HN treats it as the standard short summary of how power and political incentives work, applied to governments, companies and workplaces.
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The best management, leadership & organizations videos, according to Hacker News
79 videos about management, leadership & organizations that Hacker News commenters keep pointing each other to, ranked by how many separate months they were recommended. Part of Business, Startups & Economics.
HN people cite it constantly as the clearest explanation of normalization of deviance and how complex systems drift toward failure.
Repeatedly called one of the most useful talks on building organizations and managing creative teams.
HN uses it in discussions of pay, management, and motivation as the standard short explanation of autonomy, mastery and purpose.
HN treats it as the definitive explanation of Conway's Law and links it in almost any thread about org structure shaping software.
HN recommends it constantly in work-from-home, burnout and procrastination threads as practical advice for separating work from life at home.
HN treats it as a classic, must-watch talk for any discussion of company values, and especially for its takedown of Amazon's leadership principles.
Commenters point to it whenever Artemis, SLS or Starship refueling comes up, as a candid and critical engineering assessment delivered directly to NASA.
HN cites it as evidence of Musk's hands-on engineering depth and for his advice to question requirements and not optimize things that should not exist.
Recommended as a quick way to get the core of 'Start with Why' for pitches and communication, though some note small companies are not Apple.
HN regulars recommend it as a career-shaping talk on code review, humility and collaborative development.
HN commenters recommend it for its take on managing young employees and on how technology and approval-seeking affect behavior.
HN commenters cite it to explain why customers buy into a company's beliefs rather than its specs, especially in threads about Apple, marketing and product messaging.
Strongly recommended as a gripping case study whose lessons carry over to engineering management and safety.
HN commenters cite it whenever a thread involves ignored warnings, shortcuts or routine risk, as the clearest introduction to the concept.
Strongly recommended as a gripping hour on K2 and on leadership and summit fever in extreme conditions.
HN points to it as a sharper explanation of why outsourcing and specialization erode deep expertise, in threads on Intel, Boeing and software decline.
Linked often in hiring-process threads for the anecdote about Google's committee refusing to hire itself, as evidence interviews are noisy.
HN commenters point to it in discussions of shorter workweeks and productivity, arguing that rest and energy matter more than hours.
Used in hiring and management debates as an analysis of fast evaluation, quick dismissal without stigma, and the cost of keeping underperformers.
HN recommends it whenever 'why don't you just...' comes up as an example of arrogant, dismissive advice.
HN favors it as a compact, quotable management and systems-thinking talk, often cited for doing the right thing versus doing the wrong thing right.
HN commenters point to it as a quick way to get the key concepts of the book and as an introduction to leadership thinking.
HN recommends Cantrill's integrity rant when discussing corporate ethics and companies that act on principles.
HN points to it as a model for firing or laying off people clearly and respectfully.
HN recommends it as a thoughtful critique of the great-leader-as-jerk myth in threads on difficult bosses.
Recommended to understand what the 37signals founders stand for and DHH's contrarian takes on tech business.
Quoted whenever HN discusses process-heavy management and companies losing their product focus.
HN cites it whenever money as an incentive comes up, as evidence that rewards can backfire for creative white-collar work.
HN recommends it as the classic counterpoint to Silicon Valley growth-at-all-costs startup thinking.
Recommended in estimation and sprint debates as a well-reasoned account of where waste is and isn't in agile.
Pointed to as an in-depth view of how Valve is run and how Newell thinks about workers, management and customers.
A go-to short explanation of how movements start and why early followers matter.
HN readers recommend it as the way to learn what Boyd actually meant by OODA, straight from a collaborator, rather than from the popularized loop diagram.
Often brought up as an honest account of microservice sprawl, including the fact that nobody at Uber knew exactly how many services existed.
HN recommends it as a well-done history of Skunk Works, popping up in SR-71 threads.
Recommended as well-researched, interview-based coverage of the Valve model and its failures, often linked in threads about Valve and flat organizations.
