back to the power plugs
- it's the result of uncoordinated decision making (not enough volatile)
Q&A:
how does a volatile "kick a stable in the ass" in an academic setting?
- Lopp says university is broken, and it's BS
- doesn't see it as a place that cultivates creativity
reiterates that volatiles and stables are equally important and should be rewarded comparably.









