this is really my point to @Mario ... that the nurturing of flux over downstream is the problem of entitlement in gen flux.

When I interview, I look for the things people have invented and completed. Those things are getting rarer and rarer. Invention is common. Completion is rare.

Area completely. Flux is a mindset that absolutely should not prevent completion. That said, flux is a mindset that stops you thinking that anything is ever (perfectly) done. It's an ability to emotionally disconnect yourself from your work and always be prepared to accept that you, or someone else, could do it again better.

Anyone who cannot see through at least marginal change is in my mind not part of the definition of 'flux'. Thoughts?

it's a catch 22. accepting a better implementation sets you up for compromise.

I have a hard time believing that Madam Curie accepted Flux.

'I would spend the rest of my days perfecting the carousel... if I could' -- me

That is an interesting point Chad, that accepting that a product is never truly done drives compromise. But I think there's a difference between understanding that something is never truly perfect, versus accepting compromise. It's the 'done is better than perfect' mentality that is absolutely key to flux.

Done is better, or done isn't - perfect

I put my response to this on main thread afterall. But essentially I believe incompletion is absolutely not a necessary byproduct of flux. Just because people are increasingly job-hopping, for example, does not mean they are not completing the projects they are charged with in each of their roles. As I've mentioned, I agree that top-level leadership should be at least slightly longer term, and certainly more concentrated within an organization than the flexible nature of project-based employees.