Feature Engineering Quotes

Ladies and gentleman," he said over the speakers, "welcome aboard this recently liberated Gulfstream V. If I could have your attention for just a few moments, I'd like to go over the safety features of this aircraft. It has an engine, to make us go, and wings, to keep us in the air. There are seatbelts, which won't do you an awful lot of good if we fly into the side of a mountain.

It is surely significant that the adults who feature in children's books are rarely, if ever, Regional Sales Managers or Building Services Engineers.

Get real. You are not the star of the movie. Most of what happens around you isn’t about you at all. There are infinite numbers of other movies. In those, if you feature at all, you’re just a supporting actor. It would really help your happiness if you started to look at your life that way.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team

The teacher’s job is not to transmit knowledge, nor to facilitate learning. It is to engineer effective learning environments for the students. The key features of effective learning environments are that they create student engagement and allow teachers, learners, and their peers to ensure that the learning is proceeding in the intended direction. The only way we can do this is through assessment. That is why assessment is, indeed, the bridge between teaching and learning.

The human body is a funny machine. When you want to move something - say, your arm - the brain actually sends two signals at the same time: "More power!" and "Less power!" The operating system that runs the body automatically holds some power back to avoid overexerting and tearing itself apart. Not all machines have that built - in safety feature. You can point a car at a wall, slam the accelerator to the floor, and the car will crush itself against the wall until the engine is destroyed or runs out of gas. Martial arts use every scrap of strength the body has at its disposal. In martial arts training, you punch and shout at the same time. Your "Shout louder!" command helps to override the "Less power!" command. With practice, you can throttle the amount of power your body holds back. In essence, you're learning to channel the body's power to destroy itself.

A pause. “You are a brilliant engineer who knows the Premier League stats of the past three decades off the top of your head. Physically, you are the uncanny combination of every single feature I’ve ever found attractive—no, I will not expand on that. And you saved me on your phone as Corporate Thor, even after I gave you my full name.

Still another factor is compatibility with vested interests. This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Bill liked to tell a story about when he was at Intuit and they started getting into banking products. They hired some product managers with banking experience. One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build.

Almost every software development organization has at least one developer who takes tactical programming to the extreme: a tactical tornado. The tactical tornado is a prolific programmer who pumps out code far faster than others but works in a totally tactical fashion. When it comes to implementing a quick feature, nobody gets it done faster than the tactical tornado. In some organizations, management treats tactical tornadoes as heroes. However, tactical tornadoes leave behind a wake of destruction. They are rarely considered heroes by the engineers who must work with their code in the future. Typically, other engineers must clean up the messes left behind by the tactical tornado, which makes it appear that those engineers (who are the real heroes) are making slower progress than the tactical tornado.

If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Baldwin saw clearly what he was up against; he fully understood the power of the American lie. It is the engine that moves this place. It transforms facts and events that do not quite fit our self-understanding into the details of American greatness or features of our never-ending journey to perfection. The lie is the story that warps reality in this country, which means that resisting it involves telling in each moment a truer story, one that casts the lie into relief, showing it for what it is.

Businesses frequently prioritize new feature releases over fixing technical debt. They choose to work on revenue-generating work instead of revenue-protection work. This rarely works out as the business hopes, particularly as problems discovered during the final stages of uncompleted projects drag engineers away from the newer projects.

Feature creep is an innocent process. An engineer looking at a prototype of a remote control might think to herself, “Hey, there’s some extra real estate here on the face of the control. And there’s some extra capacity on the chip. Rather than let it go to waste, what if we give people the ability to toggle between the Julian and Gregorian calendars?

The fundamental engineering feature of the fiat system is that it treats future promises of money as if they were as good as present money because the government guarantees these promises

Companies with strong product-driven or engineering cultures tend to be the ones that develop feature shocks. Firms with a culture of playing it safe and avoiding big risks typically suffer minivations. Hidden gems most often afflict companies that coddle the core business. And undeads are born in firms whose top-down cultures discourage feedback and criticism from below. Let

In a startup, the first product is not designed to satisfy a mainstream customer. No startup can afford the engineering effort or the time to build a product with every feature a mainstream customer needs in its first release.

In the course of my life I have had pre-pubescent ballerinas; emaciated duchesses, dolorous and forever tired, melomaniac and morphine-sodden; bankers' wives with eyes hollower than those of suburban streetwalkers; music-hall chorus girls who tip creosote into their Roederer when getting drunk... I have even had the awkward androgynes, the unsexed dishes of the day of the *tables d'hote* of Montmartre. Like any vulgar follower of fashion, like any member of the herd, I have made love to bony and improbably slender little girls, frightened and macabre, spiced with carbolic and peppered with chlorotic make-up. Like an imbecile, I have believed in the mouths of prey and sacrificial victims. Like a simpleton, I have believed in the large lewd eyes of a ragged heap of sickly little creatures: alcoholic and cynical shop girls and whores. The profundity of their eyes and the mystery of their mouths... the jewellers of some and the manicurists of others furnish them with *eaux de toilette*, with soaps and rouges. And Fanny the etheromaniac, rising every morning for a measured dose of cola and coca, does not put ether only on her handkerchief. It is all fakery and self-advertisement - *truquage and battage*, as their vile argot has it. Their phosphorescent rottenness, their emaciated fervour, their Lesbian blight, their shop-sign vices set up to arouse their clients, to excite the perversity of young and old men alike in the sickness of perverse tastes! All of it can sparkle and catch fire only at the hour when the gas is lit in the corridors of the music-halls and the crude nickel-plated decor of the bars. Beneath the cerise three-ply collars of the night-prowlers, as beneath the bulging silks of the cyclist, the whole seductive display of passionate pallor, of knowing depravity, of exhausted and sensual anaemia - all the charm of spicy flowers celebrated in the writings of Paul Bourget and Maurice Barres - is nothing but a role carefully learned and rehearsed a hundred times over. It is a chapter of the MANCHON DE FRANCINE read over and over again, swotted up and acted out by ingenious barnstormers, fully conscious of the squalid salacity of the male of the species, and knowledgeable in the means of starting up the broken-down engines of their customers. To think that I also have loved these maleficent and sick little beasts, these fake Primaveras, these discounted Jocondes, the whole hundred-franc stock-in-trade of Leonardos and Botticellis from the workshops of painters and the drinking-dens of aesthetes, these flowers mounted on a brass thread in Montparnasse and Levallois-Perret! And the odious and tiresome travesty - the corsetted torso slapped on top of heron's legs, painful to behold, the ugly features primed by boulevard boxes, the fake Dresden of Nina Grandiere retouched from a medicine bottle, complaining and spectral at the same time - of Mademoiselle Guilbert and her long black gloves!... Have I now had enough of the horror of this nightmare! How have I been able to tolerate it for so long? The fact is that I was then ignorant even of the nature of my sickness. It was latent in me, like a fire smouldering beneath the ashes. I have cherished it since... perhaps since early childhood, for it must always have been in me, although I did not know it!

market-driven pressures plus an engineering-driven company yield ever-increasing features, complexity, and confusion. But even companies that do intend to search for human needs are thwarted by the severe challenges of the product development process, in particular, the challenges of insufficient time and insufficient money.

is not to listen to the damned nonsense the natives are always talking.” And poor Burlton flushed with shame and avoided Fleury’s eye. Fleury had by now grown accustomed to the gloom and could see that Ford was a heavy-featured man of about forty; in spite of his inferior social status as an engineer, he clearly dominated Rayne and Burlton.

