It’s Bad It’s So Bad It’s Good

(This column is posted at www.StevenSavage.com, Steve’s Tumblr, and Pillowfort.  Find out more at my newsletter, and all my social media at my linktr.ee)

All right, it’s time to talk AI again. This also means I have to use my usual disclaimer of “what we call AI has been around for awhile, it’s been very useful and is useful, but we’re currently in an age of hype that’s creating a lot of crap.” Anyway, there, packed that disclaimer into one sentence, go me.

I’ve seen “AI-ish stuff” for 30 years, and the hype for it is way different this time.

Watching the latest hype for “AI” (that pile of math and language that people are cramming into everything needed or not) I started listening to the hype that also seemed to be a threat. We have to build this. We have to build this before bad guys build it. We have to build a good AI before a bad AI. This may all be dangerous anyway!

Part of current AI marketing seems to be deliberately threatening. In a lot of cases it’s the threat of AI itself, which you know, may not be a selling point. I mean I don’t want a tool that might blow up in my face. Also Colossus: The Forbin Project freaked me out as a kid and that was about competing AI’s teaming up so you’re not selling me with the threat that we have to make AI to stop AI.

But this marketing-as-threat gnawed at me. It sounded familiar, in that “man, that awful smell is familiar” type way. It also wasn’t the same as what I was used to in tech hype, and again, I’ve worked in tech for most of my life. Something was different.

Then it struck me. A lot of the “hype of the dangerous-yet-we-must-use-it” aspects of AI sounded like the lowest form of marketing aimed at men.

You know the stuff. THIS energy drink is SO dangerous YET you’re a wimp if you don’t try it. Take this course to make you a super-competitive business god – if you’re not chicken, oh and your competitors are taking it anyway. Plus about every Influencer on the planet with irrelevant tats promising to make you “more of a man” with their online course. The kind of stuff that I find insulting as hell.

Male or female I’m sure you’re used to seeing these kind of “insecure dude” marketing techniques. If you’re a guy, you’re probably as insulted as I am. Also you’d like them to stop coming into your ads thanks to algorithms.

(Really, look online ads, my prostate is fine and I’m not interested your weird job commercials).

Seeing the worst of AI hype as being no different than faux-macho advertisements aimed to sell useless stuff to insecure guys really makes it sit differently. That whiff of pandering and manipulation, of playing to insecurity mixed with power fantasies, is all there. The difference between the latest AI product and untested herbal potency drugs is nill.

And that tells me our current round of AI hype is way more about hype than actual product, and is way more pandering than a lot of past hype. And after 30+ years in IT, I’ve been insulted by a lot of marketing, and this is pretty bad.

With that realization I think I can detect and diagnose hype easier. Out of that I can navigate the current waters better – because if your product marketing seems to be a mix of scaring and insulting me, no thanks.

Steven Savage

Save Me From Peak Performance

(This column is posted at www.StevenSavage.com, Steve’s Tumblr, and Pillowfort.  Find out more at my newsletter, and all my social media at my linktr.ee)

I am not interested in Peak Performance.

Yes, YouTube Bros, Seminar Spewers, Vitamin Vendors, and people promising me 5G proof underwear I do NOT want to operate at my peak. I’m good thanks. I’m happy to not be at Peak performance.

See, the problem with Peak Performance is that it’s about shaving down your life to optimize one area. Know what? My life is good. It’s very diverse. I do art, I write, I play video games, I manage projects for medical research, and a lot more. I’m not willing to give up that stuff just to have shredded abs or be the world’s greatest project manager (I’ll stay in the top ten, thanks). Peak Performance is all about dedicating yourself to one thing to the point you’re just not you.

For that matter, is it even worth the effort? Do I want to take your six week seminar for the price of a new car? Do I want to spend twenty weeks training for, I dunno, my own fragile ego? Look I got things to do, donuts to eat, and stupid anime to watch thanks. I have a life.

Does my Peak Performance, being Top Alpha of Bullshit Mountain even matter to people? Will it make me a better friend, boyfriend, co-worker, cat-petter, or for that matter person? Like is it going to help anyone? Or am I just going to become even more annoying?

But also do I even want Peak Performance? I mean by whose standards, some tatted-up grifter on his third business selling me supplements? Some shrieking news personality with a side gig? Maybe my idea of Peak Performance isn’t what these people are trying to sell me – and for that matter most of them seem to be selling me ways to compensate for insecurities I don’t have.

Really, let’s be honest, Peak Performance is a kind of madness, telling you there’s this thing you have to do to be complete, that’s all you focus on. It’s marketed personal insanity, and to judge by the wildly stupid stuff I see, its also attempts to manipulate vulnerable people. Let’s face it, we’re all vulnerable at some point.