HN cites it as a firsthand account of how dysfunctional large IT projects can be, with about 50 contractors and no one in charge.
HN recommends it as an amazing, clear explanation of why incumbents move upmarket and lose to low-end challengers.
Cited constantly on HN whenever a large company declines, as the canonical explanation of product people being pushed out by sales and marketing.
Recommended as the best introduction to self-management and new management paradigms.
Cited in threads on management, hiring and company culture for Jobs's views on self-managing people and small, self-policing core teams.
HN commenters share it as an inspiring reflection on what to optimize in life beyond career, especially in threads on burnout and meaning.
Cited as the go-to evidence that rudeness drives contributors away and that toxic people must be removed from projects.
HN people share it as a funny and apt take whenever job postings or recruiters demand passion.
Recommended as a clear description of how Kanban works and a practical alternative to sprints.
HN commenters cite it as a compact illustration of empowered, decentralized leadership, for founders and for managers who try to control everything.
HN commenters point to it as a general overview of the cognitive science of insight and focus that is useful for developers and knowledge workers.
HN recommends it as an interesting look at the psychology research behind bias in hiring and performance reviews.
HN cites it for how Valve works: hiring unconventional talent, paying by value, firing as aggressively as hiring, and why open offices fail.
HN cites it as the standard explanation of how finance and sales take over a company, applied to Boeing and other declining firms.
Used as a shorthand joke for Google-scale bureaucracy and the difficulty of simple tasks at large companies.
HN cites it for Feynman's insights on NASA risk reasoning, blame and engineering culture, and the contrast between Apollo and the Shuttle.
HN finds it fascinating and suggests the technique for keeping operators like test drivers attentive.
Cited as a source for Boeing's post-merger cultural decline and the undermining of its engineers.
HN uses it as a firsthand account from an astronaut who worked with Musk, cited in arguments about Musk's engineering ability and SpaceX culture.
HN cites it whenever a company stagnates, from Intel to Boeing, to explain what happens when salespeople or finance run the business.
HN refers to it in career and promotion discussions, including its warning about doing glue work too early in your career.
HN points to it to explain that Stack Overflow's strict moderation was deliberate design, not accident.
Reached for constantly as the explanation for why dominant companies like Intel, Boeing and Blizzard stop innovating.
Recommended as a short leadership talk that commenters have shown to many people.
HN cites it as the primary source for Amazon's Working Backwards method whenever product-definition approaches come up.
HN draws on it for practical decision-making and problem-framing techniques that apply well beyond Clojure.
HN cites it as a classic illustration of dysfunctional management, gamed targets, and blaming workers for systemic outcomes.
Cited as a first-hand source for how Google's leadership thought about hiring, organization and the Alphabet restructuring.
Linked in threads about YC culture and big tech burnout, as YC partners themselves acknowledging the trend.
Recommended as a short, illustrated take on empowering teams instead of giving orders.
HN mostly cites it in anti-Agile and anti-Scrum threads as a sharp critique, with one commenter noting the tenth man idea.
HN commenters cite it as a summary of former employees' experience that the flat structure produces informal hierarchy, cliques and stack ranking.
Linked in threads on pay and compensation as a quick explanation of why talking about salary helps employees.
Shared constantly as a painfully accurate depiction of absurd requirements, clueless management and estimation pressure.
Used as an anecdote in layoff and cost-cutting debates: the company supposedly never noticed what the fired staff had done.
Used as an analogy whenever commenters criticize unqualified people placed in charge of expert fields.
Invoked as shorthand for hiring and investing by gut feel and appearances instead of what actually predicts results.
HN uses it as a reference for disruption theory when explaining why incumbents like VW or BlackBerry decline.
It is only linked from Memrise's monthly Who is Hiring posts as a recruiting video.
Linked as a joke or reference whenever Robert's Rules or formal meeting procedure comes up.
Mostly cited critically as an example of a CEO deflecting blame during the 737 Max crisis.
Linked repeatedly from Nylas's monthly Who is Hiring job posts as a look at the company culture.
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