Hacker Best Quotes

The last thing I want to do is find my way back to myself when I've already found the best part of myself in her.

Trans” may work well enough as shorthand, but the quickly developing mainstream narrative it evokes (“born in the wrong body,” necessitating an orthopedic pilgrimage between two fixed destinations) is useless for some—but partially, or even profoundly, useful for others? That for some, “transitioning” may mean leaving one gender entirely behind, while for others—like Harry, who is happy to identify as a butch on T—it doesn’t? I’m not on my way anywhere, Harry sometimes tells inquirers. How to explain, in a culture frantic for resolution, that sometimes the shit stays messy? I do not want the female gender that has been assigned to me at birth. Neither do I want the male gender that transsexual medicine can furnish and that the state will award me if I behave in the right way. I don’t want any of it. How to explain that for some, or for some at some times, this irresolution is OK—desirable, even (e.g., “gender hackers”)—whereas for others, or for others at some times, it stays a source of conflict or grief? How does one get across the fact that the best way to find out how people feel about their gender or their sexuality—or anything else, really—is to listen to what they tell you, and to try to treat them accordingly, without shellacking over their version of reality with yours?

Here, as so often, the best defense is a good offense. If you can develop technology that’s simply too hard for competitors to duplicate, you don’t need to rely on other defenses. Start by picking a hard problem, and then at every decision point, take the harder choice.

The best way to predict the future is to invent it.

In other words, the future might belong to people who can best partner and collaborate with computers.

The difference between design and research seems to be a question of new versus good. Design doesn't have to be new, but it has to be good. Research doesn't have to be good, but it has to be new. I think these two paths converge at the top: the best design surpasses its predecessors by using new ideas, and the best research solves problems that are not only new, but worth solving. So ultimately design and research are aiming for the same destination, just approaching it from different directions.

people [who are] thinking about things other than making the best product, never make the best product.

Hacking is like sex, you need breath, in the last step, you feel incredible pleasure and the best time to practice it is at night.

I know he’s an assassin and I’m just his bizarre hacker partner in crime, but he is . . . different. More than a friend. In fact, if we weren’t in the situation we were in, I’d call him my best friend. No one else ever takes care to make sure that I’m comfortable like he does. It’s small things that tell me he’s thinking of me and my quirks even when I’m not in my own head. No one, not even my brother Daniel, is so attuned to my needs.

This is why so many of the best programmers are libertarians. In our world, you sink or swim, and there are no excuses. When those far removed from the creation of wealth — undergraduates, reporters, politicians — hear that the richest 5% of the people have half the total wealth, they tend to think injustice! An experienced programmer would be more likely to think is that all? The top 5% of programmers probably write 99% of the good software.

He kept asking Kay and others for an assessment of “trends” that foretold what the future might hold for the company. During one maddening session, Kay, whose thoughts often seemed tailored to go directly from his tongue to wikiquotes, shot back a line that was to become PARC’s creed: “The best way to predict the future is to invent it.”60

A great programmer, on a roll, could create a million dollars worth of wealth in a couple weeks. A mediocre programmer over the same period will generate zero or even neg- ative wealth (e.g. by introducing bugs). This is why so many of the best programmers are libertarians.

The most successful endeavors in the digital age were those run by leaders who fostered collaboration while also providing a clear vision. Too often these are seen as conflicting traits: a leader is either very inclusive or a passionate visionary. But the best leaders could be both. Robert

First Google built a superior product. Then it built excitement by making it invite-only. And by steadily increasing the number of invites allowed to its existing user base, Gmail spread from person to person until it became the most popular, and in many ways the best, free e-mail service. Enormous

Many great thinkers are said to be misanthropes, usually because they did not embrace all people around them as the greatest thing since sliced bread (which is actually a terrible thing: it massively reduces flavor if you keep it more than a day, which the shipping process by very nature imposes). This enables us to write off their opinions as “subjective,” with an airy wave of our hand and the all-knowing proclamation, “You know he was a misanthrope” or “Her misanthropy kept her from knowing the good in humanity.” This dismissive outlook is designed to protect the meek among us, who might be offended by the knowledge that recreational heroin use is actually a somewhat illogical outlook (to avoid absolute categories, we say “for most,” since for some people, dying of heroin addiction is the best solution). Misanthropy goes into the file with evil, terrorists, hackers, Nazis, pot smokers and Montana cabin-dwellers – people who have rejected society, and thus cannot be trusted.

