Scale Model Quotes

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The function of the well-intentioned individual, acting in isolation, is to formulate or disseminate theoretical truths. The function of the well-intentioned individuals in association is to live in accordance with those truths, to demonstrate what happens when theory is translated into practice, to create small-scale working models of the better form of society to which the speculative idealist looks forward.
Aldous Huxley (Ends and Means)
I don't feel the least humble before the vastness of the heavens. The stars may be large, but they cannot think or love; and these are qualities which impress me far more than size does. My picture of the world is drawn in perspective, and not like a model to scale. The foreground is occupied by human beings and the stars are all as small as threepenny bits.
Frank Plumpton Ramsey
Those last nights in Paris, walking home with her father at midnight, the huge book clasped against her chest, Marie-Laure thinks she can sense a shiver beneath the air, in the pauses between the chirring of the insects, like the spider cracks of ice when too much weight is set upon it. As if all this time the city has been no more than a scale model built by her father and the shadow of a great hand has fallen over it.
Anthony Doerr (All the Light We Cannot See)
Nature forms patterns. Some are orderly in space but disorderly in time, others orderly in time but disorderly in space. Some patterns are fractal, exhibiting structures self-similar in scale. Others give rise to steady states or oscillating ones. Pattern formation has become a branch of physics and of materials science, allowing scientists to model the aggregation of particles into clusters, the fractured spread of electrical discharges, and the growth of crystals in ice and metal alloys. The dynamics seem so basic—shapes changing in space and time—yet only now are the tools available to understand them.
James Gleick (Chaos: Making a New Science)
Okay... I feel like total and utter shit. They could do a full-scale model of the Eiffel Tower with the amount of shit I feel like right now.
Jennifer Harlow (Justice (Galilee Falls Trilogy, #1))
..if I dont do something on the grand scale, it is that my genius is altogether imitative, and that I have nor recently encountered any very striking models of grandeur.
Henry James (Roderick Hudson)
I realized that if one reversed the direction of time in Penrose’s theorem so that the collapse became an expansion, the conditions of his theorem would still hold, provided the universe were roughly like a Friedmann model on large scales at the present time.
Stephen Hawking (Illustrated Theory of Everything: The Origin and Fate of the Universe)
A home where a woman is abused is a small-scale model of much larger oppressive systems that work in remarkably similar ways. Many of the excuses an abusive man uses for verbally tearing his partner to shreds are the same ones that a power-mad boss uses for humiliating his or her employees. The abusive man’s ability to convince himself that his domination of you is for your own good is paralleled by the dictator who says, “People in this country are too primitive for democracy.” The divide-and-conquer strategies used by abusers are reminiscent of a corporate head who tries to break the labor union by giving certain groups of workers favored treatment. The making of an abuser is thus not necessarily restricted to the specific values his society teaches him about men’s relationships with women; without realizing it he may also apply attitudes and tactics from other forms of oppression that he has been exposed to as a boy or as a young adult and that he has learned to justify or even admire.
Lundy Bancroft (Why Does He Do That?: Inside the Minds of Angry and Controlling Men)
Your dad was in a street gang?" My adopted dad was an accountant for a big Fortune 500 corporation. Him, me, and my adopted mom lived in the suburbs in an English Tudor house with a gigantic basement where he fiddled with model trains. The other dads were lawyers and research chemists, but they all ran model trains. Every weekend they could, they'd load into a family van and cruise into the city for research. Snapping pictures of gang members. Gang graffiti. Sex workers walking their tracks. Litter and pollution and homeless heroin addicts. All this, they'd study and bicker about, trying to outdo each other with the most realistic, the grittiest scenes of urban decay they could create in HO train scale in a subdivision basement
Chuck Palahniuk (Snuff)
My Cousin, My Gastroenterologist will blow away your expectation of what late-model literature has to be. Unified by obsessions too eerie not to be real, this gorgeous rearrangement of our century’s mental furniture is testimony to a new talent of Burroughs/Coover/Acker scale.
David Foster Wallace
The world is so big, so complicated, so replete with marvels and surprises that it takes years for most people to begin to notice that it is, also, irretrievably broken. We call this period of research “childhood.” There follows a program of renewed inquiry, often involuntary, into the nature and effects of mortality, entropy, heartbreak, violence, failure, cowardice, duplicity, cruelty, and grief; the researcher learns their histories, and their bitter lessons, by heart. Along the way, he or she discovers that the world has been broken for as long as anyone can remember, and struggles to reconcile this fact with the ache of cosmic nostalgia that arises, from time to time, in the researcher’s heart: an intimation of vanished glory, of lost wholeness, a memory of the world unbroken. We call the moment at which this ache first arises “adolescence.” The feeling haunts people all their lives. Everyone, sooner or later, gets a thorough schooling in brokenness. The question becomes: What to do with the pieces? Some people hunker down atop the local pile of ruins and make do, Bedouin tending their goats in the shade of shattered giants. Others set about breaking what remains of the world into bits ever smaller and more jagged, kicking through the rubble like kids running through piles of leaves. And some people, passing among the scattered pieces of that great overturned jigsaw puzzle, start to pick up a piece here, a piece there, with a vague yet irresistible notion that perhaps something might be done about putting the thing back together again. Two difficulties with this latter scheme at once present themselves. First of all, we have only ever glimpsed, as if through half-closed lids, the picture on the lid of the jigsaw puzzle box. Second, no matter how diligent we have been about picking up pieces along the way, we will never have anywhere near enough of them to finish the job. The most we can hope to accomplish with our handful of salvaged bits—the bittersweet harvest of observation and experience—is to build a little world of our own. A scale model of that mysterious original, unbroken, half—remembered. Of course the worlds we build out of our store of fragments can be only approximations, partial and inaccurate. As representations of the vanished whole that haunts us, they must be accounted failures. And yet in that very failure, in their gaps and inaccuracies, they may yet be faithful maps, accurate scale models, of this beautiful and broken world. We call these scale models “works of art.
Michael Chabon (The Wes Anderson Collection)
Companies that pivot—that is, switch business models or products—while on the upswing tend to perform much better than those that stay on a single course. The 2011 Startup Genome Report of new technology companies states that, “Startups that pivot once or twice raise 2.5x more money, have 3.6x better user growth, and are 52% less likely to scale prematurely.
Shane Snow (Smartcuts: How Hackers, Innovators, and Icons Accelerate Success)
Remember, the goal of customer discovery is to refine a business model enough to test it on a larger scale in the next step, customer validation. So
Steve Blank (The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company)
all design decisions should ensure the repeatability and sustainability of the core interaction that the platform enables.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
In hierarchies, social engagement is optional; in the Adaptive model, it is required.
Christopher Creel (Adaptive: Scaling Empathy and Trust to Create Workplace Nirvana)
When half the nodes of a random graph the size of most real-world networks are removed, the network is destroyed. But when the same procedure is carried out against a scale-free model of a similar size, ‘the giant connected component resists even after removing more than 80 per cent of the nodes, and the average distance within it [between nodes] is practically the same as at the beginning
Niall Ferguson (The Square and the Tower: Networks and Power, from the Freemasons to Facebook)
No one funds a mere idea, especially if you are looking at venture capital. Funding is made to something that has proven a small part of a business model or proven a business model on a small scale.
Rudrajeet Desai (Breaking Out and Making Big: A No-Nonsense Book on New Age Start-Ups andEntrepreneurship)
I came to a long, wide table. Table, it said. I am a table. All that I have ever been or ever will be is a table. And on the table was a book. And the book was him. I knew him y his words. Truthfully, I would have known him if he’d been a lamp, or a pot plant, or a scale model of the Long Island Expressway. But, appropriately enough, he was a book. The words on the cover were simple, good words. I don’t remember what they were.
Naomi Alderman (Disobedience)
I like to work in watercolor, with as little under-drawing as I can get away with. I like the unpredictability of a medium which is affected as much by humidity, gravity, the way that heavier particles in the wash settle into the undulations of the paper surface, as by whatever I wish to do with it. In other mediums you have more control, you are responsible for every mark on the page — but with watercolor you are in a dialogue with the paint, it responds to you and you respond to it in turn. Printmaking is also like this, it has an unpredictable element. This encourages an intuitive response, a spontaneity which allows magic to happen on the page. When I begin an illustration, I usually work up from small sketches — which indicate in a simple way something of the atmosphere or dynamics of an illustration; then I do drawings on a larger scale supported by studies from models — usually friends — if figures play a large part in the picture. When I've reached a stage where the drawing looks good enough I'll transfer it to watercolor paper, but I like to leave as much unresolved as possible before starting to put on washes. This allows for an interaction with the medium itself, a dialogue between me and the paint. Otherwise it is too much like painting by number, or a one-sided conversation.
Alan Lee
I don’t remember when I stopped noticing—stopped noticing every mirror, every window, every scale, every fast-food restaurant, every diet ad, every horrifying model. And I don’t remember when I stopped counting, or when I stopped caring what size my pants were, or when I started ordering what I wanted to eat and not what seemed “safe,” or when I could sit comfortably reading a book in my kitchen without noticing I was in my kitchen until I got hungry—or when I started just eating when I got hungry, instead of questioning it, obsessing about it, dithering and freaking out, as I’d done for nearly my whole life. I don’t remember exactly when recovery took hold, and went from being something I both fought and wanted, to being simply a way of life. A way of life that is, let me tell you, infinitely more peaceful, infinitely happier, and infinitely more free than life with an eating disorder. And I wouldn’t give up this life of freedom for the world. What I know is this: I chose recovery. It was a conscious decision, and not an easy one. That’s the common denominator among people I know who have recovered: they chose recovery, and they worked like hell for it, and they didn’t give up. Recovery isn’t easy, at first. It takes time. It takes more work, sometimes, than you think you’re willing to do. But it is worth every hard day, every tear, every terrified moment. It’s worth it, because the trade-off is this: you let go of your eating disorder, and you get back your life. There are a couple of things I had to keep in mind in early recovery. One was that I was going to recover, even though I didn’t feel “ready.” I realized I was never going to feel ready—I was just going to jump in and do it, ready or not, and I am deeply glad that I did. Another was that symptoms were not an option. Symptoms, as critically necessary and automatic as they feel, are ultimately a choice. You can choose to let the fallacy that you must use symptoms kill you, or you can choose not to use symptoms. Easier said than done? Of course. But it can be done. I had to keep at the forefront of my mind the reasons I wanted to recover so badly, and the biggest one was this: I couldn’t believe in what I was doing anymore. I couldn’t justify committing my life to self-destruction, to appearance, to size, to weight, to food, to obsession, to self-harm. And that was what I had been doing for so long—dedicating all my strength, passion, energy, and intelligence to the pursuit of a warped and vanishing ideal. I just couldn’t believe in it anymore. As scared as I was to recover, to recover fully, to let go of every last symptom, to rid myself of the familiar and comforting compulsions, I wanted to know who I was without the demon of my eating disorder inhabiting my body and mind. And it turned out that I was all right. It turned out it was all right with me to be human, to have hungers, to have needs, to take space. It turned out that I had a self, a voice, a whole range of values and beliefs and passions and goals beyond what I had allowed myself to see when I was sick. There was a person in there, under the thick ice of the illness, a person I found I could respect. Recovery takes time, patience, enormous effort, and strength. We all have those things. It’s a matter of choosing to use them to save our own lives—to survive—but beyond that, to thrive. If you are still teetering on the brink of illness, I invite you to step firmly onto the solid ground of health. Walk back toward the world. Gather strength as you go. Listen to your own inner voice, not the voice of the eating disorder—as you recover, your voice will get clearer and louder, and eventually the voice of the eating disorder will recede. Give it time. Don’t give up. Love yourself absolutely. Take back your life. The value of freedom cannot be overestimated. It’s there for the taking. Find your way toward it, and set yourself free.
