Hackers 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.

Astronomers saw me that way. “Cliff, he’s not much of an astronomer, but what a computer hacker!” (The computer folks, of course, had a different view: “Cliff’s not much of a programmer, but what an astronomer!” At best, graduate school had taught me to keep both sides fooled.)

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.)

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

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.

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.

Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don’t invite them to many meetings. e best way to make sure something doesn’t get done is to have them in the room. ey’re always coming up with a million reasons why anything we do will create a security hole that alien space-hackers will exploit to pil-lage our entire organization and steal all our code, intellectual property, credit card numbers, and pictures of our loved ones. ese are poten-tially valid risks, but I oen can’t connect the dots between their shrill, hysterical, and self-righteous demands and actually improving the de- fensibility of our environment.

In other words, the best marketing decision you can make is to have a product or business that fulfills a real and compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

the best marketing decision you can make is to have a product or business that fulfills a real and compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

She flipped on the radio to get her own voice out of her head and replace it with whatever inanity was on the morning drive. People who host morning radio programs cannot believe how funny they are. She moved it to AM—did anyone listen to AM anymore?—and put on the all-news channel. There was comfort to the almost military precision and predictability. Sports on the quarter hour. Traffic every ten minutes. She was distracted, half listening at best, when a story caught her attention: “Notorious hacker Corey the Whistle has promised a treasure chest of new leaks this week that he claims will not only embarrass a leading official in the current administration but also will definitely lead to resignation and, most likely, prosecution . . .” Despite

the best way to get to Product Market Fit is by starting with an “MVP” and improving it based on feedback—as opposed to what many traditional marketers do, which is to try to launch with what we think is our final product.

The best strategic marketing decision you can make is to have a product or business fulfill a real, compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

All ten of the top ten presidents in C-SPAN’s survey were hackers. Only one, JFK, climbed a semblance of a traditional ladder; he served in both houses of Congress, but was a war hero and author of a Pulitzer Prize–winning book—clearly not the average ladder climber. Each of the men on this list worked hard in his career, learned and proved leadership through diverse experiences, and switched ladders multiple times. They continuously parlayed their current success for something more, and they didn’t give up when they lost elections (which most of them did). The ladder switching made them better at getting elected and better at the job. To be a good president, Wead says, “You’ve got to be able to think on your feet.” Stubbornness and tradition make for poor performance—as we see with Andrew Johnson and other presidents at the bottom of history’s rankings. The fact that our best presidents—and history’s other greatest overachievers—circumvented the system to get to the top speaks to what’s wrong with our conventional wisdom of paying dues and climbing the ladder. Hard work and luck are certainly ingredients of success, but they’re not the entire recipe. Senators and representatives, by contrast, generally play the dues-and-ladder game of hierarchy and formality. And they get stuck in the congressional spiderweb. “The people that go into Congress go step by step by step,” Wead explains. But presidents don’t. It begs the question: should we?

Semler works hard to remove any sign of structure or bureaucracy. Results alone, not tenure, rank, gender, or age, are the measuring stick, and the trust-based environment brings out the best in people.

DHL covered each package in thermoactive foil. The foil was cooled down below the freezing point, turning the package jet black. So the competitors picked up a large, black package without any reason for alarm. But when temperatures rose, the specialized packaging turned bright yellow, with bold red lettering that read, “DHL IS FASTER.” Before long, competitors were toting around bright packages in DHL’s corporate colors that alerted the public who was the best choice for shipping.

Paul Graham is someone who tends to make bold statements about innovation and the economics of technology. He co-founded Y-Combinator and what would later become Yahoo! Store. As someone who studied painting and computer science, he writes from a unique perspective as is displayed in Hackers & Painters and his well-known essays. “How to Start a Startup” offered me a basic toolkit to grasp that people, great execution and understanding what the customer really wants, are more important than a brilliant idea. “Why Smart People Have Bad Ideas” let me know that although some founders can seem promising, they may have simply chosen the wrong problem to solve and it may be best to wait for their next new iteration—or business—entirely.

