Russell Brand and the GQ Awards

Russell Brand offers an amazingly cogent assessment of how elites protect and reinforce themselves by way of his appearance at the GQ Awards (who knew there even was sucha thing?):

Before long, John Bishop is on stage giving me a lovely introduction, so I get up as Noel hurls down a few gauntlets, daring me to “do my worst”.

I thanked John, said the “oracle award” sounds like a made-up prize you’d give a fat kid on sports day – I should know, I used to get them – then that it’s barmy that Hugo Boss can trade under the same name they flogged uniforms to the Nazis under and the ludicrous necessity for an event such as this one to banish such a lurid piece of information from our collective consciousness.

I could see the room dividing as I spoke. I could hear the laughter of some and louder still silence of others. I realised that for some people this was regarded as an event with import. The magazine, the sponsors and some of those in attendance saw it as a kind of ceremony that warranted respect. In effect, it is a corporate ritual, an alliance between a media organisation, GQ, and a commercial entity, Hugo Boss. What dawned on me as the night went on is that even in apparently frivolous conditions the establishment asserts control, and won’t tolerate having that assertion challenged, even flippantly, by that most beautifully adept tool: comedy.

The jokes about Hugo Boss were not intended to herald a campaign to destroy them. They’re not Monsanto or Halliburton, the contemporary corporate allies of modern-day fascism; they are, I thought, an irrelevant menswear supplier with a double-dodgy history. The evening, though, provided an interesting opportunity to see how power structures preserve their agenda, even in a chintzy microcosm.

And later:

It makes me wonder, though, how the relationships and power dynamics I witnessed on this relatively inconsequential context are replicated on a more significant scale.

For example, if you can’t criticise Hugo Boss at the GQ awards because they own the event, do you think it is significant that energy companies donate to the Tory party? Will that affect government policy? Will the relationships that “politician of the year” Boris Johnson has with City bankers – he took many more meetings with them than public servants in his first term as mayor – influence the way he runs our capital?

I highly recommend reading the whole thing. Some of it is hyperbolic – I wouldn’t describe Monsanto or Halliburton, horrible as they are, as fascist – but overall it’s a very thoughtful and fairly sophisticated analysis of modern power structures.

The key observation is that, in most things in life, the dynamic range between average quality and the best quality is, at most, two-to-one. For example, if you were in New York and compared the best taxi to an average taxi, you might get there 20 percent faster. In terms of computers, the best PC is perhaps 30 percent better than the average PC. There is not that much difference in magnitude. Rarely you find a difference of two-to-one. Pick anything.

But, in the field that I was interested in – originally, hardware design – I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you’re well advised to go after the cream of the cream. That’s what we’ve done. You can then build a team that pursues the A+ players. A small team of A+ players can run circles around a giant team of B and C players. That’s what I’ve tried to do.

Steve Jobs on the value of great engineers. This is an old quote, but an essential one.

I’m still surprised on a regular basis how poorly understood this is. The advantages of building a team of great developers are so numerous and pervasive that it’s difficult to overstate: one great engineer can do a better job than two or three mediocre engineers; one great engineer can do things that are simply impossible for other engineers to do; great engineers reduce the amount of bugs that end up in the code, reducing costs for both QA and project managers; great engineers blow deadlines less frequently than average engineers; and most importantly, great engineers want to work with other great engineers, so both hiring and retaining great people is much easier.

And, amazingly and against all notions of fairness or justice, great engineers are paid only fractionally more than average engineers. There are exceptions of course, but at most companies, the salary gap between a typical mid-level engineer and a great engineer isn’t even close to the exponentional difference in ability.

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