Good telling of human stories is the best way to keep the Internet and the World Wide Web from becoming a waste vastland.

Money is not the greatest of motivators,” Torvalds said. “Folks do their best work when they are driven by passion.

The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.

-- it's rapidly turning into an us versus them scenario. And it's all but assured that someone is going to fall into the mass graves that corporate America is digging.

a leader is either very inclusive or a passionate visionary. But the best leaders could be both.

the best semiconductor engineers in the country

Never still believe that your browser has the best security quality Even the earth’s best browser is lately affected with CVE 2019-5786

they were the same smart-aleck, know-it-all, best-hackers-in-the-Sleep, teenage troublemakers they’d always been.

the future might belong to people who can best partner and collaborate with computers.

During one maddening session, Kay, whose thoughts often seemed tailored to go directly from his tongue to wikiquotes, shot back a line that was to become PARC’s creed: “The best way to predict the future is to invent it.”60

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

A lot of hackers shoot from the hip. It's true that you need to be flexible. But planning and practice will give you the best results. Line up each domino perfectly beforehand so, as soon as you touch the first, the others fall down in exactly the way you want them.

Eric Ries, author of The Lean Startup, explains that the best way to get to Product Market Fit is by starting with a “minimum viable product” and improving it based on feedback—as opposed to what most of us do, which is to try to launch publicly with what we think is our final, perfected product. Today,

In almost any group of people you’ll find hierarchy. When groups of adults form in the real world, it’s generally for some common purpose, and the leaders end up being those who are best at it. The problem with most schools is, they have no purpose. But hierarchy there must be. And so the kids make one out of nothing.

Torvalds explained. “When people trust you, they take your advice.” He also realized that leaders in a voluntary collaborative have to encourage others to follow their passion, not boss them around. “The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.

Wences had first learned about Bitcoin in late 2011 from a friend back in Argentina who thought it might give Wences a quicker and cheaper way to send money back home. Wences’s background in financial technology gave him a natural appreciation for the concept. After quietly watching and playing with it for some time, Wences gave $100,000 of his own money to two high-level hackers he knew in eastern Europe and asked them to do their best to hack the Bitcoin protocol. He was especially curious about whether they could counterfeit Bitcoins or spend the coins held in other people’s wallets—the most damaging possible flaw. At the end of the summer, the hackers asked Wences for more time and money. Wences ended up giving them $150,000 more, sent in Bitcoins. In October they concluded that the basic Bitcoin protocol was unbreakable, even if some of the big companies holding Bitcoins were not. By

The first rule for such a situation is to make decisions like an engineer, based on technical merit rather than personal considerations. “It was a way of getting people to trust me,” Torvalds explained. “When people trust you, they take your advice.” He also realized that leaders in a voluntary collaborative have to encourage others to follow their passion, not boss them around. “The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.” Such a leader knows how to empower groups to self-organize.

When this parable has been put to white students, most seemed to feel that it would not be out of place to ask for $1 million for each future year they would be living as a black American. And this calculation conveys, as well as anything, the value that white people place on their own skin. Indeed, to be white is to possess a gift whose value can be appreciated only after it has been taken away. And why ask for so large a sum? Surely this needs no detailing. The money would be used, as best it could, to buy protection from the discriminations and dangers white people know they would face once they were perceived to be black.

This is the kind of possibility that the pointy-haired boss doesn’t even want to think about. And so most of them don’t. Because, you know, when it comes down to it, the pointy-haired boss doesn’t mind if his company gets their ass kicked, so long as no one can prove it’s his fault. The safest plan for him personally is to stick close to the center of the herd. Within large organizations, the phrase used to describe this approach is “industry best practice.” Its purpose is to shield the pointy-haired boss from responsibility: if he chooses something that is “industry best practice,” and the company loses, he can’t be blamed. He didn’t choose, the industry did.

