I have been firming up and making changes in my roster for 2001. This needs to be done from now and then, to make sure what you are booking is working, and to keep a balance in your roster that works.
We should forget about small efficiencies, say about 97% of the time: premature optimization is the root of all evil. Yet we should not pass up our opportunities in that critical 3%
Basically, I want to make all of humanity more efficient by exploiting the human cycles that get wasted.
Don't go to great trouble to optimize something that never should be done at all. Aim to enhance total systems properties, such as creativity, stability, diversity, resilience, and sustainability - whether they are easily measured or not.
There is nothing shameful about being efficient.
Executives are waking up to realize that they can do a lot better, save money, make better decisions if they optimize and start thinking geographically and have a location strategy.
Customers are now driven by trying to optimize value.
If you optimize for money too early, you will be minimizing for learning, almost without exception.
This game is so elusive. You try to maintain the peaks and level up the valleys.
We call it the zigzag theory. You want to find something that zigs and something that zags and blend them together to get a better combined performance.
If the metrics you are looking at aren't useful in optimizing your strategy - stop looking at them.
Rule 1. You can't tell where a program is going to spend its time. Bottlenecks occur in surprising places, so don't try to second guess and put in a speed hack until you've proven that's where the bottleneck is