I would choose you." The words were out before he thought better of them, and there was no way to pull them back. Silence stretched between them. Perhaps the floor will open and I'll plummet to my death, he thought hopefully. "As your general?" Her voice careful. She was offering him a chance to right the ship, to take them back to familiar waters. And a fine general you are. There could be no better leader. You may be prickly, but that what Ravka needs. So many easy replies. Instead he said, "As my queen." He couldn't read her expression. Was she pleased? Embarrassed? Angry? Every cell in his body screamed for him to crack a joke, to free both of them from the peril of the moment. But he wouldn't. He was still a privateer, and he'd come too far. "Because I'm a dependable soldier," she said, but she didn't sound sure. It was the same cautious, tentative voice, the voice of someone waiting for a punch line, or maybe a blow. "Because I know all of your secrets." "I do trust you more than myself sometimes- and I think very highly of myself." Hadn't she said there was no one else she'd choose to have her back in a fight? But that isn't the whole truth, is it, you great cowardly lump. To hell with it. They might all die soon enough. They were safe here in the dark, surrounded by the hum of engines. "I would make you my queen because I want you. I want you all the time." She rolled on to her side, resting her head on her folded arm. A small movement, but he could feel her breath now. His heart was racing. "As your general, I should tell you that would be a terrible decision." He turned on to his side. They were facing each other now. "As your king, I should tell you that no one could dissuade me. No prince and no power could make me stop wanting you." Nikolai felt drunk. Maybe unleashing the demon had loosed something in his brain. She was going to laugh at him. She would knock him senseless and tell him he had no right. But he couldn't seem to stop. "I would give you a crown if I could," he said. "I would show you the world from the prow of a ship. I would choose you, Zoya. As my general, as my friend, as my bride. I would give you a sapphire the size of an acorn." He reached in to his pocket. "And all I would ask in return is that you wear this damnable ribbon in your hair on our wedding day." She reached out, her fingers hovering over the coil of blue velvet ribbon resting in his palm. Then she pulled back her hand, cradling her fingers as if they'd been singed. "You will wed a Taban sister who craves a crown," she said. "Or a wealthy Kerch girl, or maybe a Fjerdan royal. You will have heirs and a future. I'm not the queen Ravka needs." "And if you're the queen I want?" ... She sat up, drew her knees in, wrapped her arms around them as if she would make a shelter of her own body. He wanted to pull her back down beside him and press his mouth to hers. He wanted her to look at him again with possibility in her eyes. "But that's not who I am. Whatever is inside me is sharp and gray as the thorn wood." She rose and dusted off her kefta. "I wasn't born to be a bride. I was made to be a weapon." Nikolai forced himself to smile. It wasn't as if he'd offered her a real proposal. They both knew such a thing was impossible. And yet her refusal smarted just as badly as if he'd gotten on his knee and offered her his hand like some kind of besotted fool. It stung. All saints, it stung. "Well," he said cheerfully, pushing up on his elbows and looking up at her with all the wry humour he could muster. "Weapons are good to have around too. Far more useful than brides and less likely to mope about the palace. But if you won't rule Ravka by my side, what does the future hold, General?" Zoya opened the door to the Cargo hold. Light flooded in gilding her features when she looked back at him. "I'll fight on beside you. As your general. As your friend. Because whatever my failings, I know this. You are the king Ravka needs.

I have examined all the known superstitions of the world, and I do not find in our particular superstition of Christianity one redeeming feature. They are all alike founded on fables and mythology. Millions of innocent men, women and children, since the introduction of Christianity, have been burnt, tortured, fined and imprisoned. What has been the effect of this coercion? To make one half the world fools and the other half hypocrites; to support roguery and error all over the earth. The clergy converted the simple teachings of Jesus into an engine for enslaving the world and adulterated by artificial constructions into a contrivance to filch wealth and power to themselves…these clergy, in fact, constitute the real Anti-Christ – Thomas Jefferson

One odd result of allowing super-enhancements could be that children will become like iPhones: a new version will come out every few years with better features and apps. Will children as they age feel that they are becoming obsolete? That their eyes don’t have the cool triple-lens enhancements that are engineered into the latest version of kids? Fortunately, these are questions we can ask for amusement but not for an answer.

There is a misconception held by many Egyptian professionals, especially engineers, that informal housing is haphazardly constructed and liable to collapse. However, such precarious housing is almost unknown in informal areas. Since informal housing is overwhelmingly owner-built without use of formal contractors, it is in the owner’s own best interest to ensure that care is taken in construction. In fact, one of the main features of informal housing construction is its high structural quality, reflecting the substantial financial resources and tremendous efforts that owners devote to these buildings. It is worth noting that in the 1992 earthquake in Cairo, practically all building collapses and the resulting fatalities occurred not in informal areas, but either in dilapidated historic parts of the city or informal areas…where apartment blocks had been constructed by (sometimes) unscrupulous developers and contractors.

If we want to solve problems effectively...we must keep in mind not only many features but also the influences among them. Complexity is the label we will give to the existence of many interdependent variables in a given system. The more variables and the greater their interdependence, the greater the system's complexity. Great complexity places high demands on a planner's capacity to gather information, integrate findings, and design effective actions. The links between the variables oblige us to attend to a great many features simultaneously, and that, concomitantly, makes it impossible for us to undertake only one action in a complex system. A system of variables is "interrelated" if an action that affects or meant to affect one part of the system will also affect other parts of it. Interrelatedness guarantees that an action aimed at one variable will have side effects and long-term repercussions. A large number of variables will make it easy to overlook them. We might think of complexity could be regarded as an objective attribute of systems. We might even think we could assign a numerical value to it, making it, for instance, the product of the number of features times the number of interrelationships. If a system had ten variables and five links between them, then its "complexity quotient", measured in this way would be fifty. If there are no links, its complexity quotient would be zero. Such attempts to measure the complexity of a system have in fact been made. Complexity is not an objective factor but a subjective one. Supersignals reduce complexity, collapsing a number of features into one. Consequently, complexity must be understood in terms of a specific individual and his or her supply of supersignals. We learn supersignals from experience, and our supply can differ greatly from another individual's. Therefore there can be no objective measure of complexity.

This underscores another common feature of WMDs. They tend to punish the poor. This is, in part, because they are engineered to evaluate large numbers of people. They specialize in bulk, and they’re cheap. That’s part of their appeal. The wealthy, by contrast, often benefit from personal input. A white-shoe law firm or an exclusive prep school will lean far more on recommendations and face-to-face interviews than will a fast-food chain or a cash-strapped urban school district. The privileged, we’ll see time and again, are processed more by people, the masses by machines.

My father told me, ‘You always want to be in the middle,’ ” he said. “I didn’t want to be up with the high-level people like Steve. My dad was an engineer, and that’s what I wanted to be. I was way too shy ever to be a business leader like Steve.” By fourth grade Wozniak became, as he put it, one of the “electronics kids.” He had an easier time making eye contact with a transistor than with a girl, and he developed the chunky and stooped look of a guy who spends most of his time hunched over circuit boards. At the same age when Jobs was puzzling over a carbon microphone that his dad couldn’t explain, Wozniak was using transistors to build an intercom system featuring amplifiers, relays, lights, and buzzers that connected the kids’ bedrooms of six houses in the neighborhood. And at an age when Jobs was

I have already mentioned two features that successful unifications tend to share. The first, surprise, cannot be underestimated. If there is no surprise, then the idea is either uninteresting or something we knew before. Second, the consequences must be dramatic: The unification must lead quickly to new insights and hypothesis, becoming the engine that drives progress in understanding. But there is a third factor that trumps both of these. A good unified theory must offer predictions that no one would have thought to make before. It may even suggest new kinds of experiments that make sense only in light of the new theory. Most important of all, the predictions must be confirmed by experiment. These three criteria-surprise, new insights, and new predictions confirmed by experiment-are what we will be looking for when we come to judge the promise of current efforts at unification.

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

If talking pictures could be said to have a father, it was Lee De Forest, a brilliant but erratic inventor of electrical devices of all types. (He had 216 patents.) In 1907, while searching for ways to boost telephone signals, De Forest invented something called the thermionic triode detector. De Forest’s patent described it as “a System for Amplifying Feeble Electric Currents” and it would play a pivotal role in the development of broadcast radio and much else involving the delivery of sound, but the real developments would come from others. De Forest, unfortunately, was forever distracted by business problems. Several companies he founded went bankrupt, twice he was swindled by his backers, and constantly he was in court fighting over money or patents. For these reasons, he didn’t follow through on his invention. Meanwhile, other hopeful inventors demonstrated various sound-and-image systems—Cinematophone, Cameraphone, Synchroscope—but in every case the only really original thing about them was their name. All produced sounds that were faint or muddy, or required impossibly perfect timing on the part of the projectionist. Getting a projector and sound system to run in perfect tandem was basically impossible. Moving pictures were filmed with hand-cranked cameras, which introduced a slight variability in speed that no sound system could adjust to. Projectionists also commonly repaired damaged film by cutting out a few frames and resplicing what remained, which clearly would throw out any recording. Even perfect film sometimes skipped or momentarily stuttered in the projector. All these things confounded synchronization. De Forest came up with the idea of imprinting the sound directly onto the film. That meant that no matter what happened with the film, sound and image would always be perfectly aligned. Failing to find backers in America, he moved to Berlin in the early 1920s and there developed a system that he called Phonofilm. De Forest made his first Phonofilm movie in 1921 and by 1923 he was back in America giving public demonstrations. He filmed Calvin Coolidge making a speech, Eddie Cantor singing, George Bernard Shaw pontificating, and DeWolf Hopper reciting “Casey at the Bat.” By any measure, these were the first talking pictures. However, no Hollywood studio would invest in them. The sound quality still wasn’t ideal, and the recording system couldn’t quite cope with multiple voices and movement of a type necessary for any meaningful dramatic presentation. One invention De Forest couldn’t make use of was his own triode detector tube, because the patents now resided with Western Electric, a subsidiary of AT&T. Western Electric had been using the triode to develop public address systems for conveying speeches to large crowds or announcements to fans at baseball stadiums and the like. But in the 1920s it occurred to some forgotten engineer at the company that the triode detector could be used to project sound in theaters as well. The upshot was that in 1925 Warner Bros. bought the system from Western Electric and dubbed it Vitaphone. By the time of The Jazz Singer, it had already featured in theatrical presentations several times. Indeed, the Roxy on its opening night in March 1927 played a Vitaphone feature of songs from Carmen sung by Giovanni Martinelli. “His voice burst from the screen with splendid synchronization with the movements of his lips,” marveled the critic Mordaunt Hall in the Times. “It rang through the great theatre as if he had himself been on the stage.