The Lockean logic of custom suggests strongly that open-source hackers observe the customs they do in order to defend some kind of expected return from their effort. The return must be more significant than the effort of homesteading projects, the cost of maintaining version histories that document “chain of title”, and the time cost of making public notifications and waiting before taking adverse possession of an orphaned project. Furthermore, the “yield” from open source must be something more than simply the use of the software, something else that would be compromised or diluted by forking. If use were the only issue, there would be no taboo against forking, and open-source ownership would not resemble land tenure at all. In fact, this alternate world (where use is the only yield, and forking is unproblematic) is the one implied by existing open-source licenses. We can eliminate some candidate kinds of yield right away. Because you can’t coerce effectively over a network connection, seeking power is right out. Likewise, the open-source culture doesn’t have anything much resembling money or an internal scarcity economy, so hackers cannot be pursuing anything very closely analogous to material wealth (e.g. the accumulation of scarcity tokens). There is one way that open-source activity can help people become wealthier, however — a way that provides a valuable clue to what actually motivates it. Occasionally, the reputation one gains in the hacker culture can spill over into the real world in economically significant ways. It can get you a better job offer, or a consulting contract, or a book deal. This kind of side effect, however, is at best rare and marginal for most hackers; far too much so to make it convincing as a sole explanation, even if we ignore the repeated protestations by hackers that they’re doing what they do not for money but out of idealism or love. However, the way such economic side effects are mediated is worth examination.

Run an experiment with a new interview process for hiring fresh talent. Try out a new customer service experiment and see what the results show. Running a high volume of controlled experiments is your best chance at driving growth while mitigating risk. Test, measure, refine. Rinse and repeat.

If you create your “account” e.g. ICO Address with the project, make sure that you are on the right website. Scammers create fake websites which look similar to the original ICO Project page but send the money to the scammers. In rare cases, it also happens that the original Web server of the ICO project is hacked and the receiving address changed to the account of the hackers. So it is best to register with the site and copy the ICO address to your computer (for example in a word file) and compare it to the ICO address on the website a day later to check if it is the same. If it is, it is reasonably safe to send the money. Usually, these hacks are identified fast and the website secured again. No changes in your ICO receiving address are a good sign that you are sending it to the right place.

her ears? Trying to hold on to a thought." ♦◊♦◊♦◊♦ Hackers in Hollywood movies are phenomenal; all they need to do is: "c:\> hack into fbi" ♦◊♦◊♦◊♦ Hand over the calculator, friends don't let friends derive drunk. ♦◊♦◊♦◊♦ Help support helpless victims of computer error.

but by and large ITS proved that the best security was no security at all.

Hackers in Hollywood movies are phenomenal; all they need to do is: "c:\> hack into fbi

In their view, hacking would be better served by using the best system possible.

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

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.

Nowadays, a lot of people steal. Some of the people steal feelings, break others people hearts and lives, some of the people steal physical stuff such as cars, bags, wallets and houses but are those people the only types of offenders in the world?! The answer is no, they aren’t. There is another type that is growing day by day and this type is represented by hackers. Hackers are persons who are passionate and attracted by knowing everything in detail about the cybernetic systems, especially computer systems. Despite the conception that hackers are persons with evil intentions that want to run the world someday by their own conceptions, their passion for details and understanding them most of the hackers have a professional goal and they don’t use their knowledge to seek and exploit weakness in a computer system.

A chef wields dozens of tools, from spatulas to potato scrubbing gloves. Every once in a while, he’ll need the pastry brush, but every day he’ll use a chef’s knife, a frying pan, salt, and a stove. Like a chef, a motivation hacker has a core set of tools. I’ll introduce these in Chapters 3 and 4: success spirals, precommitment, and burnt ships. Sometimes you can reach into your motivation pantry (Chapter 12) and pull out some timeboxing, but it’s often best not to get too fancy. And just as the chef who dogmatically used his chef’s knife for everything would cook a terrible pancake, so would a motivation hacker fail to quit an internet addiction using only precommitment. No single technique can solve every problem. This book will recommend several approaches to increasing motivation. Use more than one at a time.

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.

director of growth at StumbleUpon, put it best: growth hacking is more of a mindset than a tool kit.

In other words, the best marketing decision you can make is to have a product or business that fulfills a real and compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

Some companies like Airbnb and Instragram spend a long time trying new iterations until they achieve what growth hackers call Product Market Fit (PMF); others find it right away. The end goal is the same, however, and it’s to have the product and its customers in perfect sync with each other. 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.

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.

