Readit NewsCompanies can hire remote domestically, the talent exists in the US. There is no need to spin up hubs for thousands of people to drive to offices to Zoom from. If you want access to the market, you can hire in the market.
To your point of cranking it up, I argue that there simply is not a clearing cost that makes US labor viable for many of these positions in the modern world without effectively rendering that service non-viable or dropping US worker purchasing power by a similar multiplier to the salary gap.
In that respect, last I heard, voters and representatives were _viscerally_ opposed to anything that sounded like "Degrowth" which would be the practical outcome of such a policy. (Not making a personal statement here beyond addressing your theory)
In short, my thesis is that if we really want to fix the offshoring issue, there are fundamentally more significant issues that need to be addressed, and absent fixing those, we're only harming ourselves.
Edit: your parent post substantially changed in between my response and now, so I'll address it as currently stands as well:
I'm not sure where "spirit of the law" comes in vs. being a convenient phrase for whatever is being advocated for. I've seen it used innumerably on this very site to defend pushback against worker protections for the last decade in defense of duty to shareholders, certainly.
There is no law that dictates fiscal decisions without regard for practical outcome; that's just bad policy. We appear to not even expect our executive to follow laws at this moment, so the rest of your statement seems to be even more of a non-sequitur. The business-as-a-conceptual-entity will not "suffer" as it's not a human being as much as we'd like the schadenfreude. While it may take a hit in revenue, it has the ability to act globally, it has the ability to shift costs, individuals do not have nearly as much ability to arbitrage, and often have their hands forced. (Look at how UPS is dramatically raising their fees, and will likely profit substantially despite reduced volume. Who is hurting there, the business or the people?)
I'm also not sure what your statement about zoom is in respect to; these business centers are often self-contained entire LOB or call center vs. working across borders. Just on a basis of population, companies like india can provide services that are not realistic for the US , and we are now taxing ourselves for needing to take advantage of that in a globally competitive environment.
(It feels weird to be arguing this since I'm largely pro-supporting-local-labor-markets, and extremely pro-labor broadly, but frankly this is just counterproductive legislation and not the way to go about it. We need to lean on our comparative advantages, not cut off our hand to spite our face.
To make this even more explicit with an example: I would not have this argument were the legislation targeted at specific tactical sectors where the US currently has a meaningful moat or margin, and were an all-out ban against offshoring within those sectors alongside concrete measures to support onshoring, vs. a tactlessly-broad half-measure.)
[1] https://corporate.walmart.com/suppliers/investing-in-america...
Like with the H1-B cap discussions there were murmurs about some time back (Not actually reducing the cap, but instead priority-weighting it by salary instead of difficulty to fill the position, something that'd actually _hurt_ US workers in the positions they can actually compete and be paid well for) this change feels a lot more like a performative money grab than something that will actually change the economics.
Indian headcount is not 25% cheaper for the roles I've seen it used for. It is integer-N cheaper, where N can sometimes be >3-5. Additionally, there simply is not the functional, social, or business infrastructure to spin up a new 10k person business center overnight in the US, meaning that for many use cases even if individual labor is findable, it's not realistic in the same respect.
If anything my fear (and what I've observed thus far) is that businesses will see overseas staffing as critical enough that the cuts will come out of the highest cost center: US employment.
Case studies in certain engineering/programming tasks, something I read that I found useful and want to have handy to share with others in the future, project ideas or notes for long-running efforts I pursue and sometimes want a "bucket to pull from" for instance.
While it's certainly true that I probably _use_ 10-20% of what I bookmark, I don't think it would be possible to realize the same positive outcomes without the 80% that I don't. (Just last week I was able to braindump a large piles of 'examples/essays I found helpful learning about neural network optimization' to one of my engineers because I'd kept them handy after they helped me.)
I should say though, I sense this is a slightly different use case than the "I want to read this article just to read it" bookmarks where I know I never will, which is certainly something I've experienced but is a minority case in my life nowadays, so I wanted to vouch for productive scenarios too.
I don't know how to tell if we have product market fit or not. My co-founder believes we have product market fit. My co-founder talked to 10 people when he was researching. 5 people showed strong interest and we started developing. We aren't tracking any metrics. KPIs haven't been defined yet. We have had many instances where a single opinion changed the design/requirements.
Some good advice I heard is to find and focus on a KPI that aligns with the sort of use that'd indicate healthy consumption of your product+costs, with a guiding principle of "if people are paying us and using it with a trendline moving the right direction, we're succeeding."
Have you thought about what you'd need to do to get more users/get more eyes? (Presuming you've proven enough traction+lack of churn from existing users that it wouldn't be premature) Similarly, are you talking to users who find value in your product and identifying ways you could provide more value?