This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years. While the story of the QWERTY

[Hyun Song Shin] most accurately portrayed the state of the global economy. 'I'd like to tell you about the Millennium Bridge in London,' he began…'The bridge was opened by the queen on a sunny day in June,' Shin continued. 'The press was there in force, and many thousands of people turned up to savor the occasion. However, within moments of the bridge's opening, it began to shake violently.' The day it opened, the Millennium Bridge was closed. The engineers were initially mystified about what had gone wrong. Of course it would be a problem if a platoon of soldiers marched in lockstep across the bridge, creating sufficiently powerful vertical vibration to produce a swaying effect. The nearby Albert Bridge, built more than a century earlier, even features a sign directing marching soldiers to break step rather than stay together when crossing. But that's not what happened at the Millennium Bridge. 'What is the probability that a thousand people walking at random will end up walking exactly in step, and remain in lockstep thereafter?' Shin asked. 'It is tempting to say, 'Close to Zero' ' But that's exactly what happened. The bridge's designers had failed to account for how people react to their environment. When the bridge moved slightly under the feet of those opening-day pedestrians, each individual naturally adjusted his or her stance for balance, just a little bit—but at the same time and in the same direction as every other individual. That created enough lateral force to turn a slight movement into a significant one. 'In other words,' said Shin, 'the wobble of the bridge feeds on itself. The wobble will continue and get stronger even though the initial shock—say, a small gust of wind—had long passed…Stress testing on the computer that looks only at storms, earthquakes, and heavy loads on the bridge would regard the events on the opening day as a 'perfect storm.' But this is a perfect storm that is guaranteed to come every day.' In financial markets, as on the Millennium Bridge, each individual player—every bank and hedge fund and individual investor—reacts to what is happening around him or her in concert with other individuals. When the ground shifts under the world's investors, they all shift their stance. And when they all shift their stance in the same direction at the same time, it just reinforces the initial movement. Suddenly, the whole system is wobbling violently. Ben Bernanke, Mervyn King, Jean-Claude Trichet, and the other men and women at Jackson Hole listened politely and then went to their coffee break.

I would choose you." The words were out before he thought better of them, and there was no way to pull them back. Silence stretched between them. Perhaps the floor will open and I'll plummet to my death, he thought hopefully. "As your general?" Her voice careful. She was offering him a chance to right the ship, to take them back to familiar waters. And a fine general you are. There could be no better leader. You may be prickly, but that's what Ravka needs. So many easy replies. Instead he said, "As my queen." He couldn't read her expression. Was she pleased? Embarrassed? Angry? Every cell in his body screamed for him to crack a joke, to free both of them from the peril of the moment. But he wouldn't. He was still a privateer, and he'd come too far. "Because I'm a dependable soldier," she said, but she didn't sound sure. It was the same cautious, tentative voice, the voice of someone waiting for a punch line, or maybe a blow. "Because I know all of your secrets." "I do trust you more than myself sometimes- and I think very highly of myself." Hadn't she said there was no one else she'd choose to have her back in a fight? But that isn't the whole truth, is it, you great cowardly lump. To hell with it. They might all die soon enough. They were safe here in the dark, surrounded by the hum of engines. "I would make you my queen because I want you. I want you all the time." She rolled on to her side, resting her head on her folded arm. A small movement, but he could feel her breath now. His heart was racing. "As your general, I should tell you that would be a terrible decision." He turned on to his side. They were facing each other now. "As your king, I should tell you that no one could dissuade me. No prince and no power could make me stop wanting you." Nikolai felt drunk. Maybe unleashing the demon had loosed something in his brain. She was going to laugh at him. She would knock him senseless and tell him he had no right. But he couldn't seem to stop. "I would give you a crown if I could," he said. "I would show you the world from the prow of a ship. I would choose you, Zoya. As my general, as my friend, as my bride. I would give you a sapphire the size of an acorn." He reached in to his pocket. "And all I would ask in return is that you wear this damnable ribbon in your hair on our wedding day." She reached out, her fingers hovering over the coil of blue velvet ribbon resting in his palm. Then she pulled back her hand, cradling her fingers as if they'd been singed. "You will wed a Taban sister who craves a crown," she said. "Or a wealthy Kerch girl, or maybe a Fjerdan royal. You will have heirs and a future. I'm not the queen Ravka needs." "And if you're the queen I want?"... She sat up, drew her knees in, wrapped her arms around them as if she would make a shelter of her own body. He wanted to pull her back down beside him and press his mouth to hers. He wanted her to look at him again with possibility in her eyes. "But that's not who I am. Whatever is inside me is sharp and gray as the thorn wood." She rose and dusted off her kefta. "I wasn't born to be a bride. I was made to be a weapon." Nikolai forced himself to smile. It wasn't as if he'd offered her a real proposal. They both knew such a thing was impossible. And yet her refusal smarted just as badly as if he'd gotten on his knee and offered her his hand like some kind of besotted fool. It stung. All saints, it stung. "Well," he said cheerfully, pushing up on his elbows and looking up at her with all the wry humour he could muster. "Weapons are good to have around too. Far more useful than brides and less likely to mope about the palace. But if you won't rule Ravka by my side, what does the future hold, General?" Zoya opened the door to the Cargo hold.Light flooded in gilding her features when she looked back at him. "I'll fight on beside you. As your general. As your friend. Because whatever my failings, I know this. You are the king Ravka needs.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

the device had the property of transresistance and should have a name similar to devices such as the thermistor and varistor, Pierce proposed transistor. Exclaimed Brattain, “That’s it!” The naming process still had to go through a formal poll of all the other engineers, but transistor easily won the election over five other options.35 On June 30, 1948, the press gathered in the auditorium of Bell Labs’ old building on West Street in Manhattan. The event featured Shockley, Bardeen, and Brattain as a group, and it was moderated by the director of research, Ralph Bown, dressed in a somber suit and colorful bow tie. He emphasized that the invention sprang from a combination of collaborative teamwork and individual brilliance: “Scientific research is coming more and more to be recognized as a group or teamwork job. . . . What we have for you today represents a fine example of teamwork, of brilliant individual contributions, and of the value of basic research in an industrial framework.”36 That precisely described the mix that had become the formula for innovation in the digital age. The New York Times buried the story on page 46 as the last item in its “News of Radio” column, after a note about an upcoming broadcast of an organ concert. But Time made it the lead story of its science section, with the headline “Little Brain Cell.” Bell Labs enforced the rule that Shockley be in every publicity photo along with Bardeen and Brattain. The most famous one shows the three of them in Brattain’s lab. Just as it was about to be taken, Shockley sat down in Brattain’s chair, as if it were his desk and microscope, and became the focal point of the photo. Years later Bardeen would describe Brattain’s lingering dismay and his resentment of Shockley: “Boy, Walter hates this picture. . . . That’s Walter’s equipment and our experiment,

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

I want you both to show me how much you know about each other,” he began. “I want you both to make me a collage.” I looked at him for a moment. “A collage?” I asked. “Like, with magazine pictures and glue?” “That’s exactly right,” Father Johnson replied. “And it doesn’t have to be large or elaborate; just use a piece of legal-size paper as the backdrop. I want you to fill it with pictures that represent all the things you know about the other person. Bring it to your session next week, and we’ll look at them together.” This was an unexpected development. I made the mistake of glancing at Marlboro Man, who I imagined had never felt more uncomfortable in his life than he did once he faced the prospect of sitting down and working with paper and glue in an effort to prove to someone else how much he knew about the woman he was going to marry. He tried to keep a straight face, to remain respectful, but I’d studied his beautiful features enough to know when things were going on under the surface. Marlboro Man had been such a good sport through our series of premarital training. And this--a collage assignment--was his reward. I put on a happy face. “Well, that’ll be fun!” I said, enthusiastically. “We can sit down and do it together sometime this week…” “No, no, no…,” Father Johnson scolded, waving his hands at me. “You can’t do it together. The whole point is to independently sit down and make the collage without the other person present.” Father Johnson was awfully bossy. We shook hands, promised to bring our assignments to the following week’s appointment, and made our way to the parking lot. Once out of the church doors, Marlboro Man swatted me. “Ow!” I shrieked, feeling stung. “What was that for?” “Just your Tuesday spanking,” Marlboro Man answered. I smiled. I’d always loved Tuesdays. We hopped in the pickup, and Marlboro Man started the engine. “Hey,” he said, turning to me. “Got any magazines I can borrow?” I giggled as Marlboro Man pulled away from the church. “I could use some glue, too,” he added. “I don’t think I have any at my house.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

