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Global Advisors’ Thoughts: Is insecurity behind that dysfunction?

Global Advisors’ Thoughts: Is insecurity behind that dysfunction?

By Marc Wilson
Marc is a partner at Global Advisors and based in Johannesburg, South Africa

Download this article at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction

We tend to characterise insecurity as what we see in overtly fragile, shy and awkward people. We think that their insecurity presents as lack of confidence. And often we associate it with under-achievement.

Sometimes we might be aware that insecurities can lie behind the -ias, -isms and the phobias. Body dysmorphia? Insecurity about attractiveness. Racism? Often the need to find security by claiming superiority, belonging to group with power, a group you understand and whose acceptance you want. Homophobia? Often insecurity about one’s own sexuality or masculinity / feminity.

So it is often counter-intuitive when we discover that often behind incredible success lies – insecurity! In fact, an article I once read described the successful elite of strategy consulting firms as typically “insecure over-achievers.”

Insecurity must be one of the most misunderstood drivers of dysfunction. Instead we see its related symptoms and react to those. “That woman is so overbearing. That guy is so aggressive! That girl is so self-absorbed. That guy is so competitive.” Even, “That guy is so arrogant.”

How is it that someone we might perceive as competitive, arrogant or overconfident might be insecure? Sometimes people overcompensate to hide a weakness or insecurity. Sometimes in an effort to avoid feeling defensive of a perceived shortcoming, they might go on the offensive – telling people they are the opposite or even faking security.

Do we even know what insecurity is? The very need to…

Read the rest of “Power, Control and Space” at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction

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Strategy Tools

Your due diligence is most likely wrong

Your due diligence is most likely wrong

As many as 70 – 90% of deals fail to create value for acquirers. The majority of these deals were the subject of commercial or strategic due diligences (DDs). Many DDs are rubber stamps – designed to motivate an investment to shareholders. Yet the requirements for a value-adding DD go beyond this.

Strategic due diligence must test investees against uncertainty via a variety of methods that include scenarios, probabilised forecasts and stress tests to ensure that investees are value accretive.

Firms that invest during downturns outperform those who don’t. DDs undertaken during downturns have a particularly difficult task – how to assess the future prospects of an investee when the future is so uncertain.

There is clearly an integrated approach to successful due diligence – despite the challenges posed by uncertainty.

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Fast Facts

The use of full absorption or average costing in asset-intensive industries with under-utilisation can lead to self-defeating pricing strategies

The use of full absorption or average costing in asset-intensive industries with under-utilisation can lead to self-defeating pricing strategies

Non-conformance costs can distort pricing decisions The use of full absorption or average costing in asset-intensive industries with under-utilisation can lead to self-defeating pricing strategies

  • The use of full absorption or average costing in a manufacturing environment with under-utilisation can lead to self-defeating pricing strategies
  • The increase in price to cover costs results in volume decreases – lowering factory utilisation and increasing unit production costs. This is the start of the utilisation-pricing “death spiral”
  • Costing according to factory utilisation – partial absorption costing – offers the opportunity to be more strategic about costing and utilisation
  • “Unabsorbed” costs can be targeted through OEE and volume improvements. At the same time, the “disadvantage” of having a large factory is normalised and pricing can compete with more fully-utilised factories
  • A recent manufacturing client saw 60% of unit costs arise from factory under-utilisation – sub-optimal OEE levels (non-conformance), low volumes and work-centre bottlenecks contributed to the utilisation gap
  • These principles can apply to any asset-intensive business – for example banking
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Selected News

Quote: Andrej Karpathy – Previously Director of AI at Tesla, founding team at OpenAI

Quote: Andrej Karpathy – Previously Director of AI at Tesla, founding team at OpenAI

“Programming is becoming unrecognizable. You’re not typing computer code into an editor like the way things were since computers were invented, that era is over. You’re spinning up AI agents, giving them tasks in English and managing and reviewing their work in parallel.” – Andrej Karpathy – Previously Director of AI at Tesla, founding team at OpenAI

This statement captures a pivotal moment in the evolution of software development, where traditional coding practices are giving way to a new era dominated by AI agents. Spoken by Andrej Karpathy, a visionary in artificial intelligence, it reflects the rapid transformation driven by large language models (LLMs) and autonomous systems. Karpathy’s insight underscores how programming is shifting from manual code entry to orchestrating intelligent agents via natural language, marking the end of an era that began with the earliest computers.

About Andrej Karpathy

Andrej Karpathy is a leading figure in AI, renowned for his contributions to deep learning and computer vision. A founding member of OpenAI in 2015, he played a key role in pioneering advancements in generative models and neural networks. Later, as Director of AI at Tesla, he led the Autopilot vision team, developing autonomous driving technologies that pushed the boundaries of real-world AI deployment. Today, he is building Eureka Labs, an AI-native educational platform. His talks and writings, such as ‘Software Is Changing (Again),’ articulate the shift to ‘Software 3.0,’ where LLMs enable programming in natural language like English.123

Karpathy’s line struck a nerve because it didn’t describe a distant future. It sounded like a description of what many engineers were already starting to experience in early 2026. The shift he’s talking about is less about writing code and more about orchestrating work—breaking problems into pieces, describing them in plain language, and then supervising agents that actually execute them.