Marya Hornbacher
Electrons, when they were first discovered, behaved exactly like particles or bullets, very simply. Further research showed, from electron diffraction experiments for example, that they behaved like waves. As time went on there was a growing confusion about how these things really behaved ---- waves or particles, particles or waves? Everything looked like both. This growing confusion was resolved in 1925 or 1926 with the advent of the correct equations for quantum mechanics. Now we know how the electrons and light behave. But what can I call it? If I say they behave like particles I give the wrong impression; also if I say they behave like waves. They behave in their own inimitable way, which technically could be called a quantum mechanical way. They behave in a way that is like nothing that you have seen before. Your experience with things that you have seen before is incomplete. The behavior of things on a very tiny scale is simply different. An atom does not behave like a weight hanging on a spring and oscillating. Nor does it behave like a miniature representation of the solar system with little planets going around in orbits. Nor does it appear to be somewhat like a cloud or fog of some sort surrounding the nucleus. It behaves like nothing you have seen before. There is one simplication at least. Electrons behave in this respect in exactly the same way as photons; they are both screwy, but in exactly in the same way…. The difficulty really is psychological and exists in the perpetual torment that results from your saying to yourself, "But how can it be like that?" which is a reflection of uncontrolled but utterly vain desire to see it in terms of something familiar. I will not describe it in terms of an analogy with something familiar; I will simply describe it. There was a time when the newspapers said that only twelve men understood the theory of relativity. I do not believe there ever was such a time. There might have been a time when only one man did, because he was the only guy who caught on, before he wrote his paper. But after people read the paper a lot of people understood the theory of relativity in some way or other, certainly more than twelve. On the other hand, I think I can safely say that nobody understands quantum mechanics. So do not take the lecture too seriously, feeling that you really have to understand in terms of some model what I am going to describe, but just relax and enjoy it. I am going to tell you what nature behaves like. If you will simply admit that maybe she does behave like this, you will find her a delightful, entrancing thing. Do not keep saying to yourself, if you can possible avoid it, "But how can it be like that?" because you will get 'down the drain', into a blind alley from which nobody has escaped. Nobody knows how it can be like that.
Richard P. Feynman (The Character of Physical Law)
If you’re asking the schools to be the answer, you’re also asking a lot. If you take a kid from a bad background and expect the overburdened teachers to turn him around in seven hours a day, it might or might not happen. What about the other seventeen hours in a day? People often ask us if, through our research and experience, we can now predict which children are likely to become dangerous in later life. Roy Hazelwood’s answer is, “Sure. But so can any good elementary school teacher.” And if we can get them treatment early enough and intensively enough, it might make a difference. A significant role-model adult during the formative years can make a world of difference. Bill Tafoya, the special agent who served as our “futurist” at Quantico, advocated a minimum of a ten-year commitment of money and resources on the magnitude of what we sent into the Persian Gulf. He calls for a wide-scale reinstatement of Project Head Start, one of the most effective long-term, anticrime programs in history. He doesn’t think more police are the answer, but he would bring in “an army of social workers” to provide assistance for battered women, homeless families with children, to find good foster homes. And he would back it all up with tax incentive programs. I’m not sure this is the total answer, but it would certainly be an important start. Because the sad fact is, the shrinks can battle all they want, and my people and I can use psychology and behavioral science to help catch the criminals, but by the time we get to use our stuff, the severe damage has already been done.
John E. Douglas (Mindhunter: Inside the FBI's Elite Serial Crime Unit (Mindhunter #1))
You don’t get rewarded for creating great technology, not anymore,” says a friend of mine who has worked in tech since the 1980s, a former investment banker who now advises start-ups. “It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
Virchow would write, ‘My politics were those of prophylaxis, my opponents preferred those of palliation.’ He had a knack for aphorism. ‘Medicine is a social science, and politics is nothing but medicine on a large scale.’ ‘It is the curse of humanity that it learns to tolerate even the most horrible situations by habituation.’ ‘Medical education does not exist to provide students with a way to make a living, but to ensure the health of the community.’ ‘The physicians are the natural attorneys of the poor, and the social problems should largely be solved by them.’ This last was Farmer’s favorite. Virchow put the world together in a way that made sense to Farmer. ‘Virchow had a comprehensive vision,’ he said. ‘Pathology, social medicine, politics, anthropology. My model.
Tracy Kidder (Mountains Beyond Mountains: The Quest of Dr. Paul Farmer, a Man Who Would Cure the World)
We may worry that the witness has the whole of time and space in its gaze, and our life shrinks to nothingness, just an insignificant, infinitesimal fragment of the whole. ‘The silence of those infinite spaces terrifies me,’ said Blaise Pascal (1623–62). But the Cambridge philosopher Frank Ramsey (1903–30) replied: Where I seem to differ from some of my friends is in attaching little importance to physical size. I don’t feel the least humble before the vastness of the heavens. The stars may be large, but they cannot think or love; and these are qualities which impress me far more than size does. I take no credit for weighing nearly seventeen stone. My picture of the world is drawn in perspective, and not like a model to scale. The foreground is occupied by human beings, and the stars are all as small as threepenny bits.
Simon Blackburn (Being Good: A Short Introduction to Ethics)
It was astonishing how loudly one laughed at tales of gruesome things, of war’s brutality-I with the rest of them. I think at the bottom of it was a sense of the ironical contrast between the normal ways of civilian life and this hark-back to the caveman code. It made all our old philosophy of life monstrously ridiculous. It played the “hat trick” with the gentility of modern manners. Men who had been brought up to Christian virtues, who had prattled their little prayers at mothers’ knees, who had grown up to a love of poetry, painting, music, the gentle arts, over-sensitized to the subtleties of half-tones, delicate scales of emotion, fastidious in their choice of words, in their sense of beauty, found themselves compelled to live and act like ape-men; and it was abominably funny. They laughed at the most frightful episodes, which revealed this contrast between civilized ethics and the old beast law. The more revolting it was the more, sometimes, they shouted with laughter, especially in reminiscence, when the tale was told in the gilded salon of a French chateau, or at a mess-table. It was, I think, the laughter of mortals at the trick which had been played on them by an ironical fate. They had been taught to believe that the whole object of life was to reach out to beauty and love, and that mankind, in its progress to perfection, had killed the beast instinct, cruelty, blood-lust, the primitive, savage law of survival by tooth and claw and club and ax. All poetry, all art, all religion had preached this gospel and this promise. Now that ideal had broken like a china vase dashed to hard ground. The contrast between That and This was devastating. It was, in an enormous world-shaking way, like a highly dignified man in a silk hat, morning coat, creased trousers, spats, and patent boots suddenly slipping on a piece of orange-peel and sitting, all of a heap, with silk hat flying, in a filthy gutter. The war-time humor of the soul roared with mirth at the sight of all that dignity and elegance despoiled. So we laughed merrily, I remember, when a military chaplain (Eton, Christ Church, and Christian service) described how an English sergeant stood round the traverse of a German trench, in a night raid, and as the Germans came his way, thinking to escape, he cleft one skull after another with a steel-studded bludgeon a weapon which he had made with loving craftsmanship on the model of Blunderbore’s club in the pictures of a fairy-tale. So we laughed at the adventures of a young barrister (a brilliant fellow in the Oxford “Union”) whose pleasure it was to creep out o’ nights into No Man’s Land and lie doggo in a shell-hole close to the enemy’s barbed wire, until presently, after an hour’s waiting or two, a German soldier would crawl out to fetch in a corpse. The English barrister lay with his rifle ready. Where there had been one corpse there were two. Each night he made a notch on his rifle three notches one night to check the number of his victims. Then he came back to breakfast in his dugout with a hearty appetite.
Phillip Gibbs
We’ve seen time and again that mathematical models can sift through data to locate people who are likely to face great challenges, whether from crime, poverty, or educations. It’s up to society whether to use that intelligence to reject and punish them—or to reach out to them with the resources they need. We can use the scale and efficiency that make WMDs so pernicious in order to help people. It all depends on the objective we choose.
Cathy O'Neil (Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy)
        In the static mode an observer may unify the pieces of a puzzle, but only as a blueprint—kinetics add the third dimention of depth, and the fourth of history. The motion, however, must be on the human scale, which happens also to be that of birds, waves, and clouds. Were a bullet to be made sentient, it still would see or hear or smell or feel nothing in land or water or air except its target. So, too, with a passenger in any machine that goes faster than a Model A. As speed increases, reality thins and becomes at the pace of a jet airplane no more substantial than a computer readout.         Running suits a person who seeks to look inward, through a fugue of pain, to study the dark self. A person afraid of the dark had better walk—strenuous enough for the rhythm of the feet to pace those of heart and lungs, relaxed enough to let him look outward, through joy, to a bright creation.
Harvey Manning (Walking the Beach to Bellingham)
Fortunately, new platforms and technology have made homeschooling manageable on many fronts. Parents can do everything from accessing first-rate courses online to finding support from other parents in the same situation. The best part is that they can completely tailor the experience to the learning style and interest of their children and give them the attention that they would never get in the classroom. The results are striking. Twenty-five percent of homeschooled children are at least one grade ahead of their traditionally schooled peers. The homeschooled population, as a whole, scores exceptionally higher on academic achievement tests.5 This shift is perhaps the best glimpse of the future of education—mass customization alongside personalized attention. Like banking, it will return to a human-scale model based on relationships and personal needs, and it will be where much of the disruption in the economy and labor market occurs in the next few decades.
Aaron Hurst (The Purpose Economy, Expanded and Updated: How Your Desire for Impact, Personal Growth and Community Is Changing the World)
The implication is that the models generally agree. But that isn’t at all the case. Comparisons among models within any of these ensembles show that, on the scales required to measure the climate’s response to human influences, model results differ dramatically both from each other and from observations. But you wouldn’t know that unless you read deep into the IPCC report. Only then would you discover that the results being presented are “averaging” models that disagree wildly with each other.
Steven E. Koonin (Unsettled: What Climate Science Tells Us, What It Doesn’t, and Why It Matters)
Near the exit to the blue patio, DeCoverley Pox and Joaquin Stick stand by a concrete scale model of the Jungfrau, ... socking the slopes of the famous mountain with red rubber hot-water bags full of ice cubes, the idea being to pulverize the ice for Pirate's banana frappes. With their nights' growths of beard, matted hair, bloodshot eyes, miasmata of foul breath, DeCoverley and Joaquin are wasted gods urging on a tardy glacier. Elsewhere in the maisonette, other drinking companions disentangle from blankets (one spilling wind from his, dreaming of a parachute), piss into bathroom sinks, look at themselves with dismay in concave shaving mirrors, slab water with no clear plan in mind onto heads of thinning hair, struggle into Sam Brownes, dub shoes against rain later in the day with hand muscles already weary of it, sing snatches of popular songs whose tunes they don't always know, lie, believing themselves warmed, in what patches of the new sunlight come between the mullions, begin tentatively to talk shop as a way of easing into whatever it is they'll have to be doing in less than an hour, lather necks and faces, yawn, pick their noses, search cabinets or bookcases for the hair of the dog that not without provocation and much prior conditioning bit them last night. Now there grows among all the rooms, replacing the night's old smoke, alcohol and sweat, the fragile, musaceous odor of Breakfast:flowery, permeating, surprising, more than the color of winter sunlight, taking over not so much through any brute pungency or volume as by the high intricacy to the weaving of its molecules, sharing the conjuror's secret by which-- though it is not often Death is told so clearly to fuck off--- the genetic chains prove labyrinthine enough to preserve some human face down ten or twenty generations. . . so the same assertion-through-structure allows this war morning's banana fragrance to meander, repossess, prevail. Is there any reason not to open every window, and let the kind scent blanket all Chelsea? As a spell, against falling objects. . . .
Thomas Pynchon
In his revolutionary work Pedagogy of the Oppressed, published in 1970, Paulo Freire describes what is still the dominant model of teaching today. In this model, students are viewed as empty “bank accounts” to be filled with knowledge by teachers — not as participants who have a say in what and how they learn. This model is not designed to enable students to learn — especially not to learn to think for themselves — but rather to control the learning process, students’ access to information, and their ability to critically analyze it. In this way, the education system perpetuates existing social structures and power hierarchies.
Jez Humble (Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)))
This may be a bit controversial, but I’m not so sure compensation scales are a “moral” issue, at least once you exceed the very bottom of the range. If I create a business model that works only if I pay animators half the going rate in Hollywood, and we find it impossible to hire competent animators at that rate, I know my business model is invalid. It won’t work. On the other hand, if enough animators turn up willing to work for that pay scale, the business model may be valid. Turnover will undoubtedly be on the high side, as many of the better animators will move on to higher-paying work, but if we can build turnover into our business model, the business still works.