I am assured that this is a true story. A man calls up his computer helpline complaining that the cupholder on his personal computer has snapped off, and he wants to know how to get it fixed. “Cupholder?” says the computer helpline person, puzzled. “I’m sorry, sir, but I’m confused. Did you buy this cupholder at a computer show or receive it as a special promotion?” “No, it came as part of the standard equipment on my computer.” “But our computers don’t come with cupholders.” “Well, pardon me, friend, but they do,” says the man a little hotly. “I’m looking at mine right now. You push a button on the base of the unit and it slides right out.” The man, it transpired, had been using the CD drawer on his computer to hold his coffee cup. I bring this up here by way of introducing our topic this week: cupholders. Cupholders are taking over the world. It would be almost impossible to exaggerate the importance of cupholders in automotive circles these days. The New York Times recently ran a long article in which it tested a dozen family cars. It rated each of them for ten important features, among them engine size, trunk space, handling, quality of suspension, and, yes, number of cupholders. A car dealer acquaintance of ours tells us that they are one of the first things people remark on, ask about, or play with when they come to look at a car. People buy cars on the basis of cupholders. Nearly all car advertisements note the number of cupholders prominently in the text. Some cars, like the newest model of the Dodge Caravan, come with as many as seventeen cupholders. The largest Caravan holds seven passengers. Now you don’t have to be a nuclear physicist, or even wide awake, to work out that that is 2.43 cupholders per passenger. Why, you may reasonably wonder, would each passenger in a vehicle need 2.43 cupholders? Good question. Americans, it is true, consume positively staggering volumes of fluids. One of our local gas stations, I am reliably informed, sells a flavored confection called a Slurpee in containers up to 60 ounces in size. But even if every member of the family had a Slurpee and a personal bottle of

I’ve been discussing elite attitudes toward democracy. I sketched a line from the first democratic revolution, with its fear and contempt for the rascal multitude who were asking for ridiculous things like universal education, health care, and democratization of law, wanting to be ruled by countrymen like themselves who know the people’s sores, not by knights and gentlemen who just oppress them. From there to the second major democratic revolution establishing the US Constitution, which was, as discussed last time, a Framers’ Coup, the title of the main scholarly work, a coup by elites that the author describes as a conservative counterrevolution against excessive democracy. On to the twentieth century and such leading progressive theorists of democracy as Walter Lippmann, Edward Bernays, Harold Lasswell, and Reinhold Niebuhr, and their conception that the public has to be put in its place. They’re spectators, not participants. The responsible men, the elite, have to be protected from the trampling and the roar of the bewildered herd, who have to be kept in line with necessary illusions, emotionally potent oversimplifications, and, in general, engineering of consent, which has become a gigantic industry devoted to some aspects of the task, while responsible intellectuals take care of others. The men of best quality through the ages have to be self-indoctrinated, as Orwell discussed. They must internalize the understanding that there are certain things it just wouldn’t do to say. It must be so fully internalized that it becomes as routine as taking a breath. What else could anyone possibly believe? As long as all of this is in place, the system functions properly, with no crises. This picture, I think, captures crucial features of thought control in the more free societies, but it is misleading in essential ways. Most importantly, it largely omitted the constant popular struggles to extend the range of democracy, with many successes. Even in the last generation, there have been quite substantial successes. Such successes typically lead to a reaction. Those with power and privilege don’t relinquish it easily. The neoliberal period that we’re now enduring, long in planning, is such a reaction.

As strangeness becomes the new normal, your past experiences, as well as the past experiences of the whole of humanity, will become less reliable guides. Humans as individuals and humankind as a whole will increasingly have to deal with things nobody ever encountered before, such as super-intelligent machines, engineered bodies, algorithms that can manipulate your emotions with uncanny precision, rapid man-made climate cataclysms and the need to change your profession every decade. What is the right thing to do when confronting a completely unprecedented situation? How should you act when you are flooded by enormous amounts of information and there is absolutely no way you can absorb and analyse it all? How to live in a world where profound uncertainty is not a bug, but a feature? To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown and to keep their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. The teachers themselves usually lack the mental flexibility that the twenty-first century demands, for they themselves are the product of the old educational system. The Industrial Revolution has bequeathed us the production-line theory of education. In the middle of town there is a large concrete building divided into many identical rooms, each room equipped with rows of desks and chairs. At the sound of a bell, you go to one of these rooms together with thirty other kids who were all born the same year as you. Every hour some grown-up walks in, and starts talking. They are all paid to do so by the government. One of them tells you about the shape of the earth, another tells you about the human past, and a third tells you about the human body. It is easy to laugh at this model, and almost everybody agrees that no matter its past achievements, it is now bankrupt. But so far we haven’t created a viable alternative. Certainly not a scaleable alternative that can be implemented in rural Mexico rather than just in upmarket California suburbs.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

There is no fault that can’t be corrected [in natural wine] with one powder or another; no feature that can’t be engineered from a bottle, box, or bag. Wine too tannic? Fine it with Ovo-Pure (powdered egg whites), isinglass (granulate from fish bladders), gelatin (often derived from cow bones and pigskins), or if it’s a white, strip out pesky proteins that cause haziness with Puri-Bent (bentonite clay, the ingredient in kitty litter). Not tannic enough? Replace $1,000 barrels with a bag of oak chips (small wood nuggets toasted for flavor), “tank planks” (long oak staves), oak dust (what it sounds like), or a few drops of liquid oak tannin (pick between “mocha” and “vanilla”). Or simulate the texture of barrel-aged wines with powdered tannin, then double what you charge. (““Typically, the $8 to $12 bottle can be brought up to $15 to $20 per bottle because it gives you more of a barrel quality. . . . You’re dressing it up,” a sales rep explained.) Wine too thin? Build fullness in the mouth with gum arabic (an ingredient also found in frosting and watercolor paint). Too frothy? Add a few drops of antifoaming agent (food-grade silicone oil). Cut acidity with potassium carbonate (a white salt) or calcium carbonate (chalk). Crank it up again with a bag of tartaric acid (aka cream of tartar). Increase alcohol by mixing the pressed grape must with sugary grape concentrate, or just add sugar. Decrease alcohol with ConeTech’s spinning cone, or Vinovation’s reverse-osmosis machine, or water. Fake an aged Bordeaux with Lesaffre’s yeast and yeast derivative. Boost “fresh butter” and “honey” aromas by ordering the CY3079 designer yeast from a catalog, or go for “cherry-cola” with the Rhône 2226. Or just ask the “Yeast Whisperer,” a man with thick sideburns at the Lallemand stand, for the best yeast to meet your “stylistic goals.” (For a Sauvignon Blanc with citrus aromas, use the Uvaferm SVG. For pear and melon, do Lalvin Ba11. For passion fruit, add Vitilevure Elixir.) Kill off microbes with Velcorin (just be careful, because it’s toxic). And preserve the whole thing with sulfur dioxide. When it’s all over, if you still don’t like the wine, just add a few drops of Mega Purple—thick grape-juice concentrate that’s been called a “magical potion.” It can plump up a wine, make it sweeter on the finish, add richer color, cover up greenness, mask the horsey stink of Brett, and make fruit flavors pop. No one will admit to using it, but it ends up in an estimated 25 million bottles of red each year. “Virtually everyone is using it,” the president of a Monterey County winery confided to Wines and Vines magazine. “In just about every wine up to $20 a bottle anyway, but maybe not as much over that.

Danny and the Memories was the band at the root of Crazy Horse. They were a vocal group with Danny Whitten, Ralphie, Billy, and a guy named Ben Rocco. When I recently saw their old video of "Land of a Thousand Dances" on You-Tube, I realized that is is truly the shit. You know, I looked at it maybe twenty times in a row. Even though Danny was amazing and he held the Horse together in the early days, I did not know how great Danny was until I saw this! The moves! What an amazing dancer he was. His presence on that performance is elevating! He is gone, and no one can change that. We will never see and hear where he was going. I am telling you, the world missed one of the greatest when Danny and the Memories did not have a NUMBER ONE smash record back in the day. They were so musical, with great harmonies, and Danny was a total knockout! I am so moved by this that it could make me cry at any time. This is one of those many times when words can't describe the music. Danny and the Memories eventually transformed into the Rockets; they were playing in this old house in Laurel Canyon, and I somehow connected with them while Buffalo Springfield was at the Whiskey. We had a lot of pots jams in the house. Later on I saw Danny and the guys at somebody's house in Topanga. After that I asked if Danny, Billy, and Ralphie would play on a record with me. We did one day, practicing in my Topanga house, and it sounded great. I named the band Crazy Horse and away we went. The Rockets were still together, but this was a different deal. At that time, I thought Danny was a great guitarist and singer. I had no idea how great, though. I just was too full of myself to see it. Now I see it clearly. I wish I could do that again, because more of Danny would be there. I have made an Early Daze record of the Horse, and you can hear a different vocal of "Cinnamon Girl" featuring more of Danny. He was singing the high part and it came through big-time. I changed it so I sang the high part and put that out. That was a big mistake. I fucked up. I did not know who Danny was. He was better than me. I didn't see it. I was strong, and maybe I helped destroy something sacred by not seeing it. He was never pissed off about it. I wasn't like that. I was young, and maybe I didn't know what I was doing. Some things you wish never happened. But we got what we got. I never really saw him a sing and move until I saw that "Land of a Thousand Dances" video. I could watch it over and over. I can't believe it. It's just one of those things. My heart aches for what happened to him. These memories are what make Crazy Horse great today. And now we don't have Briggs, either, for the next record, but we have the spirit and the heart to go on. And we have John Hanlong, taught by Briggs, to engineer this sucker. It will rock and cry. Please let's get to this before life comes knocking again.

