Automate Everything Quotes

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

Like chess masters and firefighters, premodern villagers relied on things being the same tomorrow as they were yesterday. They were extremely well prepared for what they had experienced before, and extremely poorly equipped for everything else. Their very thinking was highly specialized in a manner that the modern world has been telling us is increasingly obsolete. They were perfectly capable of learning from experience, but failed at learning without experience. And that is what a rapidly changing, wicked world demands—conceptual reasoning skills that can connect new ideas and work across contexts. Faced with any problem they had not directly experienced before, the remote villagers were completely lost. That is not an option for us. The more constrained and repetitive a challenge, the more likely it will be automated, while great rewards will accrue to those who can take conceptual knowledge from one problem or domain and apply it in an entirely new one.

In the end, managing your finances well is a lot like developing a strong personal productivity system: You keep track of everything without making it your full-time job; you set goals; you break them down into small bite-size tasks; you save yourself time by automating manual work; and you spend your time and brainpower focusing on the big picture. That’s what I try to do with my time and money.

A true revolution of values will soon look uneasily on the glaring contrast of poverty and wealth. With righteous indignation, it will look at thousands of working people displaced from their jobs with reduced incomes as a result of automation while the profits of the employers remain intact, and say: “This is not just.” It will look across the oceans and see individual capitalists of the West investing huge sums of money in Asia, Africa and South America, only to take the profits out with no concern for the social betterment of the countries, and say: “This is not just.” It will look at our alliance with the landed gentry of Latin America and say: “This is not just.” The Western arrogance of feeling that it has everything to teach others and nothing to learn from them is not just. A true revolution of values will lay hands on the world order and say of war: “This way of settling differences is not just.” This business of burning human beings with napalm, of filling our nation’s homes with orphans and widows, of injecting poisonous drugs of hate into the veins of peoples normally humane, of sending men home from dark and bloody battlefields physically handicapped and psychologically deranged cannot be reconciled with wisdom, justice and love. A nation that continues year after year to spend more money on military defense than on programs of social uplift is approaching spiritual death. America, the richest and most powerful nation in the world, can well lead the way in this revolution of values. There is nothing to prevent us from paying adequate wages to schoolteachers, social workers and other servants of the public to insure that we have the best available personnel in these positions which are charged with the responsibility of guiding our future generations. There is nothing but a lack of social vision to prevent us from paying an adequate wage to every American citizen whether he be a hospital worker, laundry worker, maid or day laborer. There is nothing except shortsightedness to prevent us from guaranteeing an annual minimum—and livable—income for every American family. There is nothing, except a tragic death wish, to prevent us from reordering our priorities, so that the pursuit of peace will take precedence over the pursuit of war. There is nothing to keep us from remolding a recalcitrant status quo with bruised hands until we have fashioned it into a brotherhood.

As a task becomes automated, the parts of the brain involved in conscious reasoning become less active and other parts of the brain take over. You could call it the “OK plateau,” the point at which you decide you’re OK with how good you are at something, turn on autopilot, and stop improving.

Automate, regulate, effectuate all, remove decisions from your head. What are you left with? Deep thinking, questioning, wondering.. Your aching brain will thank you

Plus, from my experience, for most problems, AI development is the easy part. The hard part? Everything else that goes around it. For example, how do you find the right problems to solve?

If automating everything makes people lazier and lazier, and laziness leads to stupidity, which it does for most people, judging by the current content circulating the social networks everywhere, except North Korea, where they don’t have any internet to speak of - at some point the Japanese robots, for which a market niche is currently being developed, with no concerns on how they should be designed to act in society or outside it - will have no choice, but to take everything over, to preserve us from ourselves…

Wealth had made rigor optional in America. But everything had changed. In an automated, global economy, kids needed to be driven; then need to know how to adapt, since they would be doing it all their lives. They needed a culture of rigor.

We are young,beautiful scum,pissed off with the world…We are the suicide of the non-generation.We are as far away from anything in the 80s as possible, e.g. 80s' pop automation, the long running saga of the whimsical pop essay and the intrinsic musical sculptures of post-modernism…We are the only young kids in UK Channel Boredom to realise the future is in tight trousers, dyed hair and NOT the baggy loose attitude scum fuck retard zerodom of Madchester

Whenever you face a problem repeatedly, your brain begins to automate the process of solving it. Your habits are just a series of automatic solutions that solve the problems and stresses you face regularly. As behavioral scientist Jason Hreha writes, “Habits are, simply, reliable solutions to recurring problems in our environment.” As habits are created, the level of activity in the brain decreases. You learn to lock in on the cues that predict success and tune out everything else. When

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

America's poor and working-class people have long been subject to invasive surveillance, midnight raids, and punitive public policy that increase the stigma and hardship of poverty. During the nineteenth century, they were quarantined in county poorhouses. During the twentieth century, they were investigated by caseworkers, treated like criminals on trial. Today, we have forged what I call a digital poorhouse from databases, algorithms, and risk models. It promises to eclipse the reach and repercussions of everything that came before. Like earlier technological innovations in poverty management, digital tracking and automated decision-making hid poverty from the professional middle-class public and give the nation the ethical distance it needs to make inhuman choices: who gets food and who starves, who has housing and who remains homeless, and which families are broken up by the state. The digital poorhouse is part of a long American tradition. We manage the individual poor in order to escape our shared responsibility for eradicating poverty.

Being captain of such a vessel was not a stressful job, despite the sheer size of the thing. Everything was automated, and this meant that this behemoth could be efficiently handled by a far less seasoned captain. Besides, hiring mature skippers with actual experience would cost real money. And hey, the computers ran everything anyway – and that’s how Bran Johannsen enters this story – as a fine young inexperienced graduate of the Merchant Space Academy in Mars City, who only got his Executive Officer’s ticket four short years ago.

Imagine a scenario where we can develop AI to a point where AI largely runs the logistical aspects of everyone’s lives: transportation, clothing, personal care, health—everything is automated. In that world, our brain is now freed from doing what it does for 80% of the day. It’s free to pursue higher-order complexities. The question now is, what will we do? For example, what if studying physics and quantum theory produced the same reward system that watching the Kardashians does today? What if we found out that our brains could extend to four, five, or ten dimensions? What would we create? What would we do?

