Billion Dollar Code Quotes

These are the facts of pre-Code Hollywood. The story behind it is monumental, because it deals with struggle for power. The stakes were high: the billion-dollar market for America's sixth-largest industry. The market was mostly Protestant. The industry was mostly Jewish-run. Yet a Midwest Catholic minority gained control. This is the story of *Forbidden Hollywood.*

That’s why one of my strongest ideas is to look at the tax code in both its complexity and its obvious bias toward the rich. Hedge fund and money managers are important for our pension funds and the 401(k) plans that help millions of Americans—but far less important than they think. But financial advisers should pay taxes at the highest levels when they’re earning money at those levels. Often, these financial engineers are “flipping” companies, laying people off, and making billions—yes, billions—of dollars by “downsizing” and destroying people’s lives and sometimes entire companies. Believe me, I know the value of a billion dollars—but I also know the importance of a single dollar.

Remember that culture changes the value of tools: for example, if you have a team of people who hate each other, they will make each other miserable no matter how many billions of dollars of communication technology they use. Alternatively if you have people who trust each other and have similar goals, they'll be effective with smoke signals and carrier pigeons. Wars have been won by tightly knit armies using candles and Morse code.

The surface-to-air-missile system was the flower of Russian technology. A further development of the competent SA-15 “Gauntlet”, as code-named by NATO, the TOR-M1 9M330 had been supplied to Iran in December of 2005. It was a system capable of detecting and tracking forty-eight targets, and engaging two targets simultaneously with over a 92 % kill probability, making any sort of low-level attack a virtual suicide mission. The twenty-nine transport launcher vehicles, or TLVs, which Tehran had purchased had cost them the equivalent of over a billion dollars in U.S. currency

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

guiding principles about the system: “Do it fast, simple, and right the first time (and did we mention fast?).” They wrote these “laws” on a white board, and they stuck. They forced us to create code that was simple and efficient, and this is what ultimately gave us the ability to scale.

Richard, you’ve started eight different companies in eight different industries and taken all of them to a billion dollars. That’s huge. If you could summarize in one sentence how you did it, what would you say?” Richard didn’t blink. He answered immediately like a wise, kind sage. Here’s what he said: It’s all about finding and hiring people smarter than you, getting them to join your business and giving them good work, then getting out of the way and trusting them. You have to get out of the way so you can focus on the bigger vision. That’s important, but here is the main thing: You must make them see their work as a mission.

When the failure of your code could result in the loss of a quarter-billion-dollar aircraft and human lives, clarity counts.

This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

Nukes and Peace It takes hundreds of years of hard work to build a civilization, and yet with the press of a button we can destroy it all in a day. Let us not press the button my friend. In fact, if we must destroy something let us destroy the very button of destruction, both from outside and inside. Let us incapacitate every single button of death and destruction, be it technological or psychological, and redirect that energy towards creation and conservation. You see, destroying the nukes mean nothing. Destroy one, another will be built in its place in a matter of months. We have to nuke the hate in us first, so that we no longer feel the need for nukes against our own kind. However, for the sake of investigation, let us forget the common sense of peace, and talk defense strategy for a moment, in a way that might make sense to world leaders. You see, the best defense against a nuke is not another nuke, but a code. It is the best defense because it is exponentially less expensive. In a technologically advanced world, the most powerful nation is not the one with nuclear power, but the one with coding power. So, to the so-called leaders of the world I say - if you're still foolishly worried about your neighbor's nuclear capabilities, don't go about wasting billions of dollars on a nuclear program, just spend a fragment of those funds on post-launch warhead hacking. But then again, it would open up a new realm of problems at a different level, because any nation with exceptional wireless channel manipulation expertise can remotely take over the command of another nation's nuclear warheads. So, at the end of the day, so long as there is animosity among the nations of the world, between mind and mind, sustained by stupid borders and foul ideologies, there is no safe way out. I'll say it to you plainly. Wasting nuclear power on warheads is a barbaric use of a scientific revolution. Let me elaborate with some numbers. A single nuclear warhead contains nearly 4 kilograms of Plutonium-239, which in a nuclear power plant can produce sufficient heat to generate about 32 million kilowatt-hours of electricity, that is, 32 Gigawatt-hours (GWh). 1 GWh of electricity powers about 700,000 households for one hour, hence 32 GWh would power about 22.4 million households for one hour. Now, if we divide that number by the number of hours in a year, that is, 8760, we are confronted with an astounding revelation. It is that, the radioactive material from one nuclear warhead can power over two thousand households for a year (2557 to be exact). And that's just the radioactive material we are talking about. Many more resources are required to set up a nuclear program. The point is, instead of wasting such potent and precious resources on fancy, frivolous and fictitious geopolitical insecurities, let us redirect those resources to alleviate actual, real human suffering from society. Let us use them to empower communities rather than to dominate them - let us use them to elevate the whole of humankind, rather than to downgrade the parts that we do not like. Because by degrading others, we only degrade ourselves, whereas by lifting others, we rise ourselves. Remember, there is no world peace, so long as fear is off the leash.