Black Friday Covid 19 is still here, dangerous and killing. It is better and advisable for you to do your shopping online, rather going to push each other in retailors, because if there is someone, who is infected. That person might infect lot of people. Shops should get websites and sell their products online. Also should make sure that their server can handle lot of traffic, it won’t crush, they should have redundancy , and their server should be able to handle lot of connections without timing out. They should take advantage of influencers and social media to market their product in time before black Friday. Make sure you have the best Internet Service Provider, that won’t fail you, because people will be queueing online and those with good internet speed , bandwidth and good ISP providers will be having advantage on the queue. You can upgrade your line just for black Friday then downgrade it. Make sure you get yourself proper ISP that won’t drop connections, that won’t be slow to load pages, that wont timeout and that wont freeze. Be careful of hackers and scammers when you shop online. Make sure the shop is legit and your banking details are safe.

a few to infiltrate and cause dissension. The American people only need to believe that the government doesn’t have their best interests at heart and you have—” “A civil war,” Danielle said cutting him off. A civil war was nothing more than a conflict within a country fought by organized groups with the goal of taking power or changing government policies. Although the idea was horrendous, she would have been lying to say she wasn’t impressed with how they’d gone about planning this. Most, if not all countries attacked and hoped for the best, but this was strategic using sleeper cells, using a hacker, using flaws in code, using a country’s own weapon system, using

I've been staring at screens for fifteen years. Eventually it occurred to me that I get some of my best ideas when I'm offline for extended periods of time.

Who will learn the best lessons from the past decade’s fintech revolution? The innovations in financial services haven’t just been a consequence of the iPhone and the App Store, of high-speed downloads and always-online connections. They have also been a consequence of new kinds of thinking—thinking that prioritizes transparency, democratization of access, a frictionless and customer-centric user experience, and an evolving understanding of the role of a brand in that experience. There is no going back. What remains to be seen is, who will lead us forward?

The good news is you don't have to do any of this manually! The best tool that is currently available for testing the randomness of web application tokens is Burp Sequencer. This tool applies several standard tests in a flexible way and gives you clear results that are easy to interpret.

Cold storage, on the other hand, means the machine that stores the cryptoasset is not connected to the Internet. In this case, a hacker would have to physically steal the machine to gain access to the cryptoassets. Some methods require that the machine storing the cryptoasset has never touched the Internet. Not once. While that sounds extreme, it is a best practice for firms that store large amounts of cryptoassets. It is not necessary for all but the most security-conscious investor.

Cold storage, on the other hand, means the machine that stores the cryptoasset is not connected to the Internet. In this case, a hacker would have to physically steal the machine to gain access to the cryptoassets. Some methods require that the machine storing the cryptoasset has never touched the Internet. Not once. While that sounds extreme, it is a best practice for firms that store large amounts of cryptoassets. It is not necessary for all but the most security-conscious investor. What does it even mean to store a cryptoasset? This refers to storage of the private key that allows the holder to send the cryptoasset to another holder of a private key. A private key is just a string of digits that unlocks a digital safe. The private key allows for the holder of that key to mathematically prove to the network that the holder is the owner of the cryptoasset and can do with it as he or she likes.24 That digital key can be placed in a hot wallet or in cold storage, and there are a variety of services that provide for such storage.

The only thing more dangerous than a developer is a developer conspiring with Security. The two working together gives us means, motive, and opportunity. I’m guessing our ciso probably strong-armed a Development manager to do something, which resulted in a developer doing something else, which broke the payroll run. Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don’t invite them to many meetings. The best way to make sure something doesn’t get done is to have them in the room. They’re always coming up with a million reasons why anything we do will create a security hole that alien space-hackers will exploit to pillage our entire organization and steal all our code, intellectual property, credit card numbers, and pictures of our loved ones.