Listen,” said Aurora, hands up, like a policeman halting traffic. “Everyone stop saying cat.” The men went silent. Aurora took a deep breath. “Do you know why we have the Australia Cards? The universal basic income?” “Dunno,” said Jack. “Charity, I suppose.” “Yes,” said Minh. “Why?” “Well—you ever notice the biggest supporters of a universal wage aren’t charities or churches?” “Nah,” said Tommy. “It’s those rich bastards.” “Exactly. Silicon Valley. The banks. You know why? They need customers for the businesses they own, and they own bloody everything. They need our disposable income. But there’s no jobs anymore, the automation they invented took them all. Forty percent unemployment, half the rest working part-time gigs. So: they lobbied the government to give out free money.

A LITTLE KNOWLEDGE CAN GO A LONG WAY A LOT OF PROFESSIONALS ARE CRACKPOTS A MAN CAN'T KNOW WHAT IT'S LIKE TO BE A MOTHER A NAME MEANS A LOT JUST BY ITSELF A POSITIVE ATTITUDE MAKES ALL THE DIFFERENCE IN THE WORLD A RELAXED MAN IS NOT NECESSARILY A BETTER MAN A SENSE OF TIMING IS THE MARK OF GENIUS A SINCERE EFFORT IS ALL YOU CAN ASK A SINGLE EVENT CAN HAVE INFINITELY MANY INTERPRETATIONS A SOLID HOME BASE BUILDS A SENSE OF SELF A STRONG SENSE OF DUTY IMPRISONS YOU ABSOLUTE SUBMISSION CAN BE A FORM OF FREEDOM ABSTRACTION IS A TYPE OF DECADENCE ABUSE OF POWER COMES AS NO SURPRISE ACTION CAUSES MORE TROUBLE THAN THOUGHT ALIENATION PRODUCES ECCENTRICS OR REVOLUTIONARIES ALL THINGS ARE DELICATELY INTERCONNECTED AMBITION IS JUST AS DANGEROUS AS COMPLACENCY AMBIVALENCE CAN RUIN YOUR LIFE AN ELITE IS INEVITABLE ANGER OR HATE CAN BE A USEFUL MOTIVATING FORCE ANIMALISM IS PERFECTLY HEALTHY ANY SURPLUS IS IMMORAL ANYTHING IS A LEGITIMATE AREA OF INVESTIGATION ARTIFICIAL DESIRES ARE DESPOILING THE EARTH AT TIMES INACTIVITY IS PREFERABLE TO MINDLESS FUNCTIONING AT TIMES YOUR UNCONSCIOUS IS TRUER THAN YOUR CONSCIOUS MIND AUTOMATION IS DEADLY AWFUL PUNISHMENT AWAITS REALLY BAD PEOPLE BAD INTENTIONS CAN YIELD GOOD RESULTS BEING ALONE WITH YOURSELF IS INCREASINGLY UNPOPULAR BEING HAPPY IS MORE IMPORTANT THAN ANYTHING ELSE BEING JUDGMENTAL IS A SIGN OF LIFE BEING SURE OF YOURSELF MEANS YOU'RE A FOOL BELIEVING IN REBIRTH IS THE SAME AS ADMITTING DEFEAT BOREDOM MAKES YOU DO CRAZY THINGS CALM IS MORE CONDUCIVE TO CREATIVITY THAN IS ANXIETY CATEGORIZING FEAR IS CALMING CHANGE IS VALUABLE WHEN THE OPPRESSED BECOME TYRANTS CHASING THE NEW IS DANGEROUS TO SOCIETY CHILDREN ARE THE HOPE OF THE FUTURE CHILDREN ARE THE MOST CRUEL OF ALL CLASS ACTION IS A NICE IDEA WITH NO SUBSTANCE CLASS STRUCTURE IS AS ARTIFICIAL AS PLASTIC CONFUSING YOURSELF IS A WAY TO STAY HONEST CRIME AGAINST PROPERTY IS RELATIVELY UNIMPORTANT DECADENCE CAN BE AN END IN ITSELF DECENCY IS A RELATIVE THING DEPENDENCE CAN BE A MEAL TICKET DESCRIPTION IS MORE VALUABLE THAN METAPHOR DEVIANTS ARE SACRIFICED TO INCREASE GROUP SOLIDARITY DISGUST IS THE APPROPRIATE RESPONSE TO MOST SITUATIONS DISORGANIZATION IS A KIND OF ANESTHESIA DON'T PLACE TOO MUCH TRUST IN EXPERTS DRAMA OFTEN OBSCURES THE REAL ISSUES DREAMING WHILE AWAKE IS A FRIGHTENING CONTRADICTION DYING AND COMING BACK GIVES YOU CONSIDERABLE PERSPECTIVE DYING SHOULD BE AS EASY AS FALLING OFF A LOG EATING TOO MUCH IS CRIMINAL ELABORATION IS A FORM OF POLLUTION EMOTIONAL RESPONSES ARE AS VALUABLE AS INTELLECTUAL RESPONSES ENJOY YOURSELF BECAUSE YOU CAN'T CHANGE ANYTHING ANYWAY ENSURE THAT YOUR LIFE STAYS IN FLUX EVEN YOUR FAMILY CAN BETRAY YOU EVERY ACHIEVEMENT REQUIRES A SACRIFICE EVERYONE'S WORK IS EQUALLY IMPORTANT EVERYTHING THAT'S INTERESTING IS NEW EXCEPTIONAL PEOPLE DESERVE SPECIAL CONCESSIONS EXPIRING FOR LOVE IS BEAUTIFUL BUT STUPID EXPRESSING ANGER IS NECESSARY EXTREME BEHAVIOR HAS ITS BASIS IN PATHOLOGICAL PSYCHOLOGY EXTREME SELF-CONSCIOUSNESS LEADS TO PERVERSION FAITHFULNESS IS A SOCIAL NOT A BIOLOGICAL LAW FAKE OR REAL INDIFFERENCE IS A POWERFUL PERSONAL WEAPON FATHERS OFTEN USE TOO MUCH FORCE FEAR IS THE GREATEST INCAPACITATOR FREEDOM IS A LUXURY NOT A NECESSITY GIVING FREE REIN TO YOUR EMOTIONS IS AN HONEST WAY TO LIVE GO ALL OUT IN ROMANCE AND LET THE CHIPS FALL WHERE THEY MAY GOING WITH THE FLOW IS SOOTHING BUT RISKY GOOD DEEDS EVENTUALLY ARE REWARDED GOVERNMENT IS A BURDEN ON THE PEOPLE GRASS ROOTS AGITATION IS THE ONLY HOPE