Phil Vischer (Me, Myself, and Bob: A True Story About Dreams, God, and Talking Vegetables)
In Webvan’s case premature scaling was an integral part of the company culture and the prevailing venture capital “get big fast” mantra. Webvan spent $18 million to develop proprietary software and $40 million to set up its first automated warehouse before it had shipped a single item. Premature scaling had dire consequences since Webvan’s spending was on a scale that ensures it will be taught in business school case studies for years to come. As customer behavior continued to differ from the predictions in Webvan’s business plan, the company slowly realized it had overbuilt and over-designed. The business model made sense only at the high volumes predicted on the spreadsheet.
Steve Blank (The Four Steps to the Epiphany: Successful Strategies for Startups That Win)
reinvention. Cities thrive when they have many small firms and skilled citizens. Detroit was once a buzzing beehive of small-scale interconnected inventors—Henry Ford was just one among many gifted entrepreneurs. But the extravagant success of Ford’s big idea destroyed that older, more innovative city. Detroit’s twentieth-century growth brought hundreds of thousands of less-well-educated workers to vast factories, which became fortresses apart from the city and the world. While industrial diversity, entrepreneurship, and education lead to innovation, the Detroit model led to urban decline. The age of the industrial city is over, at least in the West. Too many officials in troubled cities
Edward L. Glaeser (Triumph of the City: How Our Greatest Invention Makes Us Richer, Smarter, Greener, Healthier, and Happier)
And so these three facts came together to form a powerful syllogism for people who cared about poverty: First, scores on achievement tests in school correlate strongly with life outcomes, no matter what a student’s background. Second, children in low-income homes did much worse on achievement tests than children in middle-income and high-income homes. And third, certain schools, using a very different model than traditional public schools, were able to substantially raise the achievement-test scores of low-income children. The conclusion: if we could replicate on a big, national scale the accomplishments of those schools, we could make a huge dent in poverty’s impact on children’s success.
Paul Tough (How Children Succeed: Grit, Curiosity, and the Hidden Power of Character)
Search engines and social networks are analog computers of unprecedented scale. Information is being encoded (and operated upon) as continuous (and noise-tolerant) variables such as frequencies (of connection or occurrence) and the topology of what connects where, with location being increasingly defined by a fault-tolerant template rather than by an unforgiving numerical address. Pulse-frequency coding for the Internet is one way to describe the working architecture of a search engine, and PageRank for neurons is one way to describe the working architecture of the brain. These computational structures use digital components, but the analog computing being performed by the system as a whole exceeds the complexity of the digital code on which it runs. The model (of the social graph, or of human knowledge) constructs and updates itself.
George Dyson (Turing's Cathedral: The Origins Of The Digital Universe)
Peter Thiel and Ken Howery at Founders Fund, however, reached out to their friends behind the scenes at Friendster. They dug into why users were leaving the site. Like other users, Thiel and Howery knew that Friendster crashed often. They also knew that the team behind Friendster had received, and ignored, crucial advice on how to scale their site—how to transform a system built for a few thousand users into one that could support millions of users. They asked for and received a copy of Friendster’s data on user retention. They were stunned by how long users stayed with the site, despite the irritating crashes. They concluded that users weren’t leaving because social networks were weak business models, like clothing brands. They were leaving because of a software glitch. It was a False Fail. Thiel wrote Zuckerberg a check for $500,000. Eight years later, he sold most of his stake in Facebook for roughly a billion dollars.
Safi Bahcall (Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries)
In 2008, some of the scientists who modeled the original 1983 nuclear winter scenario investigated the likely result of a theoretical regional nuclear war between India and Pakistan, a war they postulated to involve only 100 Hiroshima-scale nuclear weapons, yielding a total of only 1.5 megatons—no more than the yield of some single warheads in the U.S. and Russian arsenals. They were shocked to discover that because such an exchange would inevitably be targeted on cities filled with combustible materials, the resulting firestorms would inject massive volumes of black smoke into the upper atmosphere which would spread around the world, cooling the earth long enough and sufficiently to produce worldwide agricultural collapse. Twenty million prompt deaths from blast, fire, and radiation, Alan Robock and Owen Brian Toon projected, and another billion deaths in the months that followed from mass starvation—from a mere 1.5-megaton regional nuclear war.
Richard Rhodes (Making of the Atomic Bomb)
Please don't misunderstand me. I'm not saying motherhood lacks meaning. There's great dignity in the smallness of motherhood; we're essential in our contingency. And though we may not follow the Western model of the epic hero, we mothers can find a metaphor for our lives. The metaphor is in the kuroko, the Kabuki theater stage assistant. You've heard of Kabuki—with its wildly theatrical actors, its gorgeous costumes, and spectacular scale. The kuroko are assistants who help the actors move through their elaborate dramas. Meant to provide unobtrusive assistance with props and costumes, kuroko try to remain in the wings. They huddle in half-kneeling posture, wearing black bags over their heads and bodies—the better to recede into both actors' and audience's preconscious mind. Scurrying to arrange the trailing hems of heavy brocade kimonos, like an American mother repeatedly straightening her daughter's wedding train, the kuroko's role is to suport the real players of life's dramas.
Lydia Minatoya (The Strangeness of Beauty)
I don’t believe it too harsh to say that the history of philosophy when boiled down consists mostly of failed models of the brain. A few of the modern neurophilosophers such as Patricia Churchland and Daniel Dennett have made a splendid effort to interpret the findings of neuroscience research as these become available. They have helped others to understand, for example, the ancillary nature of morality and rational thought. Others, especially those of poststructuralist bent, are more retrograde. They doubt that the “reductionist” or “objectivist” program of the brain researchers will ever succeed in explaining the core of consciousness. Even if it has a material basis, subjectivity in this view is beyond the reach of science. To make their argument, the mysterians (as they are sometimes called) point to the qualia, the subtle, almost inexpressible feelings we experience about sensory input. For example, “red” we know from physics, but what are the deeper sensations of “redness”? So what can the scientists ever hope to tell us in larger scale about free will, or about the soul, which for religious thinkers at least is the ultimate of ineffability?
Edward O. Wilson (The Meaning of Human Existence)
2. The classics are those books which constitute a treasured experience for those who have read and loved them; but they remain just as rich an experience for those who reserve the chance to read them for when they are in the best condition to enjoy them. For the fact is that the reading we do when young can often be of little value because we are impatient, cannot concentrate, lack expertise in how to read, or because we lack experience of life. This youthful reading can be (perhaps at the same time) literally formative in that it gives a form or shape to our future experiences, providing them with models, ways of dealing with them, terms of comparison, schemes for categorising them, scales of value, paradigms of beauty: all things which continue to operate in us even when we remember little or nothing about the book we read when young. When we reread the book in our maturity, we then rediscover these constants which by now form part of our inner mechanisms though we have forgotten where they came from. There is a particular potency in the work which can be forgotten in itself but which leaves its seed behind in us. The definition which we can now give is
Italo Calvino (Why Read the Classics?)
If dimensions are virtual like the particles in quantum foam are virtual then, entanglement is information that is in more than one location (hologram). There are no particles, they may be wave packets but the idea of quantum is, a precise ratio of action in relationship to the environment. Feynman's path integral is not infinite, it is fractal. If you look at a star many light years away, the photon that hits your eye leaves the star precisely when the timing for the journey will end at your eye because the virtual dimension of the journey is zero distance or zero time. Wheeler said that if your eye is not there to receive the photon then it won't leave the star in the distant past. If the dimension in the direction of travel is zero, you have a different relationship then if it is zero time in terms of the property of the virtual dimensions. Is a particle really a wave packet? Could something like a "phase transition" involve dimensions that are more transitory then we imagined. Example; a photon as a two dimensional sheet is absorbed by an electron so that the photon becomes a part of the geometry of the electron in which the electrons dimensions change in some manner. Could "scale" have more variation and influence on space and time that our models currently predict? Could information, scale, and gravity be intimately related?
R.A. Delmonico
This is nothing less than a whole new approach to economics. The randomistas don’t think in terms of models. They don’t believe humans are rational actors. Instead, they assume we are quixotic creatures, sometimes foolish and sometimes astute, and by turns afraid, altruistic, and self-centered. And this approach appears to yield considerably better results. So why did it take so long to figure this out? Well, several reasons. Doing randomized controlled trials in poverty-stricken countries is difficult, time consuming, and expensive. Often, local organizations are less than eager to cooperate, not least because they’re worried the findings will prove them ineffective. Take the case of microcredit. Development aid trends come and go, from “good governance” to “education” to the ill-fated “microcredit” at the start of this century. Microcredit’s reckoning came in the form of our old friend Esther Duflo, who set up a fatal RCT in Hyderabad, India, and demonstrated that, all the heartwarming anecdotes notwithstanding, there is no hard evidence that microcredit is effective at combating poverty and illness.13 Handing out cash works way better. As it happens, cash handouts may be the most extensively studied anti-poverty method around. RCTs across the globe have shown that over both the long and short term and on both a large and small scale, cash transfers are an extremely successful and efficient tool.14
Rutger Bregman (Utopia for Realists: And How We Can Get There)
The failure of Communism was consecrated in the fall of the Soviet Union. The remarkable thing is that, as in most cases when prophecy fails, the faith never faltered. Indeed, an alternative version had long been maturing, though cast into the shadows for a time by enthusiasm for the quick fix of revolution. It had, however, been maturing for at least a century and already had a notable repertoire of institutions available. We may call it Olympianism, because it is the project of an intellectual elite that believes that it enjoys superior enlightenment and that its business is to spread this benefit to those living on the lower slopes of human achievement. And just as Communism had been a political project passing itself off as the ultimate in scientific understanding, so Olympianism burrowed like a parasite into the most powerful institution of the emerging knowledge economy--the universities. We may define Olympianism as a vision of human betterment to be achieved on a global scale by forging the peoples of the world into a single community based on the universal enjoyment of appropriate human rights. Olympianism is the cast of mind dedicated to this end, which is believed to correspond to the triumph of reason and community over superstition and hatred. It is a politico-moral package in which the modern distinction between morals and politics disappears into the aspiration for a shared mode of life in which the communal transcends individual life. To be a moral agent is in these terms to affirm a faith in a multicultural humanity whose social and economic conditions will be free from the causes of current misery. Olympianism is thus a complex long-term vision, and contemporary Western Olympians partake of different fragments of it. To be an Olympian is to be entangled in a complex dialectic involving elitism and egalitarianism. The foundational elitism of the Olympian lies in self-ascribed rationality, generally picked up on an academic campus. Egalitarianism involves a formal adherence to democracy as a rejection of all forms of traditional authority, but with no commitment to taking any serious notice of what the people actually think. Olympians instruct mortals, they do not obey them. Ideally, Olympianism spreads by rational persuasion, as prejudice gives way to enlightenment. Equally ideally, democracy is the only tolerable mode of social coordination, but until the majority of people have become enlightened, it must be constrained within a framework of rights, to which Olympian legislation is constantly adding. Without these constraints, progress would be in danger from reactionary populism appealing to prejudice. The overriding passion of the Olympian is thus to educate the ignorant and everything is treated in educational terms. Laws for example are enacted not only to shape the conduct of the people, but also to send messages to them. A belief in the power of role models, public relations campaigns, and above all fierce restrictions on raising sensitive questions devant le peuple are all part of pedagogic Olympianism.