For example, a good software engineer, just by writing the right little piece of code and creating the right little application, can literally create half a billion dollars’ worth of value for a company. But ten engineers working ten times as hard, just because they choose the wrong model, the wrong product, wrote it the wrong way, or put in the wrong viral loop, have basically wasted their time. Inputs don’t match outputs, especially for leveraged workers.

The next billion-dollar startup will only have three employees.” The culture of that startup would be “AI first,” and it would use autonomous AI agents to get work done. All marketing and sales would be automated via AI bots, and the three employees would be: The CEO, who would handle vision and purpose and lead public-facing marketing. She would also code and be involved in engineering. The Product Lead, who would interface with customers and team to manage the product roadmap and drive development The Operations Lead, who would be responsible for the outcome of the AI bots and handle finance and legal and smooth operations. We

They would need a logo for the app, something that instantly enticed users to download and use Picaboo. Reggie and Evan sat together and created the logo over the course of a few hours, going back and forth on ways to symbolize the disappearing nature of the app. They settled on a friendly ghost who was smiling and sticking out its tongue. Evan drew the ghost in Adobe InDesign while Reggie tossed in ideas. Reggie named the ghost Ghostface Chillah, after the Wu-Tang Clan rapper Ghostface Killah. Evan studied the hundred most popular apps in the app store and noticed that none had yellow logos. To make Picaboo stand out, he put the Ghostface Chillah logo on a bright yellow background. Reggie slapped the logo on Facebook and Twitter pages he made for the app. While Evan worked hard on the design and vision for the product and Bobby coded, Reggie contributed less. Plenty of successful Silicon Valley founders do not write code; but they play other roles, relentless hustling in the early days of their companies, dominating nontechnical jobs like marketing and user growth. Reggie simply wasn’t doing that. Having recently turned twenty-one, he wanted to enjoy the Los Angeles nightlife, and he stayed out into the wee hours of the morning. While Evan and Bobby lived the plot of Silicon Valley, Reggie was more Entourage. Evan had always remembered and valued what Clarence Carter had told him when he worked at Red Bull, “When everyone is tired and the night is over, who stays and helps out? Because those are your true friends. Those are the hard workers, the people that believe that working hard is the right thing to do.” His co-founders felt Reggie was not pulling his weight, and it was beginning to cause resentment.

The Americans were dumbstruck. A man with the keys to the kingdom, the ultrasecret codes to Soviet communications, was volunteering to defect.

Without realizing it, those in America who called the police “pigs,” who evaded the draft, who rioted and protested, were subtly being prompted by a gigantic clandestine propaganda machine organized by agents of Moscow and funded to the tune of a billion dollars by the Soviet General Staff and KGB. As Col. Lunev says in his book, “it was a hugely successful campaign and well worth the cost. The antiwar sentiment created an incredible momentum that greatly weakened the U.S. military. Quite naturally, knowing about the history of communist subversion and propaganda in America, I tend to react negatively to accusations against America’s police and armed forces. Whenever someone calls America an “empire” or a “fascist state,” I listen closely to the entire diatribe and consider who really benefits from this kind of talk. I listen for certain code words borrowed from Soviet or Chinese propaganda. I listen for concepts lifted from Marx and Lenin. It doesn’t matter whether the anti-police or anti-military sentiment is expressed from the left or the right. The question always remains: Does this sort of talk hurt America and help its enemies?