Quite simple,” said the chairman, “you haven’t really come into contact with our authorities. All those contacts are merely apparent, but in your case, because of your ignorance of the situation here, you think they’re real. As for the telephone: look, in my own house, though I certainly deal often with the authorities, there’s no telephone. At inns and in places like that it may serve a useful purpose, along the lines, say, of an automated phonograph, but that’s all. Have you ever telephoned here, you have? Well then, perhaps you can understand me. At the Castle the telephone seems to work extremely well; I’ve been told the telephones up there are in constant use, which of course greatly speeds up the work. Here on our local telephones we hear that constant telephoning as a murmuring and singing, you must have heard it too. Well, this murmuring and singing is the only true and reliable thing that the local telephones convey to us, everything else is deceptive. There is no separate telephone connection to the Castle and no switchboard to forward our calls; when anyone here calls the Castle, all the telephones in the lowest-level departments ring, or all would ring if the ringing mechanism on nearly all of them were not, and I know this for certain, disconnected. Now and then, though, an overtired official needs some diversion—especially late in the evening or at night—and turns on the ringing mechanism, then we get an answer, though an answer that’s no more than a joke. That’s certainly quite understandable. For who can claim to have the right, simply because of some petty personal concerns, to ring during the most important work, conducted, as always, at a furious pace? Nor can I understand how even a stranger can believe that if he calls Sordini, for instance, it really is Sordini who answers. Quite the contrary, it’s probably a lowly filing clerk from an entirely different department. But it can happen, if only at the most auspicious moment, that someone telephones the lowly filing clerk and Sordini himself answers. Then of course it's best to run from the telephone before hearing a sound.

If Jim was back at the imaginary dinner party, trying to explain what he did for a living, he'd have tried to keep it simple: clearing involved everything that took place between the moment someone started at trade — buying or selling a stock, for instance — and the moment that trade was settled — meaning the stock had officially and legally changed hands. Most people who used online brokerages thought of that transaction as happening instantly; you wanted 10 shares of GME, you hit a button and bought 10 shares of GME, and suddenly 10 shares of GME were in your account. But that's not actually what happened. You hit the Buy button, and Robinhood might find you your shares immediately and put them into your account; but the actual trade took two days to complete, known, for that reason, in financial parlance as 'T+2 clearing.' By this point in the dinner conversation, Jim would have fully expected the other diners' eyes to glaze over; but he would only be just beginning. Once the trade was initiated — once you hit that Buy button on your phone — it was Jim's job to handle everything that happened in that in-between world. First, he had to facilitate finding the opposite partner for the trade — which was where payment for order flow came in, as Robinhood bundled its trades and 'sold' them to a market maker like Citadel. And next, it was the clearing brokerage's job to make sure that transaction was safe and secure. In practice, the way this worked was by 10:00 a.m. each market day, Robinhood had to insure its trade, by making a cash deposit to a federally regulated clearinghouse — something called the Depository Trust & Clearing Corporation, or DTCC. That deposit was based on the volume, type, risk profile, and value of the equities being traded. The riskier the equities — the more likely something might go wrong between the buy and the sell — the higher that deposit might be. Of course, most all of this took place via computers — in 2021, and especially at a place like Robinhood, it was an almost entirely automated system; when customers bought and sold stocks, Jim's computers gave him a recommendation of the sort of deposits he could expect to need to make based on the requirements set down by the SEC and the banking regulators — all simple and tidy, and at the push of a button.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

It felt like fate when I first encountered the automated trading system that promised to transform small investments into substantial wealth over time. The marketing was aggressive, bombarding my social media feeds with images of people lounging on exotic beaches, driving fancy cars, and celebrating their newfound financial freedom. WhatsApp info:+12723328343 As a recent college graduate struggling to make ends meet, I was desperate for a way out of my financial rut, and the allure of easy money was too tempting to ignore. On a whim, I decided to take the plunge. I borrowed from my meager savings and even took out a small loan to fund my excitement. The rush I felt when signing up was like nothing I had ever experienced—an intoxicating thrill, like hopping onto a rollercoaster at full speed. At first, everything seemed to be going exactly as promised. My investment seemed to grow almost overnight, doubling and tripling in value.  My skepticism began to fade, replaced by a sense of confidence and hope for the future. I even shared my success with friends and family, excitedly telling them about the platform that was going to change my life. I imagined a future free from financial worries, a life of luxury and freedom, all thanks to this “revolutionary” trading system. But soon, a familiar sense of unease began to settle in. What had been an impressive surge in profits suddenly plateaued, and I found myself facing unexpected hurdles when trying to withdraw my funds. Pop-up messages about my “account needing an upgrade” and “market tightening” explained away the issues, but the discomfort grew. Still, I convinced myself that success required patience and continued to hold out hope that the system would recover. As weeks turned into months, my investment continued to dwindle. The once-promising account balance plummeted, and each attempt to reach customer support went unanswered. The promises of easy wealth had turned into an unsettling nightmare. Email info: Adwarerecoveryspecialist@auctioneer. net Desperate for answers, I began scouring the internet for any information or advice. That’s when I stumbled across reviews of ADWARE RECOVERY SPECIALIST , a service that seemed to specialize in helping people like me recover lost funds from fraudulent platforms. I felt a glimmer of hope as I read about others who had managed to retrieve their investments with the help of ADWARE RECOVERY SPECIALIST. Perhaps, after all, there was still a way out of this mess. I reached out to their team, and to my relief, they were able to assist me in recovering a portion of the money I thought I had lost for good. ADWARE RECOVERY SPECIALIST gave me the guidance and support I needed to navigate this complicated process, helping me regain control of a situation that had seemed hopeless. Their professionalism and expertise allowed me to salvage what I could, and for that, I am incredibly grateful.

