Since the link above is for the "nice version", here's the link to the more colorful, not-so-nice version: <a href="https://okbjgm.weebly.com/uploads/3/1/5/0/31506003/11_laws_of_showrunning.pdf" rel="nofollow">https://okbjgm.weebly.com/uploads/3/1/5/0/31506003/11_laws_o...</a>
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.<p>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"<p>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 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.<p>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.