Hollerith regarded engineers as backroom boys who worked best when they were left alone. Watson, on the other hand, was quick to chase engineers out of the laboratory and into customers’ offices to find out precisely what functions and features customers needed from their machines.

Human error is not random. It results from basic human mental abilities and physical skills combined with the features of the tools being used, the tasks assigned, and the operating environment.

Split testing often uncovers surprising things. For example, many features that make the product better in the eyes of engineers and designers have no impact on customer behavior.

The launch cycle at Internet companies is markedly different. Launches and rapid iterations are far easier because new features can be rolled out on the server side, rather than requiring software rollout on individual customer workstations.

Just as medieval culture did not manage to square chivalry with Christianity, so the modern world fails to square liberty with equality. But this is no defect. Such contradictions are an inseparable part of every human culture. In fact, they are culture’s engines, responsible for the creativity and dynamism of our species. Just as when two clashing musical notes played together force a piece of music forward, so discord in our thoughts, ideas and values compel us to think, re-evaluate and criticise. Consistency is the playground of dull minds. If tensions, conflicts and irresolvable dilemmas are the spice of every culture, a human being who belongs to any particular culture must hold contradictory beliefs and be riven by incompatible values. It’s such an essential feature of any culture that it even has a name: cognitive dissonance. Cognitive dissonance is often considered a failure of the human psyche. In fact, it is a vital asset. Had people been unable to hold contradictory beliefs and values, it would probably have been impossible to establish and maintain any human culture.

Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas: 1. Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard. 2. Management Even if an executive does a superb job achieving her goals, that doesn’t mean she is building a strong and loyal team. It’s important to understand how well she is managing, even if she is hitting her goals. 3. Innovation It’s quite possible for an executive to hit her goal for the quarter by ignoring the future. For example, a great way for an engineering manager to hit her goals for features and dates is by building a horrible architecture, which won’t even support the next release. This is why you must look beyond the black-box results and into the sausage factory to see how things get made. 4. Working with peers This may not be intuitive at first, but executives must be effective at communicating, supporting, and getting what they need from the other people on your staff. Evaluate them along this dimension.

SETs are the engineers involved in enabling testing at all levels of the Google development process we just described. SETs are Software Engineers in Test. First and foremost, SETs are software engineers and the role is touted as a 100 percent coding role in our recruiting literature and internal job promotion ladders. It’s an interesting hybrid approach to testing that enables us to get testers involved early in a way that’s not about touchy-feely “quality models” and “test plans” but as active participants in designing and creating the codebase. It creates an equal footing between feature developers and test developers that is productive and lends credibility to all types of testing, including manual and exploratory testing that occurs later in the process and is performed by a different set of engineers.

Google has also benefitted from being at the inflection point of software moving from massive client-side binaries with multi-year release cycles to cloud-based services that are released every few weeks, days, or hours.1 This confluence of happy circumstances has endowed us with some similarities to the utopian software development process. Google SWEs are feature developers, responsible for building components that ship to customers. They write feature code and unit test code for those features. Google SETs are test developers, responsible for assisting SWEs with the unit test portion of their work and also in writing larger test frameworks to assist SWEs in writing small and medium tests to assess broader quality concerns. Google TEs are user developers, responsible for taking the users’ perspectives in all things that have to do with quality. From a development perspective, they create automation for user scenarios and from a product perspective, they assess the overall coverage and effectiveness of the ensemble of testing activity performed by the other engineering roles. It is not utopia, but it is our best attempt at achieving it in a practical way where real-world concerns have a way of disrupting best intentions in the most unforeseen and unforgiving way.

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The average efficiency of an internal combustion engine in converting fuel into a car’s forward energy ranges from about 14 to 30 percent. For the electric car, it’s about 90 percent. But the real difficulty for anyone arguing the case for gasoline cars is found in the economics. We are fast approaching a time when gasoline cars will no longer be able to compete with electric cars on price. To date, the number one factor holding Tesla back from offering cheaper cars has been the energy cost per unit of its lithium-ion battery packs, which is why it started by selling only high-end vehicles in which the cost of the battery could be absorbed by the premium price point. Tesla has never revealed exactly how much of its cars’ costs can be attributed to the battery pack, but in 2013, chief technology officer JB Straubel told the MIT Technology Review that it accounts for less than a quarter of the cost of each vehicle—which for the eighty-five kilowatt-hour Model S, at that time, would have put the battery pack somewhere in the $18,000 to $25,000 range (assuming Straubel was factoring feature-rich versions of the car into his calculations). That would have put the cost per kilowatt-hour of the battery pack at anywhere between $210 and $300.

You go to an auto show and see some glamorous and wildly innovative concept car on display and you think, “I’d buy that in a second.” And then five years later, the car finally comes to market and it’s been whittled down from a Ferrari to a Pinto—all the truly breakthrough features have been toned down or eliminated altogether, and what’s left looks mostly like last year’s model. The same sorry fate could have befallen the iPod as well: Ive and Jobs could have sketched out a brilliant, revolutionary music player and then two years later released a dud. What kept the spark alive? The answer is that Apple’s development cycle looks more like a coffeehouse than an assembly line. The traditional way to build a product like the iPod is to follow a linear chain of expertise. The designers come up with a basic look and feature set and then pass it on to the engineers, who figure out how to actually make it work. And then it gets passed along to the manufacturing folks, who figure out how to build it in large numbers—after which it gets sent to the marketing and sales people, who figure out how to persuade people to buy it. This model is so ubiquitous because it performs well in situations where efficiency is key, but it tends to have disastrous effects on creativity, because the original idea gets chipped away at each step in the chain. The engineering team takes a look at the original design and says, “Well, we can’t really do that—but we can do 80 percent of what you want.” And then the manufacturing team says, “Sure, we can do some of that.” In the end, the original design has been watered down beyond recognition. Apple’s approach, by contrast, is messier and more chaotic at the beginning, but it avoids this chronic problem of good ideas being hollowed out as they progress through the development chain. Apple calls it concurrent or parallel production. All the groups—design, manufacturing, engineering, sales—meet continuously through the product-development cycle, brainstorming, trading ideas and solutions, strategizing over the most pressing issues, and generally keeping the conversation open to a diverse group of perspectives. The process is noisy and involves far more open-ended and contentious meetings than traditional production cycles—and far more dialogue between people versed in different disciplines, with all the translation difficulties that creates. But the results speak for themselves.

I will contend that conceptual integrity is the most important consideration in system design. It is better to have a system omit certain anomalous features and improvements, but to reflect one set of design ideas, than to have one that contains many good but independent and uncoordinated ideas.

For it to be successful, the architect must • remember that the builder has the inventive and creative responsibility for the implementation; so the architect suggests, not dictates; • always be prepared to suggest a way of implementing anything he specifies, and be prepared to accept any other way that meets the objectives as well; • deal quietly and privately in such suggestions; • be ready to forego credit for suggested improvements. Normally the builder will counter by suggesting changes to the architecture. Often he is right—some minor feature may have unexpectedly large costs when the implementation is worked out.

You know, we’re struggling, too. We’ve never had so many problems hitting our ship dates. My engineers keep getting pulled off of feature development to handle escalations when things break. And deployments keep taking longer and longer. What used to take ten minutes to deploy starts taking an hour. Then a full day, then an entire weekend, then four days. I’ve even got some deployments that are now taking over a week to complete.

Any product, service, or piece of technology that you acquire comes with instructions, options, and features that someone else – an engineer – designed before it ever made its way to you.

Chuck Rossi, Director of Release Engineering at Facebook, described, “All the code supporting every feature we’re planning to launch over the next six months has already been deployed onto our production servers. All we need to do is turn it on.

Current theories regarding the function and construction of the pyramid fall short. A credible theory would have to explain the following conditions found inside the Great Pyramid: -The selection of granite as the building material for the King's Chamber. It is evident that in choosing granite, the builders took upon themselves an extremely difficult task. -The presence of four superfluous chambers above the King's Chamber. -The characteristics of the giant granite monoliths that were used to separate these so-called "construction chambers." -The presence of exuviae, or the cast-off shells of insects, that coated the chamber above the King's Chamber, turning those who entered black. -The violent disturbance in the King's Chamber that expanded its walls and cracked the beams in its ceiling but left the rest of the Great Pyramid seemingly undisturbed. -The fact that the guardians were able to detect the disturbance inside the King's Chamber, when there was little or no exterior evidence of it. -The reason the guardians thought it necessary to smear the cracks in the ceiling of the King's Chamber with cement. -The fact that two shafts connect the King's Chamber to the outside. -The design logic for these two shafts—their function, dimensions, features, and so forth.