Specifically, they argue that digital technology drives inequality in three different ways. First, by replacing old jobs with ones requiring more skills, technology has rewarded the educated: since the mid-1970s, salaries rose about 25% for those with graduate degrees while the average high school dropout took a 30% pay cut.45 Second, they claim that since the year 2000, an ever-larger share of corporate income has gone to those who own the companies as opposed to those who work there—and that as long as automation continues, we should expect those who own the machines to take a growing fraction of the pie. This edge of capital over labor may be particularly important for the growing digital economy, which tech visionary Nicholas Negroponte defines as moving bits, not atoms. Now that everything from books to movies and tax preparation tools has gone digital, additional copies can be sold worldwide at essentially zero cost, without hiring additional employees. This allows most of the revenue to go to investors rather than workers, and helps explain why, even though the combined revenues of Detroit’s “Big 3” (GM, Ford and Chrysler) in 1990 were almost identical to those of Silicon Valley’s “Big 3” (Google, Apple, Facebook) in 2014, the latter had nine times fewer employees and were worth thirty times more on the stock market.47 Figure 3.5: How the economy has grown average income over the past century, and what fraction of this income has gone to different groups. Before the 1970s, rich and poor are seen to all be getting better off in lockstep, after which most of the gains have gone to the top 1% while the bottom 90% have on average gained close to nothing.46 The amounts have been inflation-corrected to year-2017 dollars. Third, Erik and collaborators argue that the digital economy often benefits superstars over everyone else.

Airbnb’s strategy for photographing its hosts’ rooms offers an instructive example. Early on, Airbnb’s founders discovered that one of the key factors that increased the chances of renting a room on Airbnb was the quality of the photographs of that room. It turns out that most of us aren’t professional photographers, and our poorly composed, poorly shot cell phone pictures don’t do a good job of conveying the awesomeness of our living spaces. So the founders took to the road, visiting hosts and taking photographs for them. Obviously, personally visiting every host was hardly a scalable solution, so the the task was soon outsourced to freelance photographers. As Airbnb grew, the strategy shifted from the founders managing a short list of photographers, to an employee managing a large group of photographers, to an automated system managing a global network of photographers. Founder Brian Chesky describes this strategy succinctly: “Do everything by hand until it’s too painful, then automate it.

Blockchain verifies the information using the following steps: Consensus - it requires the majority of the block builders to agree that the occurrence actually happened. Consistency - requires that the new information fits with the previous block. Transaction - it requires that the transaction occurred by looking at the previous block, ensuring that two people did not record conflicting accounts of the information. Automated Conflict Identifiers - the software itself trolls for conflicts within the blocks and the structure. There is no centralized location, or big computer in the sky, where the information can be altered or stolen.

What had saved Ukraine is precisely what made the United States the most vulnerable nation on earth. Ukraine wasn’t fully automated. In the race to plug everything into the internet, the country was far behind. The tsunami known as the Internet of Things, which had consumed Americans for the better part of the past decade, had still not washed up in Ukraine. The nation’s nuclear stations, hospitals, chemical plants, oil refineries, gas and oil pipelines, factories, farms, cities, cars, traffic lights, homes, thermostats, lightbulbs, refrigerators, stoves, baby monitors, pacemakers, and insulin pumps were not yet “web-enabled.” In the United States, though, convenience was everything; it still is. We were plugging anything we could into the internet, at a rate of 127 devices a second. We had bought into Silicon Valley’s promise of a frictionless society. There wasn’t a single area of our lives that wasn’t touched by the web. We could now control our entire lives, economy, and grid via a remote web control. And we had never paused to think that, along the way, we were creating the world’s largest attack surface.

a deployment pipeline. That’s your entire value stream from code check-in to production. That’s not an art. That’s production. You need to get everything in version control. Everything. Not just the code, but everything required to build the environment. Then you need to automate the entire environment creation process. You need a deployment pipeline where you can create test and production environments, and then deploy code into them, entirely on-demand.

The fact that everything that is not forbidden by laws of nature is achievable, given the right knowledge. ‘Problems are soluble.’ – The ‘perspiration’ phase can always be automated. – The knowledge-friendliness of the physical world. – People are universal constructors. – The beginning of the open-ended creation of explanations. – The environments that could create an open-ended stream of knowledge, if suitably primed – i.e. almost all environments. – The fact that new explanations create new problems.

The cybernetic union of humans and A.I. will lead to the automation and autonomazation of nearly everything. The first area where the gains will come will be agricultural robots because of the need to modernize the food supply chain. After that, we will likely see A.I. heavily influence transportation, communication, manufacturing, and companionship industries.

1) Only check email once, twice a day maximum. You need slow time to think, reflect and come up with new ideas. The switching costs of going back and forth between email and other tasks can affect focus in very negative ways. Focus on one thing at a time. Studies show that multi-tasking is actually counter productive. 2) Only do what only YOU can do. Everything else? Delegate! It's the only way you'll truly be able to grow your business. 3) Automate and come up with systems as much as you can. Always think: Is there a way to automate what I'm doing right now? 4) Have a Digital Detox, tech free day. It will help you be more productive in every possible way. You need time to recharge.