The February Leap: Codex 5.2 and Claude Code

What made this moment feel like a real inflection was the quality jump in early 2026. When tools like ChatGPT Codex 5.2 and Claude Code landed in February, they weren’t just “better autocomplete.” They could stay on task for long, multi?step workflows, recover from errors, and push through the kind of friction that used to send developers back to the keyboard.

Karpathy has described this himself: coding agents that “basically didn’t work before December and basically work since,” with noticeably higher quality, long?term coherence, and tenacity. The February releases crystallised that shift. What used to be a weekend project became something you could kick off, let the agent run for 20–30 minutes, and then review—all while thinking about the next layer of the system rather than the syntax of the current one.

A New Kind of Programming Workflow

The pattern Karpathy is describing is less “pair programming with an autocomplete” and more “manager?style delegation.” You frame a task in English, give the agent context, tools, and constraints, and then let it run multiple steps in parallel—installing dependencies, writing tests, debugging, and even documenting the outcome. You then review outputs, steer the next round, and gradually refine the agent’s instructions.

This isn’t a replacement for engineering judgment. It’s a layer on top: your job becomes decomposing work, defining what success looks like, and deciding which parts to hand off and which to keep close. The “productivity flywheel” turns faster when you can treat the agent as a high?leverage assistant that can keep going while you move up the stack.

Software 3.0, In Practice

Karpathy has long framed this as Software 3.0—the evolution of programming from:

  • Software 1.0: explicit code written in languages like C++ or Python, where the programmer spells out every step.

  • Software 2.0: neural networks trained on data, where the “program” is a dataset and training objective rather than a long list of rules.

  • Software 3.0: natural?language?driven agents that compose systems, debug problems, and manage long?running workflows, while still relying on 1.0 and 2.0 components underneath.

The February releases of Codex 5.2 and Claude Code made Software 3.0 feel tangible. It’s no longer a thought experiment; it’s something practitioners can use today for tasks that are well?specified and easy to verify—infrastructure setup, data pipelines, internal tooling, and boilerplate?heavy workflows.

What This Means for Practitioners

The implication isn’t that “everyone will be a programmer.” It’s that the nature of programming is changing. The most valuable skills are no longer just fluency in a language, but:

  • Decomposing complex work into agent?friendly tasks,

  • Designing interfaces and documentation that models can use effectively,

  • Building feedback loops and guardrails so agents can operate safely, and

  • Knowing when to lean in (complex, under?specified logic) and when to lean out (repetitive, well?structured work).

Karpathy’s point is that the default workflow is no longer “you write code line by line.” The era where the editor is the center of the universe is ending. Programming is becoming less about keystrokes and more about direction, oversight, and iteration—with AI agents as the new layer of execution in between.

Leading Theorists and Influences

Karpathy’s views draw from pioneers in AI and agents. Ilya Sutskever, his OpenAI co-founder, advanced sequence models like GPT, enabling natural language programming. At Tesla, Ashok Elluswamy and the Autopilot team influenced his emphasis on human-AI loops and ‘autonomy sliders.’ Broader influences include Andrew Ng, under whom Karpathy studied at Stanford, popularising deep learning education, and Yann LeCun, whose convolutional networks underpin vision AI. Recent agentic work echoes Yohei Nakajima’s BabyAGI (2023), an early autonomous agent framework, and Microsoft’s AutoGen for multi-agent systems. Karpathy positions agents as a new ‘consumer of digital information,’ urging infrastructure redesign for LLM autonomy.123

Implications for the Future

This shift promises unprecedented productivity but demands new skills: fluency across paradigms, agent management, and ‘applied psychology of neural nets.’ As Karpathy notes, ‘everyone is now a programmer’ via English, yet professionals must build for agents – rewriting codebases and creating agent-friendly interfaces. With LLM capabilities surging by late 2025, 2026 heralds a ‘high energy’ phase of industry adaptation.14

 

References

1. https://www.businessinsider.com/agentic-engineering-andrej-karpathy-vibe-coding-2026-2

2. https://www.youtube.com/watch?v=LCEmiRjPEtQ

3. https://singjupost.com/andrej-karpathy-software-is-changing-again/

4. https://paweldubiel.com/42l1%E2%81%9D–Andrej-Karpathy-quote-26-Jan-2026-

5. https://www.christopherspenn.com/2024/07/mind-readings-generative-ai-as-a-programming-language/

6. https://www.ycombinator.com/library/MW-andrej-karpathy-software-is-changing-again

7. https://karpathy.ai/tweets.html

 

"Programming is becoming unrecognizable. You’re not typing computer code into an editor like the way things were since computers were invented, that era is over. You're spinning up AI agents, giving them tasks in English and managing and reviewing their work in parallel." - Quote: Andrej Karpathy - Previously Director of AI at Tesla, founding team at OpenAI

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