FLUX (or FLUX. 1) is a suite of text-to-image models from Black Forest Labs, a new company set up by some of the AI researchers behind innovations and models like VQGAN, Stable Diffusion, Latent Diffusion, and Adversarial Diffusion Distillation
1-Prefer 2 distinct locations in life — 1 for work, 1 for everything else
2-Being able to manage the group of employees in one location is preferable — Meetings, training, management of teams and personalities has been easier.
3-Confidentiality and Security — depending on the nature of the business, being able to lessen liabilities by containing the work location
4-Social community — Many fully enjoy the traditional work community and build life long connections
5-Love — A quick Google search shows various sources that cite anywhere from 20-33 percent of people met their spouse through work. What will those stats look like in a year or two from now?
6-Road Warriors with great sound systems in their cars — Some enjoy the commute to unwind after work cranking tunes or catch up with friends and family waiting for the gridlock to ease. Others to continue working from the car.
Pros of remote working:
1-The overhead costs — Keeping large commercial real estate holdings and related maintenance costs
2-Killer commutes — 5-20 hours/week per employee in lost time now potentially used for other purposes
3-Daily Daycare Scramble — Racing to drop them off or pick them up each day
4-Environmentally, a lower carbon footprint — Less traffic, less pollution
5-Quality Family time — Many parents are spending more time with their growing children
Some useful tips about working online:
Clarify and focus on priorities.
Define and manage expectations more explicitly than normal (give context to everything)
Log all your working hours.
Learn about and respect people’s boundaries.
Pay attention to people’s verbal and physical cues.
Pay attention to both people’s emotional, hidden and factual cues.
Be wary about anticipating, judging, rationalizing, competing, defending, rebutting…
There’s a point beyond which no individual, no team, and no company can solve the dependency and constraint puzzle using brute-force methods.
Imagine a company where 10% of the work involves multiple teams, touches different codebases, requires careful coordination, and requires frequent meetings that span organizational boundaries and challenge local incentives. This situation might still be feasible.
Now imagine that this percentage is more like 25%. Very quickly, the constraint satisfaction problem becomes an order of magnitude more complex.
What might a heuristic approach look like in product development?
Reducing work-in-progress limits
Force ranking priorities
Weighted-shortest-job-first
There (is) a chance that teams will miss an opportunity to find an optimal solution? Yes. But the probability of that happening is far outweighed by the likelihood that 1) bad things will NOT happen, and 2) good things may emerge.
The trouble, I believe, is that it can be incredibly hard for managers to make the case for, on the surface, doing less. Discussions about WIP limits and prioritization often devolve into debates over the actual WIP limit and precise estimates! Instead of seeing the forest through the trees, we obsess about finding the optimal answer.
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