Simple Fast Funnels may be the new kid on the block when it comes to a complete bumper to bumper CRM system, but it’s a force to be reckoned with! Business owners are switching over right and left and I’m going to outline 10 of the best features of Simple Fast Funnels so you can see what all the buzz is about! Funnel builder: Simple Fast Funnels has easy intuitive software so you can build your own landing pages, funnels, websites, sales pages etc. No developer needed, everything included and simple to use Email Software: Instead of paying hundreds or thousands per month to send emails, this software does it for you! You can have your entire email list automated or send emails on the fly, whatever fits the bill for you, they’ve got you covered and it’s so easy to track your email results so you can modify and make improvements as you go. Online Membership Area: Now, for no additional fees that lot’s of CRM software likes to charge, you can build glorious membership areas for your clients. You can control timing on video releases, give access for certain time periods upset packages… whatever your business looks like, if you can dream it, you can build it in the membership area. Survey and quiz generator: Ramp up your lead capture game to grow your customer list! One of the best ways to get leads is to get your customers talking about themselves. Not only do people love to take surveys and quizzes, but it can help you gather information about your clients to serve them better and grow your sales! SMS Marketing Software: If you’re not messaging your customers, you’re missing out, and if you are messaging your customers you’re probably over paying. Amazing automated intuitive SMS marketing can make your life much easier and allow you to reach your customers in more ways. Being where your customers are more present is always good for business. Simple Fast Funnels helps you get the cheapest SMS rates around and it automatically integrates into the system for your unified messages. Appointment booking: Another expensive thing you used to have to pay for and try to get to work properly with your website AND look decent is also built right in. Now, without leaving Simple Fast Funnels, you’re able to capture the lead, follow up with the lead all over the place, engage with them, build trust, book appointments, schedule calls and even send them automated text reminders. E com Purchases: Directly on your website, you’ll be able to take payments. No more invoices sent from other platforms, everything buttoned up nice and clean. Unified messaging: From now on, whether a client emails, texts, calls etc, it all shows up in one place at your end. This might not seem like a big deal, but it’s a HUGE pain to have to follow customers about and keep track of conversations. Now you see all your communication with customers in a neat little area. Blogs: Blogs these days can really help your marketing efforts across the board, and of course your blogs will be a perfect fit in your simple fast funnel account. Analytics: Data tracking when you’re dealing with features on various platforms is a nightmare. If you capture a lead on a Word press landing page, send it an email software like Keep, mail chimp or whatever, send them to a new website to schedule calls and another to make purchases… How could you possibly expect to get good customer data? Hosting all of your “business” in one location makes tracking flawless. The more customers you have the more data you need to be efficient. Cheers to making it easy. All that software and that’s just the top 10, guys there’s more. Simplefastfunnels.com also lets you have a 2 week free trial. Don’t take anyone word for anything. Go try it for yourself.

the technical ignorance of elected politicians who are hardly credible in providing oversight or contemplating regulation; profound disagreements about what we value and how trade-offs should be made, whether in regard to data privacy, free speech, and content moderation or automation and the future of work; the slow, painstaking consideration of legislation that seems to generate competing bills—so that everyone has his or her name on one—without generating significant progress, especially in a highly polarized political environment; and the strong status quo bias of democratic institutions, which means that policy change is slow and sticky, making it difficult for regulators to respond flexibly and adaptably to new developments in technology.

The Best of Both Business Worlds I was seamstress in a sweatshop in Shenzhen, China. I patiently sewed a stitch in time, saved nine and earned 9 times the salary of my lackadaisical co-workers. I invested my profits meticulously and leveraged everything to buy the same poorly run textile factory that I once worked for. I freed the workers, automated the production, increasing the productivity by 2600%. My name is Bing Bing Cho Sen. I am a Chinese Jew. Please call me Chosen.

A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.

The most important qualification of a process analyst is not a facility for sending out information, but a facility for receiving it. Good process analysts naturally want to understand everything thoroughly.

Amazingly, the transformations are not primarily based on automation. Instead, the incredible improvements come from modifying policies around the system of work and the policies that control work in process, ensuring that there are effective cross-functional teams, subordinating everything to the constraint, and managing handoffs well.

This principle is really a statement of our aim in writing this book: Releasing software should be easy. It should be easy because you have tested every single part of the release process hundreds of times before. It should be as simple as pressing a button. The repeatability and reliability derive from two principles: automate almost everything, and keep everything you need to build, deploy, test, and release your application in version control.

Founder Brian Chesky describes this strategy succinctly: “Do everything by hand until it’s too painful, then automate it.

There is nothing in the manifestos of the Jana Sangh that has consistency or anything discernible as an economic ideology or any ideas about how Hindutva would influence the State. The manifestos are a collection of rambling and inchoate pronouncements. The Jana Sangh stood for mechanisation of agriculture and then immediately opposed it in 1954 (because the use of tractors would mean bullocks would get slaughtered). It wanted industry to calibrate its use of automation not based on efficiency but how many more individuals it could hire. It did not explain why a businessman should or would want to add cost rather than reduce it. In 1971 it said it wanted no automation in any industry except defence and aerospace. In 1954, and again in 1971, it sought to cap the monthly incomes of all Indians at Rs 2,000 and wanted the State to appropriate everything earned above that sum. It wanted residential bungalows to be limited to a size of 1,000 square yards.3 In 1957, it spoke of ‘revolutionary changes’ it would bring without saying what these were, and in the very next manifesto dropped the reference without explanation. All this is, of course, because they were responding to Congress manifestos of the time and had nothing real to offer of their own. Nor did they think they needed to: with a national voteshare that till 1989 was in the single digits, the party knew it would not be in power, would not need to implement a policy and, therefore, was free to say whatever came to mind. The Jana Sangh did not have any particular strategic view of the world and India’s place in it besides saying that India should be friends with all who were friendly and tough on those who were not. India should seek a place in the Security Council but there was no reference to why or what India’s role would be, or how its influence and strategic options would increase if it got this position. It offered no path for getting to the Security Council. Entitlement would apparently get India there.

What I am telling you here is actually nothing new. So why switch from analyzing assumption-based, transparent models to analyzing assumption-free black box models? Because making all these assumptions is problematic: They are usually wrong (unless you believe that most of the world follows a Gaussian distribution), difficult to check, very inflexible and hard to automate. In many domains, assumption-based models typically have a worse predictive performance on untouched test data than black box machine learning models. This is only true for big datasets, since interpretable models with good assumptions often perform better with small datasets than black box models. The black box machine learning approach requires a lot of data to work well. With the digitization of everything, we will have ever bigger datasets and therefore the approach of machine learning becomes more attractive. We do not make assumptions, we approximate reality as close as possible (while avoiding overfitting of the training data).