Fixing a bug is much like adding a new feature: the presence of the bug suggests that a case was missing from the initial test suite, and the bug fix should include that missing test case.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

Page 117: Assimilation takes place in the spheres of religion and language most easily and is most successful among people who are culturally similar to the dominant group. When race is the distinguishing feature, assimilation efforts become irrelevant.

A good programming language should have features that make the kind of people who use the phrase “software engineering” shake their heads disapprovingly.

Have a running list of the most frequent features you tend to show during a demonstration. For each feature, try to find a customer story that factually proves how that functionality works and the benefits that customer experienced when adopting that feature.

A wonderful feature of engineering by evolution," [Frances] Arnold said when accepting the Nobel Prize, "is that solutions come first; an understanding of the solutions may or may not come later."...As our knowledge about the universe expands, an engineer will always be out front, working in the penumbra of understanding. Because advances don't remove uncertainty. They simply move the borderline between certainty and uncertainty.

A second representative question is, Can you position your company where the forces are weakest? Consider the strategy developed by heavy-truck maker Paccar. This is another industry with an uninviting structure: There are many big, powerful buyers who operate large fleets of trucks; they are price sensitive because trucks represent a large piece of their costs. Rivalry is based on price because (a) the industry is capital intensive, with cyclical downturns, and (b) most trucks are built to regulated standards and therefore look the same. On the supplier side, unions exercise considerable power, as do the large independent suppliers of engines and drive train components. Truck buyers face substitutes for their services (rail, for example), which puts an overall cap on truck prices. Between 1993 and 2007, the industry average return on invested capital (ROIC) was 10.5 percent. Yet over the same period Paccar, a company with about 20 percent of the North American heavy-truck market, earned 31.6 percent. Paccar has developed a positioning within this difficult industry where the forces are the weakest. Its target customer is the individual owner-operator, the guy whose truck is his home away from home. This customer will pay more for the status conferred by Paccar’s Kenworth and Peterbilt brands and for the ability to add a slew of custom features such as a luxurious sleeper cabin or plush leather seats.

Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.

Moving from “features” to “benefits” and then to “value” often confuses people, particularly folks who come from a technical background. An engineer by training, I often viewed features and the benefits derived from those features as interchangeable early in my career. For many consumer technical products, features are presented as valuable in their own right—but only because we do the translation to value automatically in our heads. For example, phone makers have often represented the quality of their cameras by talking about the number of megapixels. Consumers have been trained to translate megapixels to photo quality and therefore believe that cameras with more megapixels take better photos. Digging a bit deeper, the value of “better photos” for most consumers means sharper, more detailed images when printed or zoomed in.

In software development, engineers are often pressured to deliver features instead of fixing defects, addressing reliability issues, or working on internal improvement projects. As a result, so called “technical debt”§§ adds up, leading to more complex problems that are increasingly difficult to solve. Consequently, Marty Cagan, a product expert who has trained generations of product leaders on building software products that customers love, stresses the importance for product and engineering leaders to allocate at least 20% of engineering’s time to proactively fix issues before they snowball into catastrophic ones, such as having to “rewrite the entire codebase from scratch.

The core product team at most modern tech companies is called the triad: Engineer (or Tech Lead), Designer, and Product Manager. Engineers are responsible for the technical solution. They'll plan the data structures and algorithms that will make things fast, scalable, and maintainable. They'll write the code and tests. Designers are responsible for the solution from the user experience perspective. What will it look like? What are the flows, screens, and buttons? They'll make mockups or prototypes of how the feature should work. Product managers are responsible for selecting and defining which problems the team is going to solve, then ensuring the team solves them. They'll define what success looks like, and plan how to get there.

She might simply have done what Tekla did, and created versions of herself modified for certain traits associated with athleticism. Instead, having become fascinated by the odd detail in her genetic report, she had embarked on a program to reawaken the Neanderthal DNA that, or so she imagined, had been slumbering in her and her ancestors’ nuclei for tens of thousands of years. It was a somewhat insane idea, and in any case she didn’t have enough Neanderthal in her to make it feasible, but she did produce a race of people with vaguely Neanderthal-like features, and in later centuries the processes of Caricaturization, Isolation, and Enhancement—which had affected all the races to some extent—had wrought especially pronounced changes on this subrace. Gene sequences taken from the toe of an actual Neanderthal skeleton, found on Old Earth and sequenced before Zero, were put to use. Old Earth paleontology journals had been data-mined for stats on bone length and muscle attachment so that those could be hard-coded into the Neoander wetware. The man sitting at the end of the table was the artificial product of breeding and of genetic engineering, but, had he been sent back in time to prehistoric Europe, he would have been indistinguishable, at least in his outward appearance, from genuine Neanderthals. The creation of the new race had happened incrementally, over centuries. By the time Neoanders existed it was too late to bother with the trifling ethical question of whether it was really a good thing to have created them. During their slow differentiation from the other races they had developed a history and a culture of their own, of which they were as proud as any other ethnic group. Not surprisingly, much of that history was about their relationship with Teklans, which was, as foreordained, largely combative. At its most simple-minded and stupidly reductionist bones, the Teklan side of the story was that Neoanders were dangerous ape-men brought into existence by a crazy Eve as a curse upon the other six races. The Neoander side had it that Teklans were what Hitler would have produced if he’d had genetic engineering labs, and that it was a damned good thing that Eve Aïda had had the foresight to produce a countervailing force of earthy, warm, but immensely strong and dangerous protectors. Much of this combative relationship had become irrelevant as the tactical landscape had become dominated by katapults and ambots, and physical strength had become less important to the outcome of fights. But the old primordial animus remained, and explained why Beled’s immediate response, upon entering a room that contained a Neoander, was to make himself ready for hand-to-hand combat. Doc chose to ignore this. If he even notices, Kath Two thought, but she was pretty sure Doc noticed everything. “Beled, Kath, I do not believe you have met Langobard.” It was a fairly common Aïdan name. “Bard for short,” Langobard offered. “Langobard, may I present Beled Tomov and Kath Amalthova Two.

Just as medieval culture did not manage to square chivalry with Christianity, so the modern world fails to square liberty with equality. But this is no defect. Such contradictions are an inseparable part of every human culture. In fact, they are the engines of cultural development, responsible for the creativity and dynamism of our species. Discord in our thoughts, ideas and values compel us to think, reevaluate and criticise. Consistency is the playground of dull minds. Can you name a single great work of art which is not about conflict? If tensions, conflicts and irresolvable dilemmas are the spice of every culture, a human being who belongs to any particular culture must hold contradictory beliefs and be riven by incompatible values. It’s such an essential feature of any culture that it even has a name: cognitive dissonance. Cognitive dissonance is often considered a failure of the human psyche. In fact, it is a vital asset. Had people been unable to hold contradictory beliefs and values, it would probably have been impossible to establish and maintain any human culture.

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Global Talent Visa programs around the world: Opportunities similar to Australia's Global Talent Visa Many countries have created programs like Australia's Global Talent Visa as they compete for the best talent to drive economic growth and innovation. These initiatives seek to attract highly skilled workers from a range of industries and provide them with opportunities to live and work in a foreign country. This blog will explore a number of nations with comparable visa policies and highlight their distinctive features, benefits and application procedures if you are considering opportunities outside of Australia. 1. United Kingdom: Global Talent Visa People who have been recognized as leaders or have the potential to be leaders in disciplines like science, engineering, the humanities, medicine, digital technology, and the arts are eligible for the UK Global Talent Visa. Compared to other visa categories, this one has less limits on the successful applicant's ability to live and work in the UK. Key Features: Endorsement required: Applicants must secure endorsement from a recognized body in their field such as UK Research and Innovation or the Royal Society. Flexible work options: Visa holders can work for themselves, start a business or work for any employer in the UK. Processing Path: After three years (or two years for exceptional talent), visa holders can apply for indefinite leave to remain leading to permanent residence. Application process: Get support: Gather evidence of your achievements and submit your application to the approving body. Submitting your visa application: Once confirmed, complete your visa application online and provide the necessary documentation. 2. Canada: Global Talent Stream The Global Talent Stream is part of Canada's Temporary Foreign Worker Program, which aims to attract highly skilled talent in specific occupations. This program is especially beneficial for technology companies that want to hire specialized workers quickly. Key Features: Two categories: Category A: For employers who have been referred by a Designated Partner and are hiring unique talent. Category B: For employers looking to fill positions in high-demand occupations on Canada's Global Talent Occupations List. Expedited processing: Applications are processed within two weeks, making it an attractive option for businesses. Application process: Employer application: Employers must apply for a labor market benefits plan and demonstrate that they need a foreign worker. Worker Application: Once approved, the foreign worker can apply for a work permit. 3. United States of America: Employment-Based Immigration (EB-2 and EB-1 Visas) In the US, the EB-2 and EB-1 visas are for highly skilled individuals. The EB-1 visa is for individuals with exceptional ability, while the EB-2 is for individuals with advanced education or exceptional ability. Key Features: EB-1 Visa: Does not require a job offer, allows self-petition for individuals with exceptional ability in their field. EB-2 Visa: Requires a job offer, but individuals with exceptional ability can apply for a National Interest Waiver (NIW), which allows them to submit their own application. Permanent Residency: Both types of visas provide a pathway to permanent residence in the US. Application process: Eligibility Determination: Assess which visa category you are eligible for based on your qualifications and achievements. File Petition: Submit Form I-140 for EB-1 or EB-2, including supporting documentation. Apply for adjustment of status: If you are already in the US, you can apply for adjustment of status to become a permanent resident. 4. Germany: EU Blue Card The German EU Blue Card is designed to attract highly skilled workers from countries outside the European Union. This program aims to fill labor shortages in specific sectors and provides an attractive option for professionals who want to work in Germany.