Kenneth Minogue
In 1853, Haussmann began the incredible transformation of Paris, reconfiguring the city into 20 manageable arrondissements, all linked with grand, gas-lit boulevards and new arteries of running water to feed large public parks and beautiful gardens influenced greatly by London’s Kew Gardens. In every quarter, the indefatigable prefect, in concert with engineer Jean-Charles Alphand, refurbished neglected estates such as Parc Monceau and the Jardin du Luxembourg, and transformed royal hunting enclaves into new parks such as enormous Bois de Boulogne and Bois de Vincennes. They added romantic Parc des Buttes Chaumont and Parc Montsouris in areas that were formerly inhospitable quarries, as well as dozens of smaller neighborhood gardens that Alphand described as "green and flowering salons." Thanks to hothouses that sprang up in Paris, inspired by England’s prefabricated cast iron and glass factory buildings and huge exhibition halls such as the Crystal Palace, exotic blooms became readily available for small Parisian gardens. For example, nineteenth-century metal and glass conservatories added by Charles Rohault de Fleury to the Jardin des Plantes, Louis XIII’s 1626 royal botanical garden for medicinal plants, provided ideal conditions for orchids, tulips, and other plant species from around the globe. Other steel structures, such as Victor Baltard’s 12 metal and glass market stalls at Les Halles in the 1850s, also heralded the coming of Paris’s most enduring symbol, Gustave Eiffel’s 1889 Universal Exposition tower, and the installation of steel viaducts for trains to all parts of France. Word of this new Paris brought about emulative City Beautiful movements in most European capitals, and in the United States, Bois de Boulogne and Parc des Buttes Chaumont became models for Frederick Law Olmsted’s Central Park in New York. Meanwhile, for Parisians fascinated by the lakes, cascades, grottoes, lawns, flowerbeds, and trees that transformed their city from just another ancient capital into a lyrical, magical garden city, the new Paris became a textbook for cross-pollinating garden ideas at any scale. Royal gardens and exotic public pleasure grounds of the Second Empire became springboards for gardens such as Bernard Tschumi’s vast, conceptual Parc de La Villette, with its modern follies, and “wild” jardins en mouvement at the Fondation Cartier and the Musée du Quai Branly. In turn, allées of trees in some classic formal gardens were allowed to grow freely or were interleaved with wildflower meadows and wild grasses for their unsung beauty. Private gardens hidden behind hôtel particulier walls, gardens in spacious suburbs, city courtyards, and minuscule rooftop terraces, became expressions of old and very new gardens that synthesized nature, art, and outdoors living.
Zahid Sardar (In & Out of Paris: Gardens of Secret Delights)
Good friendship, in Buddhism, means considerably more than associating with people that one finds amenable and who share one's interests. It means in effect seeking out wise companions to whom one can look for guidance and instruction. The task of the noble friend is not only to provide companionship in the treading of the way. The truly wise and compassionate friend is one who, with understanding and sympathy of heart, is ready to criticize and admonish, to point out one's faults, to exhort and encourage, perceiving that the final end of such friendship is growth in the Dhamma. The Buddha succinctly expresses the proper response of a disciple to such a good friend in a verse of the Dhammapada: 'If one finds a person who points out one's faults and who reproves one, one should follow such a wise and sagacious counselor as one would a guide to hidden treasure' If we associate closely with those who are addicted to the pursuit of sense pleasures, power, riches and fame, we should not imagine that we will remain immune from those addictions: in time our own minds will gradually incline to these same ends. If we associate closely with those who, while not given up to moral recklessness, live their lives comfortably adjusted to mundane routines, we too will remain stuck in the ruts of the commonplace. If we aspire for the highest — for the peaks of transcendent wisdom and liberation — then we must enter into association with those who represent the highest. Even if we are not so fortunate as to find companions who have already scaled the heights, we can well count ourselves blessed if we cross paths with a few spiritual friends who share our ideals and who make earnest efforts to nurture the noble qualities of the Dhamma in their hearts. When we raise the question how to recognize good friends, how to distinguish good advisors from bad advisors, the Buddha offers us crystal-clear advice. In the Shorter Discourse on a Full-Moon Night (MN 110) he explains the difference between the companionship of the bad person and the companionship of the good person. The bad person chooses as friends and companions those who are without faith, whose conduct is marked by an absence of shame and moral dread, who have no knowledge of spiritual teachings, who are lazy and unmindful, and who are devoid of wisdom. As a consequence of choosing such bad friends as his advisors, the bad person plans and acts for his own harm, for the harm of others, and the harm of both, and he meets with sorrow and misery. In contrast, the Buddha continues, the good person chooses as friends and companions those who have faith, who exhibit a sense of shame and moral dread, who are learned in the Dhamma, energetic in cultivation of the mind, mindful, and possessed of wisdom. Resorting to such good friends, looking to them as mentors and guides, the good person pursues these same qualities as his own ideals and absorbs them into his character. Thus, while drawing ever closer to deliverance himself, he becomes in turn a beacon light for others. Such a one is able to offer those who still wander in the dark an inspiring model to emulate, and a wise friend to turn to for guidance and advice.
Bhikkhu Bodhi
...decision makers should realize that even with rational models and established parameters, situations will arise that may compel the United States to participate in peace operations. Humanitarian issues may seem compelling; domestic political pressures and pressures from allies may develop; and a range of foreign and domestic policy issues may require response, even if important U.S. security interests are not at stake directly. Military strategist and planners should be aware, also, that in a democratic society and an interdependent world, sometime decisions will be made outside established parameters for interventions. That makes the development of a strategy and the establishment of criteria all the more important, although planning for such events is necessarily less predictable and necessarily of lower priority. The systematic ability to analyze both the significance for national security and the immediate rationale for involvement may permit policy makers to withstand pressures if the consequences might be negative, or set limits that reduce potential harm. The...debate...about U.S. involvement in the former Yugoslavia is a microcosm of the varied and conflicting pressures that may arise. Some combination of assessment of national interest weighed against risk has militated against any commitment of ground troops while hostilities continue. Yet the importance of protecting allies may cause the policy to bend somewhat before the war ends, and the United States may become involved in an operation on a scale that may have been unnecessary if a strategy and the organization of national assets to support it had been available to prevent the crisis in the first place. Traditionally, peace operations, especially peacekeeping, were viewed as operations that came at the tail end of conflict. There will continue to be a need for peace operations to assist in bringing about and guaranteeing peace. However, the value of peace operations in dealing with precursor instabilities - to prevent, contain, or ameliorate incipient conflicts -- must be considered also. In this sense, peace operations are investments. Properly conducted by forces that have planned, prepared and trained for them within the proper strategic framework, peace operations may well preclude the need to deploy larger forces at substantial costs in both blood and treasure later.
Antonia Handler Chayes (Peace Operations: Developing an American Strategy)
Louis Acker, a well-known Boston astrologer, in an unpublished paper entitled “Mind: A Holographic Computer,” sets out to explain, via a Pythagorean model, how the One God split himself into 2, 3, 4, and so on to create the multitudes. This process is similar to that of vibratory patterns interfering with each other. Just as there are set notes on a musical scale, there are “common nodal points,” or “fundamental carrier frequencies,” in the creation of the multitudes; a transference of energy from higher dimensions to lower ones can be facilitated by means of principles of resonance and through laws of harmonics. This can be proved on the physical plane with simple tuning forks. All forks with the same dimensions in a room will vibrate if one is rapped. This is the principle of resonance: mutual vibrations. Any tuning fork in the proper geometric proportion to the rapped fork will begin to vibrate as well.42
Marc J. Seifer (Transcending the Speed of Light)
A company at the top of its game has accumulated a number of rules of thumb—implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It’s very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past.
Stefan Heck (Resource Revolution: How to Capture the Biggest Business Opportunity in a Century)
In 1997, executives at Disney came to us with a request: Could we make Toy Story 2 as a direct-to-video release—that is, not release it in theaters? At the time, Disney’s suggestion made a lot of sense. In its history, the studio had only released one animated sequel in theaters, 1990’s The Rescuers Down Under, and it had been a flop. In the years since, the direct-to-video market had become extremely lucrative, so when Disney proposed Toy Story 2 for video release only—a niche product with a lower artistic bar—we said yes. While we questioned the quality of most sequels made for the video market, we thought that we could do better. Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so.
Ed Catmull (Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration)
Geography lessons go virtual: Danish government creates Minecraft version of ENTIRE country to help teachers Geography lessons go virtual: Danish government creates Minecraft version of ENTIRE country to help teachers Entire country was recreated by government's mapping department Minecraft lesson plans for teachers also created in bid to make education more accessible By Mark Prigg Published: 22:06 GMT, 25 April 2014 | Updated: 23:01 GMT, 25 April 2014 The Danish government has recreated the entire country in the hit computer game Minecraft. The first country to be fully transplanted into the blocky Minecraft games, the government hopes it could help make lessons more fun for students. It has even produced a series of lesson plans for teachers to help them navigate the virtual version of their country. Scroll down for video Denmark's Ministry of the Environment has created a full-scale model of the country in Minecraft for players to explore. The downloadable model consists of 4,000 billion blocks and requires one terabyte of storage space.
But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.
Michael T. Osterholm (Deadliest Enemy: Our War Against Killer Germs)
Another thing I’m learning in my new job is that while people still refer to this business as “the tech industry,” in truth it is no longer really about technology at all. “You don’t get rewarded for creating great technology, not anymore,” says a friend of mine who has worked in tech since the 1980s, a former investment banker who now advises start-ups. “It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
Chinese companies don’t have this kind of luxury. Surrounded by competitors ready to reverse-engineer their digital products, they must use their scale, spending, and efficiency at the grunt work as a differentiating factor. They burn cash like crazy and rely on armies of low-wage delivery workers to make their business models work. It’s a defining trait of China’s alternate internet universe that leaves American analysts entrenched in Silicon Valley orthodoxy scratching their heads.
Kai-Fu Lee (AI Superpowers: China, Silicon Valley, and the New World Order)
At first I didn’t think I was going to be able to make it on the outside at all. I’ve described prison society as a scaled-down model of your outside world, but I had no idea of how fast things moved on the outside; the raw speed people move at. They even talk faster. And louder. It was the toughest adjustment I’ve ever had to make, and I haven’t finished making it yet . . . not by a long way. Women, for instance. After hardly knowing that they were half of the human race for forty years, I was suddenly working in a store filled with them. Old women, pregnant women wearing tee-shirts with arrows pointing downward and a printed motto reading BABY HERE, skinny women with their nipples poking out at their shirts—a woman wearing something like that when I went in would have gotten arrested and then had a sanity hearing—women of every shape and size. I found myself going around with a semi-hard almost all the time and cursing myself for being a dirty old man. Going to the bathroom, that was another thing. When I had to go (and the urge always came on me at twenty-five past the hour), I had to fight the almost overwhelming need to check it with my boss. Knowing that was something I could just go and do in this too-bright outside world was one thing; adjusting my inner self to that knowledge after all those years of checking it with the nearest screwhead or facing two days in solitary for the oversight . . . that was something else. My boss didn’t like me. He was a young guy, twenty-six or -seven, and I could see that I sort of disgusted him,
Stephen King (Different Seasons)
you used to be able to do fine just by deploying SAP better than the next guy. That’s no longer the case. Today, IT is where you compete. It’s where you spin up new services, new experiences. It’s where you set up test beds and experiments. It’s where you iterate and scale. It’s where you find the freedom to grow.
Tien Tzuo (Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It)
An MVP is a prototype of a product with just enough features to enable validated learning about the product and its business model.
Nicole Forsgren (Accelerate: Building and Scaling High-Performing Technology Organizations)
EMBODY THE VALUES To live in a fashion consistent with your stated values. The principle behind the practice: More of leadership is caught rather than taught. In other words, people watch the leader and learn from his or her example. Single-word focus: Credibility Key Questions • What values or beliefs do I want to drive the behavior of my organization? • How can I communicate these values? • Which of these values do I most consistently model? • Which of these values do I need to work on? • What are my actions communicating? Caution: If the leader doesn’t embody the values, the trust of his or her followers will erode, and ultimately the leader will forfeit the opportunity to lead. Food for Thought • What have I learned about leadership during this journey? • Why does it matter? • What do I do with all that I’ve learned? • What am I willing to do today to improve my leadership? • What one thing can I put into practice this week? • Who can I ask to help me? THE ULTIMATE QUESTION Am I a serving leader or a self-serving leader? Self-Assessment Are You a Serving Leader? Rate each statement using the following scale: 5 = Completely agree 4 = Partially agree 3 = Neither agree nor disagree
Kenneth H. Blanchard (The Secret: What Great Leaders Know and Do)
Thomas Edison had to invent much more than the electric light. As do all innovators of new technologies, he faced the larger problem of developing and deploying the infrastructure required to support his inventions. Behind the steam engine, a network of mines and distribution systems supplied coal for its operation. Local generating plants and networks of underground pipes sustained gas lighting. When Edison planned his direct-current system of electric lighting, not wanting to run wires as thick as a man’s leg, he envisioned neighborhood-scale generating stations—steam engines turning direct-current generators—modeling his system on the gas-lighting system and even running his wiring, like gas, in pipes underground.