Then campaigns would be designed based on content our in-house team had composed—and the final, fifth step, the micro-targeting strategy, allowed everything from video to audio to print ads to reach the identified targets. Using an automated system that refined that content again and again, we were able to understand what made individual users finally engage with that content in a meaningful way. We might learn that it took as many as twenty or thirty variations of the same ad sent to the same person thirty different times and placed on different parts of their social media feed before they clicked on it to act. And knowing that, our creatives, who were producing new content all the time, knew how to reach those same people the next time CA sent something out.

In the imagination of two late-twentieth-century filmmakers, an unseen force of artificial intelligence has overtaken the human species, has managed to control humans in an alternate reality in which everything one sees, feels, hears, tastes, smells, touches is in actuality a program. There are programs within programs, and humans become not just programmed but are in danger of and, in fact, well on their way to becoming nothing more than programs. What is reality and what is a program morph into one. The interlocking program passes for life itself. The great quest in the film series The Matrix involves those humans who awaken to this realization as they search for a way to escape their entrapment. Those who accept their programming get to lead deadened, surface lives enslaved to a semblance of reality. They are captives, safe on the surface, as long as they are unaware of their captivity. Perhaps it is the unthinking acquiescence, the blindness to one’s imprisonment, that is the most effective way for human beings to remain captive. People who do not know that they are captive will not resist their bondage. But those who awaken to their captivity threaten the hum of the matrix. Any attempt to escape their imprisonment risks detection, signals a breach in the order, exposes the artifice of unreality that has been imposed upon human beings. The Matrix, the unseen master program fed by the survival instinct of an automated collective, does not react well to threats to its existence. In a crucial moment, a man who has only recently awakened to the program in which he and his species are ensnared consults a wise woman, the Oracle, who, it appears, could guide him. He is uncertain and wary, as he takes a seat next to her on a park bench that may or may not be real. She speaks in code and metaphor. A flock of birds alights on the pavement beyond them. “See those birds,” the Oracle says to him. “At some point a program was written to govern them.” She looks up and scans the horizon. “A program was written to watch over the trees and the wind, the sunrise and sunset. There are programs running all over the place.” Some of these programs go without notice, so perfectly attuned they are to their task, so deeply embedded in the drone of existence. “The ones doing their job,” she tells him, “doing what they were meant to do are invisible. You’d never even know they were here.” So, too, with the caste system as it goes about its work in silence, the string of a puppet master unseen by those whose subconscious it directs, its instructions an intravenous drip to the mind, caste in the guise of normalcy, injustice looking just, atrocities looking unavoidable to keep the machinery humming, the matrix of caste as a facsimile for life itself and whose purpose is maintaining the primacy of those hoarding and holding tight to power.

The Most Widely Known Path If you're like most people, you believe landing an interview is limited to these three steps: 1.) Applying online, 2.) HR reviewing your application, and 3.) If your application is selected, the hiring manager reviewing it. You believe this because almost everything you’ve read comes from current or former HR folks. This process has significant flaws. Because the Internet made applying for positions easy, HR was drowning in applications. As a result, the HR Elimination system was born. That’s not its official name, but the name fits. The official name is Applicant Tracking System or ATS. ATS systems reject, on average, 75% of all applicants. Sometimes the rejection rate can be as high as 90%. J. P. Medved, content director at Capterra, a firm that helps companies find the right software for their business, said, Reducing the number of candidates might seem good if we're weeding out irrelevant resumes...In reality, many of these rejected candidates were knocked out of the running for bad reasons. An automated system, like an ATS, will sometimes reject people for very minor reasons, like incorrect resume formatting. Bersin & Associates, an Oakland-based firm specializing in talent management, tested an ATS system. They created the perfect resume for an ideal candidate for a clinical scientist position. Matching the resume to the job description from a leading manufacturer, they submitted the resume to an applicant tracking system. The ATS lost one of the candidate's work experiences. It also failed to read several educational degrees. As a result, the perfect resume for a clinical scientist position earned a score of 43, because the applicant tracking system misread it. Similarly, a Vice-President of Human Resources decided to test his company's ATS system. He applied for a job at his own company and received an automated rejection letter from the ATS.

but the entirety of human existence. Artificial intelligence is, after all, a mirroring and mimicry machine: we feed in the cumulative words, ideas, and images that our species has managed to amass (and digitize) over its history and these programs mirror back to us something that feels uncannily lifelike. A golem world. “I’d rather see an ad for cute shoes that I am going to like than see ads for a bunch of ugly stuff I don’t want,” one student said in an early class. In our discussions, we came to call this the “cute shoes problem” because it encapsulates one of the main reasons why surveillance capitalism and the AI revolution were able to sneak up on us with so little debate. Many of us do appreciate a certain level of automated customization, especially algorithms that suggest music, books, and people who might interest us. And at first, the stakes seemed low: Is it really a big deal if we see ads and suggestions based on our interests and tastes? Or if chatbots help clear our email backlogs? Yet now we find ourselves neck-deep in a system where, as with my own real-life doppelganger, the stakes are distinctly higher. Personal data, extracted without full knowledge or understanding, is sold to third parties and can influence everything from what loans we are eligible for to what job postings we see—to whether our jobs are replaced by deep learning bots that have gotten shockingly good at impersonating us. And those helpful recommendations and eerie impersonations come from the same

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

Volume is key. Twitter now estimates that Russia used more than fifty thousand automated accounts or bots to Tweet election-related content during the 2016 presidential campaign. Twitter and Facebook are the best-known disinformation superhighways, but there are many others. Russian officers have infiltrated everything from 4chan to Pinterest.

