Luca Dellanna's Blog

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Here are the top three mistakes I see some organizations making while attempting to get AI adopted by their workers (later, we will also see more effective ways of doing so). 1.

As usual, here is my yearly recap of every piece of public content I have published over the last 12 months (books, videos, posts, Twitter threads, and more).

Most stupid policy ideas begin with the assumption that demand, supply, and prices are immutable.

Most machines, including cars and the human body, require periodic maintenance and rest.

At first sight, it looks like the game of chess is all about skill.

Here are three frameworks for delegating a task, from worst to best: **Worse:** "Here is what I want you to do…" This approach is prone to miscommunication.

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Not all the time I dedicate to work, I spend working.

A manager's role is often defined solely from a business perspective.

Asked about whether he thinks democracy works, Dominic Cummings recently said: “It’s like asking questions about 250 BC in 100 BC about the Roman Republic.

Here are the three steps: 1.

Coaching often gets a bad reputation, and that's mostly because plenty of coaches lack an understanding of their clients' jobs and industries.

Yesterday, I was asked about what it means to be an adult.

Imagine two fund managers, Alice and Bob.

We often pull growth forward, taking the time we should dedicate to building skills and instead use it to meet prospects or do more work.

The hidden assumption of most business books is that if you learn from the Winners and do what they did, you will win, too.

The activists vandalizing paintings and monuments are short-term players.

Some people believe that the world has gotten worse.

At Columbia University, most condemnation of Hamas' 7th of October attack came from STEM students, whereas most support for Hamas came from the Humanities ([source](https://twitter.com/RamFishman/status/1722258229668057429)).

I’ve recently come across [a post](https://twitter.com/BrentToderian/status/1743497900309786918) claiming that cars are inefficient by showing that a typical EU car is parked 92% of the time, its 5 seats only move 1.5 people, and 86% of its fuel never rea…

Two years ago, my wife and I adopted a dog, Didi (picture at the end of the story).

Life is full of races to the bottom: some careers, businesses, communities, and activities that eventually become a competition for who’s willing to sacrifice more.

Why do some people become masters at their craft while others seem never to improve?

The [Lindy Effect](https://luca-dellanna.com/posts/lindy) says that the longer an idea or technology has been around, the longer it is expected to stick around in the future.

This heuristic is called “[Wittgenstein’s Ruler](https://luca-dellanna.com/posts/wittgensteins-ruler).”

A recent comment by Nassim Taleb made me reflect on extreme performers and what we can learn from them: First of all, let me clarify that I agree both with Taleb (most of Musk’s wealth is due to luck) and with Musk’s fans (Musk is very skilled).

We often hear that humans are biased towards short-term thinking and negative experiences.

I often get asked, “Luca, how do I know what is too much micromanagement?”

Many people are stuck in their careers at the office because they don’t know the unspoken rules of promotions.

Traditionally, companies use warehouses to stock the components required to manufacture their products.

### Examples of Wittgenstein’s Ruler The awarding of the Nobel Prize in Economics to someone can imply two things: either that the recipient is very intelligent, or that the judges are very unintelligent.

When this coronavirus pandemic will finally be receding, after having taken its toll upon the human race, what will we have learned?

An operations manager had a problem.

The top-down is the imposition of a pattern from one to the many regardless of whether it works – for example, country-wide policies.

In this short essay, I will try to explain why social interactions with neurotypicals are hard to understand for people with ASD (Autism Spectrum Disorder).

Imagine reading a book having to use a magnifying glass.

_Disclaimer: I am not a medical professional, and this is not medical advice.

Something I have noticed: - Unfulfillment arises from using metrics chosen by others as proxies for personal success (e.g. a new car as a proxy for happiness). - Sustainability problems arise from using short-term success as a proxy for long-term one (e.g.

In most companies, employees are reprimanded when they complete a task poorly (or when they do not do it at all), and are praised when they complete it excellently.