This has been written up on HN before. Someone will probably find the reference.
Since the link above is for the "nice version", here's the link to the more colorful, not-so-nice version: https://okbjgm.weebly.com/uploads/3/1/5/0/31506003/11_laws_o...
Do you think it's better? It's twice as long and kind of seems like someone told ChatGPT to rewrite it with attitude but no new content (I know it's from 2016 and the nice version came second).
I prefer his "brass tacks" writing style, but it's also interesting to compare the versions (Grillo-Marxuach is a screenwriter, after all).
> "brass tacks" writing style
You're misusing that idiom - clearly the shorter "nice" version is the one that gets down to brass tacks (focuses on the essentials). It makes the same points in half the length.
It's interesting to see how in some industries there is a LOT of trust in a single person having and executing a clear vision. Creating a completely new idea with complete autonomy, authority and responsibility. Maybe the thing that comes closest is a startup founder, but in established companies there is nothing that comes close even though it's a huge drive for innovation in other industries.
Imagine if software development had the same kind of human direction/vision. Real vision entrusted to a single person with authority to execute it. Not vision that has to be brought to life through influence from playing the company politics and building it to fit some specific KPIs. Some founders might have it, also some videogame producers/directors. For the rest, most software seems to be designed by committee.
I love this document. I've been sending it to people who've just taken on their first people management job for a few years now - there's a surprising amount about managing a team of 100+ creative people creating a TV show that can also apply to management challenges in the world of software.
I particularly like the way it talks about spreading your vision. As a showrunner it's not possible to be there for every single decision that needs to be made (on costumes, set design, etc etc etc) - so instead you need to get some trusted lieutenants fully briefed on your vision so they can make good decisions like that without you.
> Kind of like Steve Jobs not telling his staff more about the iPod than "It's white and needs a dial"
Isn't Apple infamous for siloing information amongst its departments such that almost nobody grasps the full extent of what is being built?
It's interesting to read this in the context of founder-mode
wrt "founder mode" see especially the 8th (negative) and 2nd (positive).