Richard Rhodes (Energy: A Human History)
The received wisdom that economic inequality is fated to endure and even get worse makes all of us, in a little way, Marxists. But what if the model of organization that Weber and his inheritors in economics and sociology found to be the most adapted to competition and management in modern life has become obsolete? What if power is dispersing, coming to dwell in new forms and through new mechanisms in a host of small and previously marginal players, while the power advantage of the big, established, and more bureaucratic incumbents decays? The rise of micropowers throws open such questions, for the first time. It holds out the prospect that power may have become remarkably unmoored from size and scale.
Moisés Naím (The End of Power)
Groupon is a study of the hazards of pursuing scale and valuation at all costs. In 2010, Forbes called it the “fastest growing company ever” after its founders raised $135 million in funding, giving Groupon a valuation of more than $1 billion after just 17 months.5 The company turned down a $6 billion acquisition offer from Google and went public in 2011 with one of the biggest IPOs since Google’s in 2004.6 It was one of the original unicorns. However, the business model had serious problems. Groupon sometimes sold so many Daily Deals that participating businesses were overwhelmed . . . even crippled. Other businesses accused Groupon of strong-arming them to sign up for Daily Deals. Customers started to view the group discount (the company’s bread and butter) as a sign that a participating business was desperate. Businesses stopped signing up. Journalists suggested that Groupon was prioritizing customer acquisition over retention — growth over value — and that it had gone public before it had a solid, proven business model.7 Groupon is still a player, with just over $3 billion in annual revenue in 2015. But its stock has fallen from $26 a share to about $4 today, and it has withdrawn from many international markets. Also revealing is that the company is suing IBM for patent infringement, something that will not create customer value.8 Many promising startups have paid the price for rushing to scale. We can see clues to potential future failures in the recent “down rounds” (stock purchases priced at a lower valuation than those of previous investors) hitting companies like Foursquare, Gilt Group, Jet, Jawbone, and Technorati. In their rush to build scale, executives and founders search for shortcuts to sustainable, long-term revenue growth.
Brian de Haaff (Lovability: How to Build a Business That People Love and Be Happy Doing It)
And finally: algorithmic modeling + global positioning + human scaling + computational speed = data geopolitics. Political power used to be measured in missiles and submarines and the production of iron and silicon chips. Today there is a new geopolitical force: Data Management.
Mark Jarzombek (Digital Stockholm Syndrome in the Post-Ontological Age (Forerunners: Ideas First))
Unfortunately, however, there is another serious catch. Theory dictates that such discoveries must occur at an increasingly accelerating pace; the time between successive innovations must systematically and inextricably get shorter and shorter. For instance, the time between the “Computer Age” and the “Information and Digital Age” was perhaps twenty years, in contrast to the thousands of years between the Stone, Bronze, and Iron ages. If we therefore insist on continuous open-ended growth, not only does the pace of life inevitably quicken, but we must innovate at a faster and faster rate. We are all too familiar with its short-term manifestation in the increasingly faster pace at which new gadgets and models appear. It’s as if we are on a succession of accelerating treadmills and have to jump from one to another at an ever-increasing rate. This is clearly not sustainable, potentially leading to the collapse of the entire urbanized socioeconomic fabric. Innovation and wealth creation that fuel social systems, if left unchecked, potentially sow the seeds of their inevitable collapse. Can this be avoided or are we locked into a fascinating experiment in natural selection that is doomed to fail?
Geoffrey West (Scale: The Universal Laws of Growth, Innovation, Sustainability, and the Pace of Life, in Organisms, Cities, Economies, and Companies)
An entrepreneur seeks to test a series of unproven hypotheses (guesses) about a startup’s business model: who the customers are, what the product features should be, and how this scales into a hugely successful company.
Steve Blank (The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company)
The importance of understanding the platform business, as an enabler of interactions, cannot be overstated. In a connected world, businesses will increasingly focus on enabling interactions between users.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
But today, the power of the network effect is fading. The network effect isn’t the one-stop solution for repeatable interactions that it once was.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
we’ve seen time and again that mathematical models can sift through data to locate people who are likely to face great challenges, whether from crime, poverty, or education. It’s up to society whether to use that intelligence to reject and punish them—or to reach out to them with the resources they need. We can use the scale and efficiency that make WMDs so pernicious in order to help people. It all depends on the objective we choose.
Cathy O'Neil (Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy)
From a business perspective, we all know that airlines have struggled for years,” says Mac Kern, former vice president of commercial planning at Surf Air. “It’s a very capital intensive business, not to mention commodity-based. Prices get driven downward. It’s very competitive. The subscription model gives us predictive revenue—that’s something that no commercial carriers have. They don’t know if a flight is going to be profitable until the door on the airplane closes (and they still have to fly at that point!). Because of subscriptions, we know exactly how much revenue we’re going to generate at the beginning of every month. So we can scale our operation effectively, because we know exactly how much flying we’re able to execute. That kind of insight is basically magic in the aviation industry. No one has been able to do that before.
Tien Tzuo (Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It)
Kleiber’s law proved that as life gets bigger, it slows down. But West’s model demonstrated one crucial way in which human-built cities broke from the patterns of biological life: as cities get bigger, they generate ideas at a faster clip. This is what we call “superlinear scaling”: if creativity scaled with size in a straight, linear fashion, you would of course find more patents and inventions in a larger city, but the number of patents and inventions per capita would be stable. West’s power laws suggested something far more provocative: that despite all the noise and crowding and distraction, the average resident of a metropolis with a population of five million people was almost three times more creative than the average resident of a town of a hundred thousand.
Steven Johnson (Where Good Ideas Come From: The Natural History of Innovation)
Your charming charm is a super sexy mega power that is simply impossible to overcome. Sweetest gourmet, I adore your gorgeous body, when I see you, only one word sounds in my head: yum, I will give myself completely to you. I will always love only you unconsciously, unconsciously, your gently erotic image sat in the depths of my mind completely. From your amazingly contagious beauty, your mouth opens and speechless is lost. Dizzyingly, stunningly beautiful, you are like a giant tornado, from which everything attracts you. And the heart and soul yearn all the time only for you. It doesn't matter if you love me or not, the main thing is that I still love you, and in my subconscious mind, I will only love you forever. Your luxurious appearance of the highest quality, this is a workshop, the filigree work of Mother Nature, this is just a masterpiece that constitutes a unique example of true beauty, you have no equal, you are a girl of high caliber. You are absolutely beautiful to such an extent, so beautiful, so exotic, erotic, and your image sounds poetic like very beautiful music of love, that I’m just afraid and shy to come to you, I’m afraid to talk to you, as if standing next to a goddess, or with a super mega star, a world scale model that even aliens probably know. My heart beats more often, I can’t talk normally, from excitement, goosebumps all over my body, and it just shakes. All these are symptoms of true love for you, well, simply: oh), wow). To be your boyfriend and husband is the greatest honor in the world, he knelt before you with flowers in his hands. Your appearance is perfect just like Barbie. You are so beautiful that only you want to have sex forever, countless, infinite number of times. You are unattainable, you are like a star whose light of the soul, like a searchlight, illuminates me in the deep darkness of solitude. In love with you thorough. You are simply amazingly beautiful. You are the best of the best. Goddess of all goddesses, empress of all empresses, queen of all queens. More beautiful you just can not imagine a girl. Sexier than you just can not be anything. Beautiful soul just is not found. There was nothing more perfect than you and never will be, simply because I think so. Laponka, I'm your faithful fan, you are my only idol, idol, icon of beauty. It doesn't matter who you are, I will accept you any. Because in any case I am eager to be only with you. You have a sexy smile, and your sensual look is just awesome. And from your voice and look a pleasant shiver all over your body. You are special, the best that is in all worlds, universes and dimensions. You're just a sight for sore eyes. To you I feel the most powerful, love and sexual inclination. You're cooler than any Viagra and afrodosiak. From your beauty just cling to the constraints and embarrassment.
Author: Musin Almat Zhumabekovich
But prioritizing speed over efficiency—even in the face of uncertainty—is especially important when your business model depends on having lots of members and getting feedback from them. If you get in early and start getting that feedback and your competitors don’t, then you’re on the path to success. In any business where scale really matters, getting in early and doing it fast can make the difference.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
Information is a difference that can make a difference, truth (highest possible symmetry) is information that doesn't change and randomness (self referential noise) is a difference that doesn't make a difference. Truth lives in the macro world, the micro world is uncertain. Truth lives in the past, the future is uncertain. The micro future is formed into the macro past. Every engine takes advantage of a difference. Nature is lazy and everything takes the path of least action. Behavior is built up from a quantum of action in a field. Ratio may be the only thing that is discrete. Action creates the spacetime it inhabits, including the dimensions. As a particular force moves through scale, one force can overtake another, affecting the geometry of the dimensions at that particular scale. There is no fixed geometric grid. The structure of reality is a computational geometry that is fractal in nature. Gravity is a variation of scale. A region of space with less matter has denser time. A region of space with more matter has denser space, a pressure gradient. Information is not stuff it is relationships. The past is material, the future is possibility. Our models contain virtual partials and so we should be looking at virtual dimensions.
R.A. Delmonico
The Soviets could have become a mortal danger to us, if they had succeeded in undermining the military spirit of our soldiers with the slogan of the German Communist Party: "No more War!" For at the same time as they were trying by Communist Party terrorism, by strikes, by their press, and by every other means at their disposal to ensure the triumph of pacifism in our country, the Russians were building up an enormous army. Disregarding the namby-pamby utterances about humanitarianism which they spread so assiduously in Germany, in their own country they drove their workers to an astonishing degree, and the Soviet worker was taught by means of the Stakhanov system to work both harder and longer than his counterpart in either Germany or the capitalist States. The more we see of conditions in Russia, the more thankful we must be that we struck in time. In another ten years there would have sprung up in Russia a mass of industrial centres, inaccessible to attack, which would have produced armaments on an inexhaustible scale, while the rest of Europe would have degenerated into a defenceless plaything of Soviet policy. It is very stupid to sneer at the Stakhanov system. The arms and equipment of the Russian armies are the best proof of its efficiency in the handling of industrial man power. Stalin, too, must command our unconditional respect. In his own way he is a hell of a fellow ! He knows his models, Genghiz Khan and the others, very well, and the scope of his industrial planning is exceeded only by our own Four Year Plan. And there is no doubt that he is quite determined that there shall be in Russia no unemployment such as one finds in such capitalist States as the United States of America...
Adolf Hitler (Hitler's Table Talk, 1941-1944)
Computer simulation often works fine if we assume nothing more than Newton’s laws at the atomic scale, even though we know that really we should be using quantum, not classical, mechanics at that level. But sometimes approximating the behaviour of atoms as though they were classical billiard-ball particles isn’t sufficient. We really do need to take quantum behaviour into account to accurately model chemical reactions involved in industrial catalysis or drug action, say. We can do that by solving the Schrödinger equation for the particles, but only approximately: we need to make lots of simplifications if the maths is to be tractable. But what if we had a computer that itself works by the laws of quantum mechanics? Then the sort of behaviour you’re trying to simulate is built into the very way the machine operates: it is hardwired into the fabric. This was the point Feynman made in his article. But no such machines existed. At any rate they would, as he pointed out with wry understatement, be ‘machines of a different kind’ from any computer built so far. Feynman didn’t work out the full theory of what such a machine would look like or how it would work – but he insisted that ‘if you want to make a simulation of nature, you’d better make it quantum-mechanical’.
Philip Ball (Beyond Weird)
Networks inherently bring a unique challenge. When value moves in a straight line (as in the case of pipes), it can move in only one direction.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
In the quest to transform into platforms, organizations must shift from a culture of dollar absorption to a culture of data absorption.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Startups – as well as enterprises – building platforms, often make the error of engineering viral growth before designing the right incentives for users to stay on in an engaged fashion.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
ensure that reverse network effects do not set in, platforms need to ensure that access and creative control, as well as curation and customization, scale well as the platform
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
On platforms, the business does not create the end value; rather, the business only enables value creation. As a result, participants on the platform take on production as well as consumption roles.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
After I murder everyone in this room, I plan to eat them cannibal style and use their bones to build a scale model of a Viking longboat.