Every Human Life Is Predominantly Automated Based On The Movement Of Non-living Things In And Around Us, The Simplified Theory Of Everything

When teams decide to automate a set of existing tests that were previously designed as manual tests, the best way forward is to rewrite and redesign the tests from scratch. Keep the purpose, but throw away pretty much everything else.

The 5 Scientific Truths Behind Excellent Habits Truth #1: World-class willpower isn’t an inborn strength, but a skill developed through relentless practice. Getting up at dawn is perfect self-control training. Truth #2: Personal discipline is a muscle. The more you stretch it, the stronger it grows. Therefore, the samurais of self-regulation actively create conditions of hardship to build their natural power. Truth #3: Like other muscles, willpower weakens when tired. Recovery is, therefore, absolutely necessary for the expression of mastery. And to manage decision fatigue. Truth #4: Installing any great habit successfully follows a distinct four-part pattern for automation of the routine. Follow it explicitly for lasting results. Truth #5: Increasing self-control in one area of your life elevates self-control in all areas of your life. This is why joining The 5 AM Club is the game-changing habit that will lift everything else that you do. The 3 Values of Heroic Habit-Makers Value #1: Victory demands consistency and persistency. Value #2: Following through on what is started determines the size of the personal respect that will be generated. Value #3: The way you practice in private is precisely the way you’ll perform once you’re in public.

Detective, what I'm trying to tell you is that there's no point in my being at this desk. Or anywhere else! We set it all into motion perfectly, and now the system itself can see to everything. It's like they're just keeping us around as... I don't know. Furniture? To occupy themselves? Learn from us? Or... maybe it's a form of tribute.

Step Four: Ideal-Week Planning Now you need to take your “only I can do” list and actually plot out how you will get all these things done. I hope your to-do list is shorter than when you picked up this book. If so, that reduction is a massive win in itself. The goal is to schedule all these things out. Literally, go through the list, plot each item into your calendar, and create an automated repeating appointment so it shows up in your calendar on a weekly basis. For example, if only you can write a weekly blog post and you know you need about three hours to write and publish a post, create a three-hour appointment in your calendar from ten to one o’clock on Mondays, for example, and then make it a recurring appointment. The same process can be followed for child-related activities. If you are the person who primarily picks up your kids from school, put an appointment in your calendar for the amount of time it takes to drive or walk to the school, pick them up, and return home. Repeat this task for all the activities you have on the only-you list. Once you’ve entered these activities, you may be thinking, Okay, Lisa, that’s great, but I have now run out of time. So what happens if you actually block everything in and you run out of hours in the week? If I were sitting across from you in a private coaching session, this is what I would ask: •Are all the activities in your calendar truly things only you can do? Is there anything that could be delegated to someone else? •Can any of these activities be batched with something else? For example, could you do research for a blog post on your phone while you run on the treadmill? Can you do phone calls on your commute home or while grocery shopping for your family? •Is everything in your calendar actually aligned with your ideal life plan? Is there anything on the list that is no longer supporting this plan? Be honest with yourself about things that need to go—even if you are having a hard time letting go. •Can you reduce the amount of time it takes to do an activity? This might seem like an incredibly overwhelming exercise, but trust me, it is an incredibly worthwhile exercise. It might seem rigid to schedule everything in your life, but scheduling brings the freedom not to worry about how you are spending your time. You have thought it through, and you know that every worthwhile activity has been accounted for. This system, my friend, is the cure to mom guilt. When you know you have appropriately scheduled dedicated time for your children, your spouse, yourself, and your work, what do you have to feel guilty about?

In a world where everything is connected, where machines can talk, learn and mimic humans, a world where machines are employable, where performance is at its peak, innovation at its finest and job loss at its highest. There is only one spot left to transform and that is YOU.

EHR result from information being entered into the database by thousands of individual clinicians and hospital staff members, as well as captured from a variety of automated interfaces between the EHR and everything from

For advanced analytics, a well-designed data pipeline is a prerequisite, so a large part of your focus should be on automation. This is also the most difficult work. To be successful, you need to stitch everything together.

Whether it’s a test framework or test cases, keep it simple and iterate on the design as your project evolves. Don’t try to solve everything upfront. Be aggressive about throwing things away. If tests or automation are too hard to maintain, toss them and build some better ones that are more resilient. Watch out for maintenance and troubleshooting costs of your tests down the road Observe the 70-20-10 rule: 70 percent small unit tests that verify the behavior of a single class or function, 20 percent medium tests that validate the integration of one or more application modules, and 10 percent large tests (commonly referred to as “system tests” and “end-to-end” tests) that operate on a high level and verify the application as a whole is working. Other than that, prioritize and look for simple automation efforts with big payoffs, always remembering that automation doesn’t solve all your problems, especially when it comes to frontend projects and device testing. You always want smart, exploratory testing and to track test data.

Founder Brian Chesky describes this strategy succinctly: “Do everything by hand until it’s too painful, then automate