Take Evernote, a start-up that offers productivity and organization software, which made the companywide decision to delay spending even a penny on marketing for the first several years of its growth. As Evernote’s founder, Phil Libin, told a group of entrepreneurs in a now-classic talk, “People [who are] thinking about things other than making the best product, never make the best product.” So Evernote took “marketing” off the table and instead poured that budget into product development. This undoubtedly slowed brand building at first—but it paid off. Why? Because Evernote is far and away the most superior productivity and note-taking application on the planet. Today, it practically markets itself.

then “man-computer symbiosis,” as Licklider called it, will remain triumphant. Artificial intelligence need not be the holy grail of computing. The goal instead could be to find ways to optimize the collaboration between human and machine capabilities—to forge a partnership in which we let the machines do what they do best, and they let us do what we do best. SOME LESSONS FROM THE JOURNEY Like all historical narratives, the story of the innovations that created the digital age has many strands. So what lessons, in addition to the power of human-machine symbiosis just discussed, might be drawn from the tale? First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses.

Livingston: Some aspects of business turned out to be less of a mystery than you had thought. What did you find you were better at than you thought? Graham: I found I could actually sell moderately well. I could convince people of stuff. I learned a trick for doing this: to tell the truth. A lot of people think that the way to convince people of things is to be eloquent—to have some bag of tricks for sliding conclusions into their brains. But there's also a sort of hack that you can use if you are not a very good salesman, which is simply tell people the truth. Our strategy for selling our software to people was: make the best software and then tell them, truthfully, "this is the best software." And they could tell we were telling the truth. Another advantage of telling the truth is that you don't have to remember what you've said. You don't have to keep any state in your head. It's a purely functional business strategy. (Hackers will get what I mean.)

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The people are pieces of software called avatars. They are the audiovisual bodies that people use to communicate with each other in the Metaverse. Hiro's avatar is now on the Street, too, and if the couples coming off the monorail look over in his direction, they can see him, just as he's seeing them. They could strike up a conversation: Hiro in the U-Stor-It in L.A. and the four teenagers probably on a couch in a suburb of Chicago, each with their own laptop. But they probably won't talk to each other, any more than they would in Reality. These are nice kids, and they don't want to talk to a solitary crossbreed with a slick custom avatar who's packing a couple of swords. Your avatar can look any way you want it to, up to the limitations of your equipment. If you're ugly, you can make your avatar beautiful. If you've just gotten out of bed, your avatar can still be wearing beautiful clothes and professionally applied makeup. You can look like a gorilla or a dragon or a giant talking penis in the Metaverse. Spend five minutes walking down the Street and you will see all of these. Hiro's avatar just looks like Hiro, with the difference that no matter what Hiro is wearing in Reality, his avatar always wears a black leather kimono. Most hacker types don't go in for garish avatars, because they know that it takes a lot more sophistication to render a realistic human face than a talking penis. Kind of the way people who really know clothing can appreciate the fine details that separate a cheap gray wool suit from an expensive hand-tailored gray wool suit. You can't just materialize anywhere in the Metaverse, like Captain Kirk beaming down from on high. This would be confusing and irritating to the people around you. It would break the metaphor. Materializing out of nowhere (or vanishing back into Reality) is considered to be a private function best done in the confines of your own House. Most avatars nowadays are anatomically correct, and naked as a babe when they are first created, so in any case, you have to make yourself decent before you emerge onto the Street. Unless you're something intrinsically indecent and you don't care.

Computers speak machine language," Hiro says. "It's written in ones and zeroes -- binary code. At the lowest level, all computers are programmed with strings of ones and zeroes. When you program in machine language, you are controlling the computer at its brainstem, the root of its existence. It's the tongue of Eden. But it's very difficult to work in machine language because you go crazy after a while, working at such a minute level. So a whole Babel of computer languages has been created for programmers: FORTRAN, BASIC, COBOL, LISP, Pascal, C, PROLOG, FORTH. You talk to the computer in one of these languages, and a piece of software called a compiler converts it into machine language. But you never can tell exactly what the compiler is doing. It doesn't always come out the way you want. Like a dusty pane or warped mirror. A really advanced hacker comes to understand the true inner workings of the machine -- he sees through the language he's working in and glimpses the secret functioning of the binary code -- becomes a Ba'al Shem of sorts." "Lagos believed that the legends about the tongue of Eden were exaggerated versions of true events," the Librarian says. "These legends reflected nostalgia for a time when people spoke Sumerian, a tongue that was superior to anything that came afterward." "Is Sumerian really that good?" "Not as far as modern-day linguists can tell," the Librarian says. "As I mentioned, it is largely impossible for us to grasp. Lagos suspected that words worked differently in those days. If one's native tongue influences the physical structure of the developing brain, then it is fair to say that the Sumerians -- who spoke a language radically different from anything in existence today -- had fundamentally different brains from yours. Lagos believed that for this reason, Sumerian was a language ideally suited to the creation and propagation of viruses. That a virus, once released into Sumer, would spread rapidly and virulently, until it had infected everyone." "Maybe Enki knew that also," Hiro says. "Maybe the nam-shub of Enki wasn't such a bad thing. Maybe Babel was the best thing that ever happened to us.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