Victor Gischler (Gestapo Mars)
The goal is to reverse the first law of entrepreneurial gravity and develop a viable business model in which the faster you grow, the more cash you generate — through larger deposits, faster collections, shorter sales and delivery cycles, etc. Then you’ve built a company that can self-fund its own growth.
Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
It’s between $1 million and $10 million that the team needs to focus on cash. Growth sucks cash, and since this is the first time the company will make a tenfold jump in size, the demands for cash will soar. In addition, at this stage of organizational development, the company is still trying to figure out its unique position in the marketplace, and these experiments (or mistakes) can be costly. This is when the cash model of the business needs to be worked out (e.g., “How is the business model going to generate sufficient cash for the company to keep growing?”).
Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
We are in the business of enabling interactions.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
The ability of a business to scale is determined by its ability to aggregate the inputs to business – labor and resources – and coordinate them efficiently toward value creation and delivery.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
We are increasingly moving into the business of enabling efficient social and business interactions, mediated by software.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Ecosystems are the key enablers of value creation on platforms and a new source of competitive advantage.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Ohio is a scale model of the entire country, jammed into 43,000 square miles. Cleveland views itself as the intellectual East (its citizens believe they have a rivalry with Boston and unironically classify the banks of Lake Erie as the North Coast). Cincinnati is the actual South (they fly Confederate flags and eat weird food). Dayton is the Midwest. Toledo is Pittsburgh, before Pittsburgh was nice. Columbus is a low-altitude Denver, minus the New World Order airport. Ohio experiences all possible US weather, sometimes simultaneously.
Chuck Klosterman (But What If We're Wrong? Thinking About the Present As If It Were the Past)
I visited McBeth’s eleventh and twelfth grade classes, which were both working on prototypes for projects they had approached through design thinking. One was a revitalization scheme for Toronto’s waterfront, and the other was creating an indoor agriculture system. The students were producing all sorts of creative solutions, from elaborate models of their waterfront developments to fish farms where the fish’s own waste would fertilize the plants that cleaned the water. It was loud, messy work. At one point, three girls were hand-sawing a piece of lumber balanced between two desks, and sawdust quickly coated their preppy uniforms and hair. With a few exceptions, all the students said they preferred to work without computers on this type of project. They felt they had more creative freedom, were less distracted, could be more accurate to their vision, and gained a better understanding of the scale and materials involved. It also seemed more fun. The groups building models and contraptions around the room were laughing and joking as they glued and taped and cut and broke things. The only ones working on computers were two girls who gave up on a model and decided to make an app instead. They sat side by side, quietly checking out the pricing options on various app-building websites, flipping over to Facebook whenever McBeth was out
David Sax (The Revenge of Analog: Real Things and Why They Matter)
Everything old is new again! The answers lie in using the old to interpret the new!
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Understanding these six interaction drivers helps entrepreneurs and managers give new strategic direction to the platform.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
As the world becomes more connected, the platforms that harness these connections and the ensuing interactions into effective business models will win.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
The core value unit is required to spark interactions. Interactions are enabled by the platform. 4.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
On March 31, 2016, Securities and Exchange Commission chair Mary Jo White said this to the students of Stanford Law School: Nearly all venture valuations are highly subjective. But, one must wonder whether the publicity and pressure to achieve the unicorn benchmark is analogous to that felt by public companies to meet projections they make to the market with the attendant risk of financial reporting problems. And, yes that remains a problem. We continue to see instances of public companies and their senior executives manipulating their accounting to meet various expectations and projections.1 We have reached a point in the world of technology startups where the fervor for building a company with a billion-dollar valuation — the elusive startup unicorn — is overshadowing the creation of real value. It is not the first time we have been here; the world of startups and venture capital has always run in cycles, from optimistic zeal to caution to post-catastrophe introspection and back again. But perhaps it is time that entrepreneurs and investors alike begin waking up to the fact that the “valuation-at-all-costs” model, with its relentless pressure, remote odds of success, and human cost, is not only unsustainable but bad business. At this point in the current cycle, the radically overvalued startup appears to be headed for the endangered species list. That is a good thing. While billion-dollar behemoths will always exist, and the high-wire act of chasing scale while also chasing the cash to fund that scale will occasionally produce a solid company, there are other ways to build a business. There are better ways to build a business.
Brian de Haaff (Lovability: How to Build a Business That People Love and Be Happy Doing It)
Since the nineteenth century it has been known that, in a closed system, energy will dissipate until it reaches a constant and even level: physicists explain this in terms of increasing amount of disorder, or entropy, that inevitably appears in such systems. Organisms seem to go against this fundamental law because we are highly ordered forms of matter that concentrate energy in a very restricted space. Schrödinger's explanation was that life survives ´by continually sucking orderliness from its environment´ - he described order as ´negative entropy´. This apparent breach of one of the fundamental laws of the Universe does not cause any problems for physics, because on a cosmological scale our existence is so brief, our physical dimensions so minute, that the iron reality of the second law does not flutter for an instant. Whether life exists or not, entropy increases inexorably. According to our current models, this will continue until the ultimate heat death of the Universe, when all matter will be evenly spaced and nothing happens, and it carries on not happening forever.
Matthew Cobb (Life's Greatest Secret: The Race to Crack the Genetic Code)
Mobile Virtual Network Operators (MVNOs) have been around in the telecom world since the dawn of the 21st century. However, since their inception, their role has kept on changing. From broadly voice-based service providers to 3G purveyors, MVNOs have evolved in their services with time. Nowadays, in this world of intense competition, the success of MVNO completely depends on their ability to think out of the box. It is their ingenuity in creating customer-driven plans that decides their fate in today’s heavily saturated telecom market. The present-day MVNO subscribers are finicky, moody and disloyal. It is an MVNO’s task to inspire confidence in them, attract them towards their services and ensure that they stay loyal. The Challenge Faced by Different MVNOs Evoking customer trust and then ensuring that it is maintained is probably the toughest challenge faced by an MVNO in telecom. Especially in the competitive world of today that demands a differentiation in service along with an attractive pricing model. Based on their infrastructural capabilities, MVNOs can be divided into: 1. Skinny MVNOs: Equipped with their own voice mail, content applications, SMSC, prepaid and VAS. 2. Thin MVNOs: Apart from the infrastructure above, they also have AUC, EIR, HLR, and IN. 3. Thick MVNOs: Along with infrastructure of a thin MVNO, thick MVNOs also have a VLR and MSC. Regardless of the kind of MVNO that you are running, there are some major challenges that you need to overcome. While a skinny MVNO does not have to worry too much about the infrastructure, he cannot scale his operations as well as a thin or thick MVNO. On the other hand, a thick MVNO may be able to scale his operations well, but he might get too involved in managing the infrastructure with very little time for branding and marketing. The Importance of MVNE/MVNA Partnership for Overcoming Challenges As MVNOs are considerably smaller than a full-fledged MNO (Mobile Network Operator), they need support from MVNEs (Mobile Virtual Network Enablers) to get their job done. A capable MVNE with a comprehensive MVNO software solution like Telgoo5 can provide the following benefits to an MVNO: 1. Better billing – Billing is probably the toughest task for an MVNO to undertake all by itself. Any mistake or inefficiency in billing tasks can have a major bearing on MVNO subscribers. But when you partner with an MVNE like Vcare, you get access to a cutting-edge MVNO billing software solution. With a convergent billing solution by your side, you can create itemized bills with details of all types of services used by your subscribers. 2. Profitable deals with MNOs – Partnership with a competent MVNE/MVNA can help you get better-priced deals with an MNO. This will allow you to deliver the services at a lower rate to your MVNO subscribers while still making a profit. 3. Avoid red tape – Running a successful MVNO operation requires you to get into contracts with different carriers and vendors. By partnering with a competent MVNE like Vcare (who already has fully-licensed platforms and contracts with vendors), you are able to bypass the process of signing new deals, thereby saving considerable time and effort.
tomas jarvis
But if you are hoping for a straight path to impact, innovating may appear daunting at first. You need a lot of information to trace changes at the outcome all the way back to the beginnings. That’s why the stories of innovations in hindsight reveal so little of what one needs to do. And forecasting an outcome, or a product, or a user, or an organization, or a business model, or the specific technology needed from the hunch that characterizes the genesis of an innovation requires obtaining an insurmountable amount of knowledge of the dynamics ahead.
Luis Perez-Breva (Innovating: A Doer's Manifesto for Starting from a Hunch, Prototyping Problems, Scaling Up, and Learning to Be Productively Wrong (The MIT Press))
It’s like adoring the open sea, the clash of elemental forces, the overpowering scale of water and sky, the sleek majesty of sloops, the billow of sail and pull of line—and wanting to study and pay homage to it all by building a model of a favorite boat—and then deciding to do it inside a bottle.
J. D. McClatchy
A company’s revenue engine is a critical success factor. I had seen from my own direct experience how easy it was to get caught in silos: marketing people would just think of marketing, salespeople would just think of sales, and accounting wouldn’t think of itself as part of the revenue engine at all. Furthermore, product and the revenue engine were too often thought of completely independent of each other. The need for a more integrated approach was on my mind from the beginning. The revenue engine is a whole system. It encompasses a diverse set of integrated components, each doing its part to advance the system’s purpose. The engine is not just comprised of marketing and sales— it includes product, accounting, and the underlying technology and data infrastructure required to keep everything flowing. It involves people, tools, workflow, and metrics. Its purpose is to optimize reach, conversion, and expansion of customer spend. I call my revenue engine model “the bowtie schema.” It was the product of continuous iteration. As I interacted with marketing and sales practitioners and waded through the research, the model slowly emerged. The final model conveys not just the product and customer journey across the bowtie, but also the foundational layers that support that journey-- the interaction between people tools, workflow, and metrics that make it all happen. The most basic question a CEO must answer is whether the product has achieved a value breakthrough. Without that, the revenue engine is irrelevant. Once product-market fit is confirmed, the next step is to clearly identify your ideal customer profile (ICP) and your business model. This includes the lifetime value (LTV) profile of your company. Assuming a strong product, a clear ICP, and a solid understanding of the constraints composed by your unit economics, the path forward is clear. Then, the focus will turn to uplifting the maturity of your revenue engine and scaling it efficiently.
Tom Mohr
I call my revenue engine model “the bowtie schema.” It was the product of continuous iteration. As I interacted with marketing and sales practitioners and waded through the research, the model slowly emerged. The final model conveys not just the product and customer journey across the bowtie, but also the foundational layers that support that journey-- the interaction between people tools, workflow, and metrics that make it all happen.
Tom Mohr (Scaling the Revenue Engine)
The most basic question a CEO must answer is whether the product has achieved a value breakthrough. Without that, the revenue engine is irrelevant. Once product-market fit is confirmed, the next step is to clearly identify your ideal customer profile (ICP) and your business model. This includes the lifetime value (LTV) profile of your company. Assuming a strong product, a clear ICP, and a solid understanding of the constraints composed by your unit economics, the path forward is clear. Then, the focus will turn to uplifting the maturity of your revenue engine and scaling it efficiently.
Tom Mohr (Scaling the Revenue Engine)
Is a particle really a wave packet? Could something like a "phase transition" involve dimensions that are more transitory then we imagined. Example; a photon as a two dimensional sheet is absorbed by an electron so that the photon becomes a part of the geometry of the electron in which the electrons dimensions change in some manner. Could "scale" have more variation and influence on space and time that our models currently predict.
R.A. Delmonico
Wow,’ said Eddie. Oriole had revealed the secret of her necklace to him many times in the past, in exactly these terms, following the script of the tour she conducted for visitors through a fragmentary scale model of her vanished life.
Michael Chabon (Werewolves in Their Youth)
For a zoned-out, stupefied populace, “democracy” will be nothing more than the right to shop, or to choose between Wendy’s and Burger King, or to stare at CNN and think that this managed infotainment is actually the news. Corporate hegemony, the triumph of global democracy/consumerism based on an American model, is the collapse of American civilization. So a large-scale transformation is indeed going on, but it is one that makes triumph indistinguishable from disintegration.