Bitcoin is not a smart network. Bitcoin is a dumb network. It really is a dumb network. It is a dumb transaction-processing network. It’s a dumb network for verifying a very simple scripting language. It doesn’t offer a complete range of financial services and products. It doesn’t have automation and incredible features built in. Bitcoin is simply a dumb network, and that is one of its strongest and most important features. When you design networks, when you architect network systems, one of the most fundamental choices is this: do you make a dumb network that supports smart devices, or do you make a smart network that supports dumb devices? 5.1.1. The Smart Network - Phones The phone network was a very smart network. The telephone at the end of that network was a very dumb device. If you had a pulse-dialing phone, that thing had maybe four electronic components inside it. It was basically a switch on a wire with a speaker attached to it. You could dial by flicking the hook up and down fast enough. 
The phone was a dumb device; it had no intelligence whatsoever. Everything the phone network did was in the network. Caller ID was a network feature. Call waiting was a network feature. And if you wanted to make the experience better, you had to upgrade the network but you didn’t need to upgrade the device. That was a critical design decision because, at that time, the belief was that smart networks were better because you could deliver these incredible services just by upgrading the network for everyone. There is one small disadvantage with smart networks. They have to be upgraded from the center out. And that means innovation occurs at the center, by one player, and requires permission. As a result of smart network design, innovation only happens when a feature is needed by all of the subscribers of the network, when it is compelling enough to disrupt the function of the entire network to upgrade it. 5.1.2. The Dumb Network - Internet The internet is a dumb network. It’s dumb as rocks. All it can do is move data from point A to point B. It doesn’t know what that data is. It can’t tell the difference between a Skype call and a web page. It doesn’t know if the device on the end is a desktop computer or a mobile phone, a vacuum cleaner, a refrigerator, or a car. It doesn’t know if that device is powerful or not. If it can do multimedia or not. It doesn’t know, it doesn’t care. In order to run a new application or innovate on a dumb network, all you have to do is add innovation at the edge. Because a dumb network can support smart devices, you don’t need to change anything in the network. If you push intelligence to the edge of the network, an application that only has five users can be implemented so long as those five users upgrade their devices to implement that application. The dumb network will transport their data because it doesn’t know the difference and it doesn’t care. 5.1.3. Bitcoin’s Dumb Network Bitcoin is a dumb network supporting really smart devices, and that is an incredibly powerful concept because bitcoin pushes all of the intelligence to the edge. It doesn’t care if the bitcoin address is the address of a multimillionaire, the address of a central bank, the address of a smart contract, the address of a device, or the address of a human. It doesn’t know. It doesn’t care if the transaction is carrying lots of money or not much money at all. It doesn’t care if the address is in Kuala Lumpur or downtown New York. It doesn’t know, it doesn’t care. It moves money from one address to another based on a simple locking script. And that means that if you want to build a new application on top of bitcoin, you can upgrade the

The 5 Scientific Truths Behind Excellent Habits Truth #1: World-class willpower isn’t an inborn strength, but a skill developed through relentless practice. Getting up at dawn is perfect self-control training. Truth #2: Personal discipline is a muscle. The more you stretch it, the stronger it grows. Therefore, the samurais of self-regulation actively create conditions of hardship to build their natural power. Truth #3: Like other muscles, willpower weakens when tired. Recovery is, therefore, absolutely necessary for the expression of mastery. And to manage decision fatigue. Truth #4: Installing any great habit successfully follows a distinct four-part pattern for automation of the routine. Follow it explicitly for lasting results. Truth #5: Increasing self-control in one area of your life elevates self-control in all areas of your life. This is why joining The 5 AM Club is the game-changing habit that will lift everything else that you do.

You may have assumed that when Chicago abandoned its moving sidewalks and when the Airphibian failed to go commercial, those trends were dead. In fact, moving sidewalks and flying cars were never trends in and of themselves. Rather, they were manifestations of something different: a trend in autonomous travel. We have been trying to automate transportation for the past one hundred years, inventing everything from streetcars pulled by horses to advanced machines that essentially move without much of our direct input or supervision at all.

Your conscience, dammit - doesn't it ever bother you?" "Why should it? I've never done anything dishonest." "Let me put it another way: do you agree things are a mess?" "Between us?" "Everywhere! The world!" She could be appallingly nearsighted. Whenever possible, she liked to reduce any generalization to terms of herself and persons she knew intimately. "Homestead, for instance." "What else could we possibly give the people that they haven't got?" "There! You made my point for me. You said, what else could we give them, as though everything in the world were ours to give or withhold." "Somebody's got to take responsibility, and that's just the way it is when somebody does." "That's just it: things haven't always been that way. It's new, and it's people like us who've brought it about. Hell, everybody used to have some personal skill or willingness to work or something he could trade for what he wanted. Now that the machines have taken over, it's quite somebody who has anything to offer. All most people can do is hope to be given something." "If someone has brains," said Anita firmly, "he can still get to the top. That's the American way, Paul, and it hasn't changed." She looked at him appraisingly. "Brains and nerve, Paul." "And blinders." The punch was gone from his voice, and he felt drugged, a drowsiness from a little too much to drink, from scrambling over a series of emotional peaks and pits, from utter frustration.

The steps to making your business work is to only focus on what you are good at and outsource or automate everything else.

And once you’ve put together a list of these vitally important revenue-producing activities, it’s time to get to work and start automating and creating systems for just about everything else.

He turned them into real-life versions of an M. C. Escher drawing, automating them to the rafters, with blinking lights on aisles and shelves to guide human workers to the right products, and conveyor belts that ran into and out of massive machines, called Crisplants, that took products from the conveyors and scanned and sorted them into customer orders to be packaged and shipped. These facilities, Wright decreed, would be called not warehouses but distribution centers, as they were in Walmart’s internal lexicon.

In the end it's decided to ship Delphi down to the GTX holocam enclave in Chile to try a spot on one of the mainstream shows. (Never mind why an Infanta takes up acting.) The holocam complex occupies a couple of mountains where an observatory once used the clear air. Holocam total-environment shells are very expensive and electronically super-stable. Inside them actors can move freely without going off-register and the whole scene or any selected part will show up in the viewer's home in complete 3-di, so real you can look up their noses and much denser than you get from mobile rigs. You can blow a tit ten feet tall when there's no molecular skiffle around. The enclave looks—well, take everything you know about Hollywood-Burbank and throw it away. What Delphi sees coming down is a neat giant mushroom-farm, domes of all sizes up to monsters for the big games and stuff. It's orderly. The idea that art thrives on creative flamboyance has long been torpedoed by proof that what art needs is computers. Because this showbiz has something TV and Hollywood never had—automated inbuilt viewer feedback. Samples, ratings, critics, polls? Forget it. With that carrier field you can get real-time response-sensor readouts from every receiver in the world, served up at your console. That started as a thingie to give the public more influence on content. Yes. Try it, man. You're at the console. Slice to the sex-age-educ-econ-ethno-cetera audience of your choice and start. You can't miss. Where the feedback warms up, give 'em more of that. Warm—warmer—hot! You've hit it—the secret itch under those hides, the dream in those hearts. You don't need to know its name. With your hand controlling all the input and your eye reading all the response you can make them a god . . . and somebody'll do the same for you.

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