Throughout my life, I’ve always been passionate about supporting startups and believed deeply in the transformative power of innovation. I’ve long admired entrepreneurs who take risks to build something meaningful and change the world. So, when I came across an online crowdfunding platform showcasing a promising tech startup, I felt compelled to invest. The startup's pitch was compelling, with a clear roadmap, a dynamic team, and what appeared to be a viable, innovative product. Convinced by their vision, I decided to invest $47,000. I was genuinely excited about the potential impact of my contribution and thrilled to be part of something groundbreaking. As the months passed, things began to unravel. Initially, I received regular updates from the company, keeping me informed and reassured. But over time, those communications became sporadic and eventually stopped altogether. Concerned, I reached out to the crowdfunding platform for clarification. Unfortunately, their responses were vague and unhelpful, leaving me confused and anxious. Then came the worst possible outcome: both the startup and the platform disappeared entirely. They vanished without a trace. My heart sank as I realized I might have lost my hard-earned savings. The emotional toll was immense. I felt betrayed, overwhelmed, and utterly lost. I spent countless hours researching legal options and trying to understand what had happened, but each path led to more frustration and hopelessness. While browsing online i found FUNDS RECLAIMER COMPANY review in a desperate attempt to find help. The testimonials on their website sparked a glimmer of hope within me. After a brief but reassuring consultation with their team, I decided to move forward. From the beginning, FUNDS RECLAIMER COMPANY was empathetic. They immediately took action, clearly understanding the urgency of my situation. They worked tirelessly, keeping me updated and calm throughout the process. Amazingly, after just two intense days, I received news I had almost given up on they had successfully recovered the full amount of my investment. I was flooded with relief and gratitude. FUNDS RECLAIMER COMPANY not only returned my money they restored my faith in justice. If you’ve been scammed, don’t give up. FUNDS RECLAIMER COMPANY might just be your best hope, as they were mine. WhatsApp: + 1 3 6 1 2 5 0 4 1 1 0 Email: fundsreclaimer@consultant.com

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The third worry of the pointy-haired boss, the difficulty of hiring programmers, I think is a red herring. How many hackers do you need to hire, after all? Surely by now we all know that software is best developed by teams of less than ten people. And you shouldn’t have trouble hiring hackers on that scale for any language anyone has ever heard of. If you can’t find ten Lisp hackers, then your company is probably based in the wrong city for developing software. In fact, choosing a more powerful language probably decreases the size of the team you need, because (a) if you use a more powerful language, you probably won’t need as many hackers, and (b) hackers who work in more advanced languages are likely to be smarter.

We are a full-service digital marketing agency based in Sydney comprising of data-driven digital marketing specialists, Coders and Growth Hackers. Our laboratory is always at your disposal. At the core of schemes, we are Artists' and we make some best-looking websites, web / mobile apps and impactful online growth strategies. The secret ingredient to the SIMBAA's lab is fun ideas and entrepreneurial thinking - but it's secret so don't tell anyone.

But it was not till the Industrial Revolution that wealth creation definitively replaced corruption as the best way to get rich. In England, at least, corruption only became unfashionable (and in fact only started to be called “corruption”) when there started to be other, faster ways to get rich.

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 negative wealth (e.g. by introducing bugs). This is why so many of the best programmers are libertarians. In our world, you sink or swim, and there are no excuses.

it was not till the Industrial Revolution that wealth creation definitively replaced corruption as the best way to get rich.

I’ve always felt confident navigating the world of cryptocurrency. As a software engineer, I understood the ins and outs of wallets, private keys, and blockchain security, which made me feel secure in my investments. So, when I found a promising platform that seemed like a great opportunity, I invested $250,000 without hesitation. Unfortunately, I soon learned that my confidence would be shattered by a sophisticated cyber attack. It started with small, unauthorized transactions in my wallet. At first, I thought it was a mistake, but as the activity continued, I realized something was wrong. My wallet had been compromised, but not in the way I had expected. Instead of a simple hack, I had fallen victim to a virus attack. The virus was a piece of malware designed specifically to target cryptocurrency wallets. It infiltrated my system through a vulnerability I hadn’t noticed. Once inside, the virus silently monitored my wallet, captured my private keys, and gave the hackers full access to my funds. It was stealthy and nearly undetectable. The attackers didn’t need to log into my account manually; they could control everything remotely, draining my wallet without my knowledge. I was completely blindsided. As someone familiar with tech, I knew how advanced this virus was. It wasn’t just a typical phishing attack, it was a targeted, silent assault on my financial assets. As my funds disappeared, I realized I might never be able to recover them. Desperate, I turned to a trusted colleague who had gone through a similar situation. They recommended Cyber Constable Intelligence, a company that specializes in recovering stolen crypto assets. I contacted them immediately, and their team quickly started investigating. Cyber Constable Intelligence explained how the virus had exploited a weak point in my security. Using advanced tools, they traced the stolen funds across the blockchain and located them. After a thorough recovery process, they managed to return the entire $250,000.Thanks to their expertise and quick action, I was able to recover my funds. The experience was a wake-up call about how vulnerable even the most cautious can be to sophisticated attacks. Without Cyber Constable Intelligence, I would have lost everything, and I’m grateful for their skill in reversing the damage caused by the virus. Here's Their Info Below WhatsApp: 1 (252) 378-7611 mail: cyberconstable@coolsite net Website info; www cyberconstableintelligence com

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