It does not matter how good a presenter you are, if you can't address the fundamental features of the product you are demonstrating you are dead in the water.

Leonardo da Vinci was a man of mottoes. One of them was saper vedere, “to know how to see.” As we mentioned before, the artist-engineer thought many people knew how to look but few knew how to see. This reminds us of Truman Capote’s admonishment that what Jack Kerouac did was typing, not writing—for writing was much more refined than On the Road. Literary criticism aside, what is it to properly see? How did da Vinci see? As Daniel Gelb reports, da Vinci’s Codex on the Flight of Birds featured observations of the movement of birds’ wings so hyper-detailed that they couldn’t be confirmed until the invention of slow-motion film.4 To put it in the parlance of contemporary business-speak, that’s one hell of a core competency, and his observational prowess animated all of his work across the various domains he explored. For da Vinci, sight was the medium, the aperture, or the platform, from which his value would spring.

The Five Whys The "Five Whys" is another lean manufacturing tool pioneered by Toyota. When faced with a problem, the first answer will likely be superficial and fail to address the root cause. Asking "why?" five times in succession can help get to the root of the problem. For example, a software company releases a new product feature that caused its service to fail: Why did the service fail? Because a particular server failed. Why did the server fail? Because an obscure subsystem was used in the wrong way. Why was it used in the wrong way? The engineer didn't know how to use it properly. Why didn't he know? Because he was never trained. Why wasn't he trained? Because his manager doesn't believe in training because he and his team are "too busy." Without the Five Whys, most companies would stop at the first question, fix the server and move on. However, pursuing the five whys reveals the root cause which is the manager's negative attitude on training. Without fixing the training problem, issues like this would probably happen again. Note that the process of five whys typically moves the focus from a technical fault towards human error.

The science of lubrication, friction and wear is called tribology and is a branch of mechanical engineering. Tribologists are employed by lubricant companies, bearing manufacturers, vehicle brake manufacturers and just about anywhere you can expect to solve a problem of friction and wear. Tribologists agree that the best lubricant for roller chains is viscous oil, not wax, graphite, or silicone. Yet, you’ll often find a new chain lubricant on the market that promises an improvement (they never say over what) and that chains will not suffer the same side effects as when lubricated with oil. Approach these products with sceptical caution. If the manufacturer uses words like “dry”, “wax”, and/or ”clean”, it is probably not a quality chain lubricant. Its sole redeeming feature may be that it doesn’t turn black with use, itself a sign of poor lubrication. We’ll discuss discolouration of the oil in due course.

The reality is that an innovation initiative must be executed by a partnership that somehow bridges the hostilities—a partnership between a dedicated team and what we call the performance engine, the unit responsible for sustaining excellence in ongoing operations. Granted, such an arrangement seems, at first glance, improbable. But to give up on it is to give up on innovation itself.

A user can also depersonalize search results by performing her search query, and then appending &pws=0 to the end of the search page URL and reloading the page. Note, this works only if she has turned off Google Instant (Google’s feature of showing results instantly as the user types).

Knowing your product is in fact understanding not only the features, the eye candy and the functions — but moreover why your client should use them and even deeper, what benefit they provide.

One of my colleagues in the cellular-telephone business was complaining about how the engineers had made cell phones hard to use by packing in so many rarely used features. She said that cell phones were "wet dogs." When I inquired about her metaphor, she explained, "You have to really love a wet dog a lot to want to carry it around.

These groups were a new kind of vehicle: a hive or colony of close genetic relatives, which functioned as a unit (e.g., in foraging and fighting) and reproduced as a unit. These are the motorboating sisters in my example, taking advantage of technological innovations and mechanical engineering that had never before existed. It was another transition. Another kind of group began to function as though it were a single organism, and the genes that got to ride around in colonies crushed the genes that couldn’t “get it together” and rode around in the bodies of more selfish and solitary insects. The colonial insects represent just 2 percent of all insect species, but in a short period of time they claimed the best feeding and breeding sites for themselves, pushed their competitors to marginal grounds, and changed most of the Earth’s terrestrial ecosystems (for example, by enabling the evolution of flowering plants, which need pollinators).43 Now they’re the majority, by weight, of all insects on Earth. What about human beings? Since ancient times, people have likened human societies to beehives. But is this just a loose analogy? If you map the queen of the hive onto the queen or king of a city-state, then yes, it’s loose. A hive or colony has no ruler, no boss. The queen is just the ovary. But if we simply ask whether humans went through the same evolutionary process as bees—a major transition from selfish individualism to groupish hives that prosper when they find a way to suppress free riding—then the analogy gets much tighter. Many animals are social: they live in groups, flocks, or herds. But only a few animals have crossed the threshold and become ultrasocial, which means that they live in very large groups that have some internal structure, enabling them to reap the benefits of the division of labor.44 Beehives and ant nests, with their separate castes of soldiers, scouts, and nursery attendants, are examples of ultrasociality, and so are human societies. One of the key features that has helped all the nonhuman ultra-socials to cross over appears to be the need to defend a shared nest. The biologists Bert Hölldobler and E. O. Wilson summarize the recent finding that ultrasociality (also called “eusociality”)45 is found among a few species of shrimp, aphids, thrips, and beetles, as well as among wasps, bees, ants, and termites: In all the known [species that] display the earliest stages of eusociality, their behavior protects a persistent, defensible resource from predators, parasites, or competitors. The resource is invariably a nest plus dependable food within foraging range of the nest inhabitants.46 Hölldobler and Wilson give supporting roles to two other factors: the need to feed offspring over an extended period (which gives an advantage to species that can recruit siblings or males to help out Mom) and intergroup conflict. All three of these factors applied to those first early wasps camped out together in defensible naturally occurring nests (such as holes in trees). From that point on, the most cooperative groups got to keep the best nesting sites, which they then modified in increasingly elaborate ways to make themselves even more productive and more protected. Their descendants include the honeybees we know today, whose hives have been described as “a factory inside a fortress.”47

Professor Jaenisch and his colleagues created mice carrying a genetically engineered version of the X Inactivation Centre (an X Inactivation Centre transgene). This was 450kb in size, and included the Xist gene plus other sequences on either side. They inserted this into an autosome (non-sex chromosome), created male mice carrying this transgene, and studied ES cells from these mice. The male mice only contained one normal X chromosome, because they have the XY karyotype. However, they had two X Inactivation Centres. One was on the normal X chromosome, and one was on the transgene on the autosome. When the researchers differentiated the ES cells from these mice, they found that Xist could be expressed from either of the X Inactivation Centres. When Xist was expressed, it inactivated the chromosome from which it was expressed, even if this was the autosome carrying the transgene16. These experiments showed that even cells that are normally male (XY) can count their X chromosomes. Actually, to be more specific, it showed they could count their X Inactivation Centres. The data also demonstrated that the critical features for counting, choosing and initiation were all present in the 450kb of the X Inactivation Centre around the Xist gene.

As I listened to their lengthy objections, it became clear to me that the features the engineers wanted to add all came from Loudcloud requirements. As painful as it might be, I knew that we had to get into the broader market in order to understand it well enough to build the right product. Paradoxically, the only way to do that was to ship and try to sell the wrong product. We would fall on our faces, but we would learn fast and do what was needed to survive.

a temporary solution to the city’s sectarian bloodletting. Now they were a permanent feature of its geography—indeed, their number, length, and scale had actually increased since the signing of the Good Friday accords. On Springfield Road the barricade was a transparent green fence about ten meters in height. But on Cupar Way, a particularly tense part of the Ardoyne, it was a Berlin Wall–like structure topped by razor wire. Residents on both sides had covered it in murals. One likened it to the separation fence between Israel and the West Bank. “Does this look like peace to you?” asked Keller. “No,” answered Gabriel. “It looks like home.” Finally, at half past one, Keller turned into Stratford Gardens. Number 8, like its neighbors, was a two-level redbrick house with a white door and a single window on each floor. Weeds flourished in the forecourt; a green rubbish bin lay toppled by the wind. Keller pulled to the curb and switched off the engine.