I personally see tons of potential avenues for growth given what you've said; but obviously saying this ignorant of much of the reality on the ground so take it with a major grain of salt.
I recently created something that people in my industry actually want to buy, but I only ordered enough parts for 5 units. I had priced them so that when I sold them, I'd be able to put larger orders in to begin getting quantity discounts. Only problem is, what was going to be a $2k order will now cost roughly $5k, and guess what? I didn't charge $1k apiece. Now I'm out of stock and stuck in limbo waiting to earn cash from my regular job and see how these tarrifs shake out.
“The reason everyone’s frustrated is that they’ve outgrown Diablo and they don’t realize it.”
Up through the last few years, I was playing Path of Exile rather regularly. The grind in that game puts what we used to do in D2 to shame, to me at least.
(Comparing the amount of time I used to spend baal/cow/key/pindle running to gear a character sufficiently for e.g. ubers vs. what I'd consider equiv endgame bosses in POE from tree-boosted maven/Sirus/ubers/etc, outside of explicitly low-gear bossers like trapping)
I also regularly wish I could go _Back_ to playing it, specifically 1.13-1.15 (harvest) as it was, in my opinion, the peak of ARPG gameplay, as it turned progression from pure RNG where a wrong roll would brick an item or where you had to rely on the market to find your gear into something slightly less punishing where we could experiment with a far wider variety of builds. But the powers that be in POE saw it differently, that it watered down the endgame and made progression too easy, and proceeded to remove the vast bulk of the mechanic, while doubling down on other mechanics that were, frankly, not respectful of anyone's time. (e.g. scourge.)
This to say, I think game incentives have changed over the last few decades. Something subtle, motivated by microtransactions, subscriptions and streamers, has changed the nature of grind from primarily something that needs to be kept fun to make the game meaty enough to play, to something that must sufficiently extend gameplay to keep the microtransaction faucet going and keep certain goals effectively out of reach.
I can do this over zoom calls & docs & links - my team is half remote, and they continue to be productive. But it's a lot less efficient. When everybody's at the office, ICs talk amongst themselves, if they're missing context on product goals or an important change to the codebase they'll hear it from their coworkers, if management is making a bone-headed decision they'll talk amongst themselves and eventually it'll generate enough buzz that it'll get reversed. The model of "manager figures out what to do and then tells remote employees" lacks this resilience, and these feedback points. Employees are usually pretty well incentivized to not tell their manager directly when the manager is screwing up (although I actually have a couple directs that are good at this, and I listen closely to it), and when touch-points all go through the manager and people see their job as to execute on what the manager decides, that information that "hey, this plan doesn't make any sense" doesn't really have a good way to bubble up.
BUT. And I say this with all respect, since I broadly find a lot of value in your comments: I strongly disagree to your assertion that remote "is less efficient."
My theory to what is happening is that there are existing methodologies people are used to working in, including 'hacks' to build consensus that were developed in an in-person environment. (Namely, pulling a bunch of people into a room and arguing it out.) My perspective is that remote work makes a bunch of things that are just as critical in-person (shared documentation, good communication channels, trust and rapport, etc etc) non-optional, and your previous hacks far less effective. But I don't see this as a bad thing. If anything, it's like a strongly typed language: It forces you into a more effective pathway. (For instance, imagine how remote folks or even folks-just-not-around-at-the-moment felt in not being able to participate evenly in the "in-person-bash-it-out" sessions or hallway chats without a strong culture of proliferating knowledge and documentation?)
While you may reasonably say "Ok, that's fine, people built up methodologies, why flip it on its head and disrupt a status quo that works" to which I'd emphasize the "we were relying on suboptimal ways to build consensus, and it was a local maxima." I would also propose that I believe a good manager _HAS_ to change their methodologies in some ways more disruptively than just the local/remote shift when dealing with certain styles of employee, (their own) manager, and org+busines structure/process/incentives, and as such, this should just be part and parcel with the constant process of adapting to refine your own methods and style.
(As an aside, I was tempted to make this comment on your upstream comment[0] talking about "maybe I'm not actually succeeding, it feels like winning at a fucked up system" since I definitely feel you there. I got into management in large part out of a "I'm frustrated by how management is often done and how it ends up percolating down to ICs, and I want to put my money where my mouth is that there's a better approach", and while I definitely feel like I've succeeded in some respects, and continue to get "rewarded" as you say, I'm intimately aware that I'm likely still screwing things up/finding the optimal way to balance pathological incentives, and still have a ton to learn. In short, I'd not be surprised if both of us are "doing fine but still have blind spots," so please take my above just as one person's opinions/"attempt to draw the elephant" :) )