Of course it’s peak Late Stage Capitalism, promising you an optimized but dehumanized life that someone will sell to you. It’s selling you all the stuff making you miserable back to you.

So nope, I’m fine being me, thanks.

Steven Savage

Let’s Talk Cutting Stuff

(This column is posted at www.StevenSavage.com, Steve’s Tumblr, and Pillowfort.  Find out more at my newsletter, and all my social media at my linktr.ee)

OK, so this is sort of a political post. Yes it’s about the US Government, DOGE, and cutting stuff for “efficiency.” It’s also a post on general efficiency and issues, but because this kind of subject is a mine field let me address it with my usual delicacy and decorum.

DOGE is a dumb, corrupt mix of stunt and coup that also feels like the worst of Silicon Valley Management fads combined with people that don’t know how things work. This may sound embellished, but I also speak as a guy with 30 years of IT experience, way too many certifications, and a skill at cataloging every dumb thing I’ve seen in my career. I come at this from hard, painful experience.

Now with that said, the next statements my seem surprisingly, well, unbiased. Because really good sense and good process sense isn’t hard. We just make it hard.

I’d like to zero in on an idea I’ve seen for way too long, that anything – government, business, charity, your bowling league – has too much bureaucracy. That all you have to do is cut bureaucracy and everything gets more efficient in a kind of Darwninian market magic. This of course is usually wrong, but often in ways that aren’t as obvious and that take time to find out.

Simply put, no, not all bureaucracy, process, etc. is inefficient in that it doesn’t get the job done with appropriate expenses. Shockingly, an amazing amount of things actually work. They may not be perfect, perhaps they can be better, but the amount of “good enough” you’ll see in the world is often higher than you’d think. Things can be better, but let’s put a pin in that for later.

The problem is effective work is not easy to notice unless you’re really good at awareness and have an organization that has good internal awareness. In fact as I’ve stated before some jobs become invisible when done well – like my own, Project and Program Management. Am I saying that sometimes organizations need more reports – and the attendant bureaucracy – to know they’re doing OK?

Honestly, yeah. This is a great example – if you don’t have the right reports (bureaucracy) you might make changes to fix things that are OK.

Anyway, we’ve got the idea that somehow everything is inefficient (for political, social, and economic reasons I may analyze another time). So we believe people who say “well, we’ve got to cut that,” and those people usually have an agenda. I’m not just talking political, a lot of consulting groups make bank telling people how to cut bureaucracy in a kind of oroborous of management hypocrisy.

So people don’t see good work and because of our culture, we go a-cutting and thinking we can make things efficient by getting rid of stuff.

Which, as you may guess, doesn’t really work. We’ve probably all been at a place that was going to cut itself into efficiency, and we probably don’t work there anymore. If we’re so fortunate not to have experienced it, there’s a good chance someone we know has, and will tell us about it at profanity-filled length.

So you don’t just charge into a place and start magically cutting your way to efficiency. You have to analyze goals, workflows, and so on. You have to actually do things and know research. If you don’t do these things you will -intentionally or not – create disaster. If you’ve ever been through cuts and been the Lone Employee Left Over In An Area, you know what I mean.

Now let’s pull the pin out on improving government, business, etc. Let’s talk the thing that doesn’t often get talked about – sometimes you have to do more, hire more, and spend more money to be efficient.

This of course is blasphemy in pop business world because the idea of efficiency is spending less, right? Well much as you sometimes have to spend money to make money, you also need to spend money to have the people, resources, and processes to be efficient. It can cost more to eventually cost left.

It sounds like a paradox, but it’s not. If say a government office isn’t doing great handling things, then it’s wasting money. But you don’t cut if, you may have to spend more to make it work effectively. If you can’t do the job, maybe you have to make sure the department does its job with more money. Sometimes saving isn’t the goal of something.

Yet, surprisingly, shocking to others, things operate better at scale. If spending $1 on a department or business unit saves $2, but spending $5 saves $15, what’s the best choice? I once advised someone on process improvement and found they were in a situation where hiring five more people would save work across hundreds of other employees.

Or it all goes back to goals, research, and understanding. Not cutting. Cutting costs, etc. does not magically make things better, especially when you rush it.

If you want to understand that, we can often look at the business world once you get beyond survivorship bias. But maybe now where I’m seeing angry town halls and protesting park employees (words I didn’t expect to type) you can see random cutting doesn’t work.

Which in some ways is a great irony of the DOGE era. Actions that are arguably governmental are going to be studied by business schools as well. Just not in the way some would have expected.

Hey I got this done without mentioning The Unaccountability Machine. Whoops . . .

Steven Savage