Morris Berman (The Twilight of American Culture)
Earlier in this chapter we noted that a wide range of birds and mammals, including humans, express such behavior in varying ecological contexts. This core complex of intimate emotional connection then, in humans, may rise to the next level: cognitive empathy-an active seeking to understand the other's mental state-and ultimately to "attribution," which is the most complex state of assumption of another's mentality of the moment, modeling it within one's own consciousness. In this section and through the rest of this book we will see that the dawning of the fractal self in the human condition extends the Russian doll to a new outermost entity-namely, a prosocial awareness, pregnant with expansive conscious potential of human beings to empathize across scale through our affinitive worlds of culture and nature. However, the process is full of setbacks, in all societies and on many scales.
John L. Culliney (The Fractal Self: Science, Philosophy, and the Evolution of Human Cooperation)
I’d hesitated as I followed him down through the high-vaulted entrance hall with its mahogany panelling and terrazzo floor, and the glass cases covering beautifully detailed models of straight-funnelled merchantmen long dissected by the breakers’ torch. The splendour of a bygone age in miniature, where even the scaled likenesses gleamed with the proud craftsmanship of the men who had built them. They didn’t make models in the yards today. Not of ordinary, slab-sided bonus-constructed containerships. Models didn’t show a profit; they weren’t economically viable; the real ships themselves were barely viable now, despite our brave new computerised, electronic maritime world.
Brian Callison (The Sextant)
7/29, 3 - 7pm Outside The Box Upbeat ROMANTICS Rewrite The World! Therapeutic Massage Mixer; Hilarious Inspiring Ice-Breaker Movement Games; Recommend Fav Romantic Books/Movies/TV; Brainstorm; Writing Games: Meet-up, Playshop & MIXER!: ***Meet 3pm but leave park 3:30pm on the dot, to walk 1 block to private rental space; if you're later than that you'll miss us!:*** *BRING MAIN DISH to share &/OR $15 - $60 Sliding Scale for rental space* MENU: 3pm: Therapeutic Massage Ice-Breaker Mixer in Pairs: Clothed, G-Rated. We share w/everyone, no matter their shape, gender, age, style, background, etc. 3:30pm: ~*LEAVE PARK For Private Outdoor/Indoor GARDEN! *~ 3:45pm -6:45pm: Rest of Playshop-Mixer in private garden, begins w/5 min w/Group Hug/OM/Harmonize. ~*<>*~~*<>*~~*<>*~ Enjoy an outrageous, open-hearted, Infinite Possibilities afternoon w/a community of peers outside mainstream thinking/living! Cocreate romantic stories w/characters who leap beyond conventional expectations into exciting, unusual, deeper, more meaningful new kinds of romantic relationships/activities/adventures/worlds…! Characters w/fascinating projects/occupations & idiosyncratic appearances, who inspire us to not just read/watch, but ~*LIVE*~ in wildy romantic new ways & transform our real world cities into a new human playground. Let's circulate stories w/extraordinary new ideas which cause positive revolutions *right now,* … not some time in the future, --in each other’s lives & our culture. UPBEAT: Stories w/not just happy endings; but where one can tell from beginning everything is going to work out. Yet not saccharin or shallow, but extremely imaginative, thought provoking, intensely romantic & fulfilling. Tired of same kinds of stories w/supermodels/'average Joes' who feel unworthy rather than just reach out & have amazing magical adventures together?... Love scenes that seem copied from book to book? What we read/watch affects how we think, interact w/life, what we bring into our life, & how we shape the world: Celebrate unique life stories/paths! *Choose* to be new kinds of role models for your community, & the sculptor of your reality. Join us for a meaningful magical SO FUN interactive gathering w/warm wonderful people, bursts of glee & laughter; in beautiful expansive garden w/gentle breezes in a circle of trees. *** Always cool w/cool breezes in the shade, warm in the sun.*** ~*<>*~~*<>*~~*<>*~ ***Also BRING: Beverage for yourself (SUBSTANCE FREE), Yoga mat, blanket or beach towel PARK ADDRESS: SE corner of Stoner Park (corner of Stoner Ave & Missouri): 11755 Missouri Ave., LA 90025: Open grassy area by bench: 4-hour PARKING IN LOT & AROUND PARK. (RAIN DOESN’T CANCEL: if rain meet in sheltered space facing skateboard area & we’ll walk to private space). ~*<>*~~*<>*~~*<>*~ Outdoor informal gathering of LA Outside The Box Romantic friends, Upbeat Sci-Fi/Fantasy Tribe, The WHIMSYUM & others from positive-focused, creative, imaginative universe/human potential exploring communities! I don’t respond to questions via email, text or social networks, thank you!: Voicemail 24hrs, or ask after gathering: May not be able to return all calls, so simply join us if you're inspired! Join us for a magical summer! ~ Diana, (310)936-3150 phone doesn’t accept text msgs.
WackyRomanticPyrate Diana
Harvard Business School professor and author Clay Christensen believes that you need to focus on the concept of the “job-to-be-done”; that is, when a customer buys a product, she is “hiring” it to do a particular job. Then there’s Brian Chesky of Airbnb, who said simply, “Build a product people love. Hire amazing people. What else is there to do? Everything else is fake work.” As Andrea Ovans aptly put it in her January 2015 Harvard Business Review article, “What Is a Business Model?”, it’s enough to make your head swim! For the purposes of this book, we’ll focus on the basic definition: a company’s business model describes how it generates financial returns by producing, selling, and supporting its products. What sets companies like Amazon, Google, and Facebook apart, even from other successful high-tech companies, is that they have consistently been able to design and execute business models with characteristics that allow them to quickly achieve massive scale and sustainable competitive advantage. Of course, there isn’t a single perfect business model that works for every company, and trying to find one is a waste of time. But most great business models have certain characteristics in common. If you want to find your best business model, you should try to design one that maximizes four key growth factors and minimizes two key growth limiters.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
People are not interchangeable. They come from a variety of backgrounds and with a varied set of personalities, strengths, and goals. To be the best manager, you must manage to the person, accounting for each individual’s unique set of characteristics and current challenges. Craft unique roles that amplify each individual’s strengths and motivations. Avoid the Peter principle by promoting people only to roles in which they can succeed. Properly delineate roles and responsibilities using the model of DRI (directly responsible individual). People need coaching to reach their full potential, especially at new roles. Deliberate practice is the most effective way to help people scale new learning curves. Use the consequence-conviction matrix to look for learning opportunities, and use radical candor within one-on-ones to deliver constructive feedback. When trying new things, watch out for common psychological failure modes like impostor syndrome and the Dunning-Kruger effect. Actively define group culture and consistently engage in winning hearts and minds toward your desired culture and associated vision. If you can set people up for success in the right roles and well-defined culture, then you can create the environment for 10x teams to emerge.
Gabriel Weinberg (Super Thinking: The Big Book of Mental Models)
Unless very large economies of scale or network effects are inherent to value creation or capture, small-scale tests are generally effective for identifying business model bottlenecks and inefficiencies.
Adam J. Bock (The Business Model Book: Design, build and adapt business ideas that drive business growth (Brilliant Business))
CAR-T therapy in a very small subset of cancer patients with lymphoid disease is fantastically successful, albeit causing severe short-term toxicities and many known and unknown lifelong side effects. It is clear that much work lies ahead before this strategy can be scaled up for general use. Yet the hype surrounding CAR-T is such that practically every patient questions me about why they are being deprived of the magic cure. The results are not always magical: Despite high-target, cell-specific killing in vitro and encouraging preclinical efficacies in murine tumor models, clinical responses of adoptively transferred T cells expressing α-folate receptor (FR) specific CAR in ovarian cancer were disappointing. No reduction of tumor burden was seen in the 14 patients studied. The absence of efficacy was ascribed to lack of specific trafficking of the T cells to tumor and short persistence of the transferred T cells.
Azra Raza (The First Cell: And the Human Costs of Pursuing Cancer to the Last)
The Tableaux were simply high-quality transmission-ready photographs, scaled down to diorama-like proportions and fitted with a plastic holder over the videophone camera, not unlike a lens-cap. Extremely good-looking but not terrifically successfully entertainment-celebrities - the same sort who in decades past would have swelled the cast-lists of infomercials - found themselves in demand as models for various high-end videophone Tableaux.
David Foster Wallace (Infinite Jest)
economies of scale, when an operation becomes more efficient as its size increases.
Gabriel Weinberg (Super Thinking: The Big Book of Mental Models)
[[ ]] K-tactics. The bacterial or xenogenetic diagram is not restricted to the microbial scale. Macrobacterial assemblages collapse generational hierarchies of reproductive wisdom into lateral networks of replicator experimentation. There is no true biological primitiveness – all extant bio-systems being equally evolved – so there is no true ignorance. It is only the accumulative-gerontocratic model of learning that depicts synchronic connectivity deficiency as diachronic underdevelopment. Foucault delineates the contours of power as a strategy without a subject: ROM locking learning in a box. Its enemy is a tactics without a strategy, replacing the politico-territorial imagery of conquest and resistance with nomad-micromilitary sabotage and evasion, reinforcing intelligence. All political institutions are cyberian military targets. Take universities, for instance. Learning surrenders control to the future, threatening established power. It is vigorously suppressed by all political structures, which replace it with a docilizing and conformist education, reproducing privilege as wisdom. Schools are social devices whose specific function is to incapacitate learning, and universities are employed to legitimate schooling through perpetual reconstitution of global social memory. The meltdown of metropolitan education systems in the near future is accompanied by a quasi-punctual bottom-up takeover of academic institutions, precipitating their mutation into amnesiac cataspace-exploration zones and bases manufacturing cyberian soft-weaponry. To be continued.
Nick Land (Fanged Noumena: Collected Writings, 1987-2007)
An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and
Ross Douthat (The Decadent Society: How We Became the Victims of Our Own Success)
We should stop using the word “requirements” in product development, at least in the context of nontrivial features. What we have, rather, are hypotheses. We believe that a particular business model, or product, or feature, will prove valuable to customers. But we must test our assumptions. We can take a scientific approach to testing these assumptions by running experiments.
Jez Humble (Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)))
Wal-Mart's business in the United States is stagnating, growing only because the company continues to relentlessly open new stores. But if Wal-Mart takes environmental responsibility seriously, if its stores become models for energy conservation and for doing minimal environmental harm (they are known for the opposite right now), that will be pioneering, and it might also be attractive to some Americans who have avoided Wal-Mart. If those stores are filled with products made by factory workers who are treated in a civilized fashion, products that do not damage the environment in the course of being made, products made in sustainable ways with minimal packaging, that will represent a pivot point, not just for Wal-Mart, or for retailing, but for capitalism. Nothing could do more to jump-start Wal-Mart's business than for Wal-Mart to find its soul. And of course, Wal-Mart's scale means that if it starts to take the design of its buildings and the impact of its products seriously, all its competitors will have no choice but to do the same. The virtuous Wal-Mart effect would ripple widely. It would ripple around the world.