Who is going to fight them off, Randy?” “I’m afraid you’re going to say we are.” “Sometimes it might be other Ares-worshippers, as when Iran and Iraq went to war and no one cared who won. But if Ares-worshippers aren’t going to end up running the whole world, someone needs to do violence to them. This isn’t very nice, but it’s a fact: civilization requires an Aegis. And the only way to fight the bastards off in the end is through intelligence. Cunning. Metis.” “Tactical cunning, like Odysseus and the Trojan Horse, or—” “Both that, and technological cunning. From time to time there is a battle that is out-and-out won by a new technology—like longbows at Crecy. For most of history those battles happen only every few centuries—you have the chariot, the compound bow, gunpowder, ironclad ships, and so on. But something happens around, say, the time that the Monitor, which the Northerners believe to be the only ironclad warship on earth, just happens to run into the Merrimack, of which the Southerners believe exactly the same thing, and they pound the hell out of each other for hours and hours. That’s as good a point as any to identify as the moment when a spectacular rise in military technology takes off—it’s the elbow in the exponential curve. Now it takes the world’s essentially conservative military establishments a few decades to really comprehend what has happened, but by the time we’re in the thick of the Second World War, it’s accepted by everyone who doesn’t have his head completely up his ass that the war’s going to be won by whichever side has the best technology. So on the German side alone we’ve got rockets, jet aircraft, nerve gas, wire-guided missiles. And on the Allied side we’ve got three vast efforts that put basically every top-level hacker, nerd, and geek to work: the codebreaking thing, which as you know gave rise to the digital computer; the Manhattan Project, which gave us nuclear weapons; and the Radiation Lab, which gave us the modern electronics industry. Do you know why we won the Second World War, Randy?” “I think you just told me.” “Because we built better stuff than the Germans?” “Isn’t that what you said?” “But why did we build better stuff, Randy?” “I guess I’m not competent to answer, Enoch, I haven’t studied that period well enough.” “Well the short answer is that we won because the Germans worshipped Ares and we worshipped Athena.” “And am I supposed to gather that you, or

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told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

If the combination of mindless, profit-seeking algorithms, dedicated geopolitical adversaries, and corrupt US opportunists over the past few years has taught us anything, it is that serious applied thinking is a form of critical infrastructure. The best hackers are masters of applied thinking, and we cannot afford to ignore them.

beautiful things don’t always make the best subjects for papers. Number one, research must be original — and as anyone who has written a PhD dissertation knows, the way to be sure you’re exploring virgin territory is to stake out a piece of ground that no one wants. Number two, research must be substantial — and awkward systems yield meatier papers, because you can write about the obstacles you have to overcome in order to get things done. Nothing yields meaty problems like starting with the wrong assumptions.

Could any city import the resources needed to create a startup hub? [Paul] Graham took up the question in 2006 and pondered what would make, say, Buffalo, New York, into a Silicon Valley. To Graham, it was strictly a matter of enticing ten thousand people—“the right ten thousand people.” Perhaps five hundred would be enough, or even thirty, if Graham were to be permitted to pick them. Three years later, he suggested that a municipality offer to invest a million dollars each in one thousand startups. The capital required for such a scheme should not seem daunting: “For the price of a football stadium, any town that was decent to live in could make itself one of the biggest startup hubs in the world,” he said. Any place that wants to become a startup hub needs to understand, however, that it requires welcoming hackers and their unruliness. Unruliness is also “the essence of Americanness,” Graham maintains. “It is no accident that Silicon Valley is in America, and not France, or Germany, or England, or Japan. In those countries, people color inside the lines.” In America, too, failure in business is accommodated. Graham has consistently argued that few people are well suited for starting a startup but that the only effective way of determining who does excel is by having lots of people try: “As long as you’re at a point in your life when you can bear the risk of failure, the best way to find out if you’re suited to running a startup is to try it.