Vanity metrics wreak havoc because they prey on a weakness of the human mind. In my experience, when the numbers go up, people think the improvement was caused by their actions, by whatever they were working on at the time. That is why it’s so common to have a meeting in which marketing thinks the numbers went up because of a new PR or marketing effort and engineering thinks the better numbers are the result of the new features it added. Finding out what is actually going on is extremely costly, and so most managers simply move on, doing the best they can to form their own judgment on the basis of their experience and the collective intelligence in the room. Unfortunately, when the numbers go down, it results in a very different reaction: now it’s somebody else’s fault. Thus, most team members or departments live in a world where their department is constantly making things better, only to have their hard work sabotaged by other departments that just don’t get it. Is it any wonder these departments develop their own distinct language, jargon, culture, and defense mechanisms against the bozos working down the hall? Actionable metrics are the antidote to this problem. When cause and effect is clearly understood, people are better able to learn from their actions. Human beings are innately talented learners when given a clear and objective assessment.

Good product managers focus the team on revenue and customers. Bad product managers focus the team on how many features competitors are building. Good product managers define good products that can be executed with a strong effort. Bad product managers define good products that can’t be executed or let engineering build whatever they want (that is, solve the hardest problem).

was many of the changes that Musk wanted that started to delay the Roadster. Musk kept pushing for the car to be more comfortable, asking for alterations to the seats and the doors. He made the carbon-fiber body a priority, and he pushed for electronic sensors on the doors so that the Roadster could be unlocked with the touch of a finger instead of a tug on a handle. Eberhard groused that these features were slowing the company down, and many of the engineers agreed. “It felt at times like Elon was this unreasonably demanding overarching force,” said Berdichevsky. “The company as a whole was sympathetic to Martin because he was there all the time, and we all felt the car should ship sooner.

The Model S also offered a way to fix issues in a manner that people had never before encountered with a mass-produced car. Some of the early owners complained about glitches like the door handles not popping out quite right or their windshield wipers operating at funky speeds. These were inexcusable flaws for such a costly vehicle, but Tesla typically moved with clever efficiency to address them. While the owner slept, Tesla’s engineers tapped into the car via the Internet connection and downloaded software updates. When the customer took the car out for a spin in the morning and found it working right, he was left feeling as if magical elves had done the work. Tesla soon began showing off its software skills for jobs other than making up for mistakes. It put out a smartphone app that let people turn on their air-conditioning or heating from afar and to see where the car was parked on a map. Tesla also began installing software updates that imbued the Model S with new features. Overnight, the Model S sometimes got new traction controls for hilly and highway driving or could suddenly recharge much faster than before or possess a new range of voice controls. Tesla had transformed the car into a gadget—a device that actually got better after you bought it. As Craig Venter, one of the earliest Model S owners and the famed scientist who first decoded man’s DNA, put it, “It changes everything about transportation. It’s a computer on wheels.” The

Winners throw out the traditional product management and introduction processes they learned at existing companies. Instead, they combine agile engineering and Customer Development to iteratively build, test and search for a business model, turning unknowns into knowns. Winners also recognize their startup “vision” as a series of untested hypotheses in need of “customer proof.” They relentlessly test for insights, and they course-correct in days or weeks, not months or years, to preserve cash and eliminate time wasted on building features and products that customers don’t want.

Harvard economist Theodore Levitt was the first authority to write about what he called the total product.2 A total product has four dimensions that marketers, executives, and support people need to understand if they want customers to appreciate the value of what they are selling:   1.Generic What your product is — software, a suitcase, etc. 2.Expected The essential features and benefits the product must provide, e.g., a refrigerator has to cool food. 3.Value-Added Features and benefits that exceed customer expectations. 4.Potential Future enhancements to value based on what customers want. Levitt’s thinking was daring but limited because it focused on features and benefits but not the overall customer experience. Then in 1999, Geoffrey A. Moore took Levitt’s ideas to the next logical level with his book, Crossing the Chasm. According to Moore, the way to create a “whole” product is to think through both your customer’s problems and solutions. It’s not enough to address the core product — you have to think about everything needed to get your customer from consideration to an imperative to buy. This can be everything from the installation of the product to training to procedural standards to integrations, whether they are provided by your company or achieved using partners.3 “The product is the complete experience and the relationship you and the customer share.” Moore moved beyond features and benefits — bigger iPhones with higher camera resolution — to something else: Being the solution to customers’ problems. Doing that requires more than visionary engineers and brilliant designers. It means getting to know your customers, learning what they care about, and learning to care about them. That’s why Moore is the grandfather of the CPE.

As far back as April, 1969, Spectrum, a publication of the prestigious Institute of Electrical and Electronics Engineers, featured

Like other living cre a t u res, plants' structural characteristics are encoded in the DNA in their cells. In other words, how a plant will re p roduce, how it will breathe, how it will come by its nutrients, its colour, smell, taste, the amount of sugar in it, and other such information, is without exception to be found in all of that plant's cells. The cells in the roots of the plant possess the knowledge of how the leaves will carry out photosynthesis, and the cells in the leaves possess the knowledge of how the roots will take water from the soil. In short, there exist a code and a blueprint for the formation of a complete new plant in every extension that leaves a plant. All the features of the mother plant, based on its inbuilt genetic information, are to be found, complete, down to the last detail in every cell of every little part that splits off from it. So, in that case, how and by whom was the information that can form a complete new plant installed in every part of the plant? The probability of all the information being totally complete and the same inside every cell of a plant cannot be attributed to chance. Nor can it be attributed to the plant itself, or the minerals in the soil that carry out this process. These are all parts of the system which make up the plant. Just as it takes a factory engineer to program production line robots, since the robots cannot come by the instructions themselves, so there must be some being which gives to plants the necessary formula for growth and re p roduction, since the plants, like the robots, cannot acquire these by themselves. It is, of course God who implanted the necessary information in the plants' cells, as in all other living things in the world. It is He who without any doubt created everything in complete form, and who is aware of all creation. God draws attention to this truth in several holy verses: He created the seven heavens one above the other. You will find no flaw in the creation of the All-Merciful. Look again-do you see any gaps? Then look again and again. Your eyes will become dazzled and exhausted. (Surat al-Mulk: 3-4) Do you not see that God sends down water from the sky and then in the morning the earth is covered in green? God is All-Subtle, AllAware. (Surat al-Hajj: 63)

The fullest account we have of Oannes is found in surviving fragments of the works of a Babylonian priest called Berossos who wrote in the third century BC. [...] Oannes did not do his work alone but was supposedly the leader of a group of beings known as the Seven Apkallu--the "Seven Sages"--who were said to have lived "before the flood" (a cataclysmic global deluge features prominently in many Mesopotamian traditions, including those of Sumer, Akkad, Assyria and Babylon). Alongside Oannes, these sages are portrayed as bringers of civilization who, in the most ancient past, gave humanity a moral code, arts, crafts and agriculture and taught them architectural, building and engineering skills.

Nir elaborates in this post: TriggerThe trigger is the actuator of a behavior — the spark plug in the engine. Triggers come in two types: external and internal. Habit-forming technologies start by alerting users with external triggers like an email, a link on a web site, or the app icon on a phone. ActionAfter the trigger comes the intended action. Here, companies leverage two pulleys of human behavior – motivation and ability. This phase of the Hook draws upon the art and science of usability design to ensure that the user acts the way the designer intends. Variable RewardVariable schedules of reward are one of the most powerful tools that companies use to hook users. Research shows that levels of dopamine surge when the brain is expecting a reward. Introducing variability multiplies the effect, creating a frenzied hunting state, activating the parts associated with wanting and desire. Although classic examples include slot machines and lotteries, variable rewards are prevalent in habit-forming technologies as well. InvestmentThe last phase of the Hook is where the user is asked to do bit of work. The investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all commitments that improve the service for the user. These investments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the Hook. We’ve found this model (and the accompanying book) to be a great starting point for a customer acquisition and retention strategy.

same squad.” “Maybe,” said Robie. “But I’m not convinced.” Vance eyed his car. “You think it’s okay to get in it?” “I told you about the special features. But if it makes you feel any better I’ll get in first and start it up.” “Robie, you don’t have to do that. We’re in this together.” “And because we’re in this together, I do have to do it. No sense in all of us going up in the same flame ball.” They waited at the corner while he unlocked the car and got in. Vance and Julie tensed noticeably when he started the engine. When nothing happened, they both let out long breaths at the same time. He drove to the corner and they climbed in. “Now where?” asked Vance. “Back to our little HQ, compare notes, think it through, and come up with new leads.” “I don’t see anything to think through,” grumbled Julie. “You’d be surprised,” replied Robie. “Well, let’s hope we’re surprised,” said Vance. “Because I don’t see any daylight in all this either.” Traffic was just as bad heading west and it was well over ninety minutes later before they were seated at the table in the farmhouse kitchen staring at each other. They’d grabbed some burgers and fries on the way back and had eaten in the car. But while their bellies were full, their heads were still empty of any promising leads. “Okay, let’s go through it again,” said Robie. “Do we have to?” said Julie. “It seems like a waste of time.” “Most of investigative work can be a waste of time. But