Charles Fishman (The Wal-Mart Effect: How the World's Most Powerful Company Really Works - and How It's Transforming the American Economy)
No major piece of work should be fully funded before we have evidence to support the business and economic model on which it is based, and this exploration must be done with small, cross-functional teams with a limited runway,
Jez Humble (Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)))
the AuThoRS Neal Lathia is a research associate in the Computer laboratory at the university of Cambridge. His research falls at the intersection of data mining, mobile systems, and personalization/recommender systems. lathia has a phD in computer science from the university College london. Contact him at [email protected] Veljko Pejovic is a postdoctoral research fellow at the school of Computer science at the university of birmingham, uK. His research focuses on adaptive wireless technologies and their impact on society. pejovic received a phD in computer science from the university of California, santa barbara. Contact him at [email protected] Kiran K. Rachuri is a phD student in the Computer laboratory at the university of Cambridge. His research interests include smartphone sensing systems, energy efficient sensing, and sensor networks. rachuri received an ms in computer science from the Indian Institute of technology madras. Contact him at [email protected] Cecilia Mascolo is a reader in mobile systems in the Computer laboratory at the university of Cambridge. Her interests are in the area of mobility modeling, sensing, and social network analysis. mascolo has a phD in computer science from the university of bologna. Contact her at [email protected] Mirco Musolesi is a senior lecturer in the school of Computer science at the university of birmingham, uK. His research interests include mobile sensing, large-scale data mining, and network science. musolesi has a phD in computer science from the university College london. Contact him at [email protected] Peter J. Rentfrow is a senior lecturer in the psychology Department at the university of Cambridge. His research focuses on behavioral manifestations of personality and psychological processes. rentfrow earned a phD in psychology from the university of texas at Austin. Contact him at [email protected] Cs articles and columns are also available for free at http
These new models will figure out what Silicon Valley hasn’t, which is how to grow by scoping out content rather than scaling up audience.
when Shin needed special-effects scale models to achieve a shot of an exploding train for the climax of Runaway, he asked, tongue-in-cheek, whether Kim wouldn’t just give him instead a real train to blow up. To his surprise, an actual, functioning train was delivered to the set, loaded to the brim with explosives. Shin had only one take to get it right, but that was a lovely problem to have. Runaway’s final train explosion became one of North Korean cinema’s iconic images.
Paul Fischer (A Kim Jong-Il Production: The Extraordinary True Story of a Kidnapped Filmmaker, His Star Actress, and a Young Dictator's Rise to Power)
Researchers have found that words used on Facebook are surprisingly reliable indicators of personality. Their results are published in the Journal of Personality and Social Psychology. The researchers utilized predictive algorithms of the language to create efficient large-scale personality assessments. The automated language-based models of traits were consistent with the participants' self-reported personality measurements.
That is the paradoxical power of the scale model; a child holding a globe has a more direct, more intuitive grasp of the earth’s scope and variety, of its local vastness and its cosmic tininess, than a man who spends a year in circumnavigation.
Yet we are currently not really in a crisis for capitalism. We must merely recognize that capitalism must live within certain rules. Indeed our whole view of the economy, with all of those animal spirits, indicates why the government must set those rules. It may be true that in the classical model there is full employment. But in our view the waves of optimism and pessimism cause large-scale changes in aggregate demand. Since wages are determined largely by considerations of fairness, these changes in demand translate not into shifts in wages and prices but into shifts in employment. When demand goes down, unemployment rises. It is the role of the government to mute those changes.
George A. Akerlof (Animal Spirits)
finding a scale model of your family truckster from back in the day, NEO Scale Models may be able to help. Models of domestic cars in 1:43 scale had basically been written off by model manufacturers because the U.S. market was never really deemed big enough to support them. Those that were offered tended to be purchased exclusively for decorating model train diaramas (O Gauge is 1:48 scale, by the way), and thus had to meet a very low price point. Thus diecast manufacturers like Minichamps, Norev, Herpa, and others focused their attention on churning out models of European cars, producing twenty
experiences, or mental models. The ability to listen and ask the right questions becomes a powerful skill, and the insights it brings are the foundation of effective problem solving and experimentation.
Jez Humble (Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)))
The idea of cultivation and exercise, so dear to the saints of old, has now no place in our total religious picture. It is too slow, too common. We now demand glamour and fast flowing dramatic action. A generation of Christians reared among push buttons and automatic machines is impatient of slower and less direct methods of reaching their goals. We have been trying to apply machine-age methods to our relations with God. We read our chapter, have our short devotions and rush away, hoping to make up for our deep inward bankruptcy by attending another gospel meeting or listening to another thrilling story told by a religious adventurer lately returned from afar. The tragic results of this spirit are all about us. Shallow lives, hollow religious philosophies, the preponderance of the element of fun in gospel meetings, the glorification of men, trust in religious externalities, quasi-religious fellowships, salesmanship methods, the mistaking of dynamic personality for the power of the Spirit: these and such as these are the symptoms of an evil disease, a deep and serious malady of the soul. For this great sickness that is upon us no one person is responsible, and no Christian is wholly free from blame. We have all contributed, directly or indirectly, to this sad state of affairs. We have been too blind to see, or too timid to speak out, or too self-satisfied to desire anything better than the poor average diet with which others appear satisfied. To put it differently, we have accepted one another's notions, copied one another's lives and made one another's experiences the model for our own. And for a generation the trend has been downward. Now we have reached a low place of sand and burnt wire grass and, worst of all, we have made the Word of Truth conform to our experience and accepted this low plane as the very pasture of the blessed. It will require a determined heart and more than a little courage to wrench ourselves loose from the grip of our times and return to Biblical ways. But it can be done. Every now and then in the past Christians have had to do it. History has recorded several large-scale returns led by such men as St. Francis, Martin Luther and George Fox. Unfortunately there seems to be no Luther or Fox on the horizon at present. Whether or not another such return may be expected before the coming of Christ is a question upon which Christians are not fully agreed, but that is not of too great importance to us now. What God in His sovereignty may yet do on a world-scale I do not claim to know: but what He will do for the plain man or woman who seeks His face I believe I do know and can tell others. Let any man turn to God in earnest, let him begin to exercise himself unto godliness, let him seek to develop his powers of spiritual receptivity by trust and obedience and humility, and the results will exceed anything he may have hoped in his leaner and weaker days.
The increases in productivity brought about by Ford’s innovation were startling and revolutionized not just the automobile industry but virtually every industry serving a mass market. Introduction of “Fordist” mass production techniques became something of a fad outside America: German industry went through a period of “rationalization” in the mid-1920s as manufacturers sought to import the most “advanced” American organizational techniques.12 It was the Soviet Union’s misfortune that Lenin and Stalin came of age in this period, because these Bolshevik leaders associated industrial modernity with large-scale mass production tout court. Their view that bigger necessarily meant better ultimately left the Soviet Union, at the end of the communist period, with a horrendously overconcentrated and inefficient industrial infrastructure—a Fordism on steroids in a period when the Fordist model had ceased to be relevant. The new form of mass production associated with Henry Ford also had its own ideologist: Frederick W. Taylor, whose book The Principles of Scientific Management came to be regarded as the bible for the new industrial age.13 Taylor, an industrial engineer, was one of the first proponents of time-and-motion studies that sought to maximize labor efficiency on the factory floor. He tried to codify the “laws” of mass production by recommending a very high degree of specialization that deliberately avoided the need for individual assembly line workers to demonstrate initiative, judgment, or even skill. Maintenance of the assembly line and its fine-tuning was given to a separate maintenance department, and the controlling intelligence behind the design of the line itself was the province of white-collar engineering and planning departments. Worker efficiency was based on a strict carrot-and-stick approach: productive workers were paid a higher piece rate than less productive ones. In typical American fashion, Taylor hid
Francis Fukuyama (Trust: Human Nature and the Reconstitution of Social Order)
Liberal democracy and capitalism remain the essential, indeed the only, framework for the political and economic organization of modern societies. Rapid economic modernization is closing the gap between many former Third World countries and the industrialized North. With European integration and North American free trade, the web of economic ties within each region will thicken, and sharp cultural boundaries will become increasingly fuzzy. Implementation of the free trade regime of the Uruguay Round of the General Agreement on Tariffs and Trade (GATT) will further erode interregional boundaries. Increased global competition has forced companies across cultural boundaries to try to adopt “best-practice” techniques like lean manufacturing from whatever source they come from. The worldwide recession of the 1990s has put great pressure on Japanese and German companies to scale back their culturally distinctive and paternalistic labor policies in favor of a more purely liberal model. The modern communications revolution abets this convergence by facilitating economic globalization and by propagating the spread of ideas at enormous speed. But in our age, there can be substantial pressures for cultural differentiation even as the world homogenizes in other respects. Modern liberal political and economic institutions not only coexist with religion and other traditional elements of culture but many actually work better in conjunction with them. If many of the most important remaining social problems are essentially cultural in nature and if the chief differences among societies are not political, ideological, or even institutional but rather cultural, it stands to reason that societies will hang on to these areas of cultural distinctiveness and that the latter will become all the more salient and important in the years to come. Awareness of cultural difference will be abetted, paradoxically, by the same communications technology that has made the global village possible. There is a strong liberal faith that people around the world are basically similar under the surface and that greater communications will bring deeper understanding and cooperation. In many instances, unfortunately, that familiarity breeds contempt rather than sympathy. Something like this process has been going on between the United States and Asia in the past decade. Americans have come to realize that Japan is not simply a fellow capitalist democracy but has rather different ways of practicing both capitalism and democracy. One result, among others, is sthe emergence of the revisionist school among specialists on Japan, who are less sympathetic to Tokyo and argue for tougher trade policies. And Asians are made vividly aware through the media of crime, drugs, family breakdown, and other American social problems, and many have decided that the United States is not such an attractive model after all. Lee Kwan Yew, former prime minister of Singapore, has emerged as a spokesman for a kind of Asian revisionism on the United States, which argues that liberal democracy is not an appropriate political model for the Confucian societies.10 The very convergence of major institutions makes peoples all the more intent on preserving those elements of distinctiveness they continue to possess.
Francis Fukuyama (Trust: Human Nature and the Reconstitution of Social Order)
The principle of conservation of boson number inside a system is seen to follow directly from the Abstraction Model. The IBMs are seen to obey the Laws of Physical Transaction that follows from Zero-Postulation. The chaotic superfields at the requisite scaling-ratio yields necessary equation-parameters needed to describe them at that given scaling-ratio. This is seen to be independent of the choice of scale, but at smaller scaling-ratios, we have less loss of information. At a higher scale, we seem to have less number of parameters required to describe them.
Subhajit Ganguly (Abstraction In Theory - Laws Of Physical Transaction)
however, the round trip was a very long one (fourteen months was in fact well below the average). It was also hazardous: of twenty-two ships that set sail in 1598, only a dozen returned safely. For these reasons, it made sense for merchants to pool their resources. By 1600 there were around six fledgling East India companies operating out of the major Dutch ports. However, in each case the entities had a limited term that was specified in advance – usually the expected duration of a voyage – after which the capital was repaid to investors.10 This business model could not suffice to build the permanent bases and fortifications that were clearly necessary if the Portuguese and their Spanish allies* were to be supplanted. Actuated as much by strategic calculations as by the profit motive, the Dutch States-General, the parliament of the United Provinces, therefore proposed to merge the existing companies into a single entity. The result was the United East India Company – the Vereenigde Nederlandsche Geoctroyeerde Oostindische Compagnie (United Dutch Chartered East India Company, or VOC for short), formally chartered in 1602 to enjoy a monopoly on all Dutch trade east of the Cape of Good Hope and west of the Straits of Magellan.11 The structure of the VOC was novel in a number of respects. True, like its predecessors, it was supposed to last for a fixed period, in this case twenty-one years; indeed, Article 7 of its charter stated that investors would be entitled to withdraw their money at the end of just ten years, when the first general balance was drawn up. But the scale of the enterprise was unprecedented. Subscription to the Company’s capital was open to all residents of the United Provinces and the charter set no upper limit on how much might be raised. Merchants, artisans and even servants rushed to acquire shares; in Amsterdam alone there were 1,143 subscribers, only eighty of whom invested more than 10,000 guilders, and 445 of whom invested less than 1,000. The amount raised, 6.45 million guilders, made the VOC much the biggest corporation of the era. The capital of its English rival, the East India Company, founded two years earlier, was just £68,373 – around 820,000 guilders – shared between a mere 219 subscribers.12 Because the VOC was a government-sponsored enterprise, every effort was made to overcome the rivalry between the different provinces (and particularly between Holland, the richest province, and Zeeland). The capital of the Company was divided (albeit unequally) between six regional chambers (Amsterdam, Zeeland, Enkhuizen, Delft, Hoorn and Rotterdam). The seventy directors (bewindhebbers), who were each substantial investors, were also distributed between these chambers. One of their roles was to appoint seventeen people to act as the Heeren XVII – the Seventeen Lords – as a kind of company board. Although Amsterdam accounted for 57.4 per cent of the VOC’s total capital, it nominated only eight out of the Seventeen Lords.
Niall Ferguson (The Ascent of Money: A Financial History of the World)
Machine learning tends to be more focused on developing efficient algorithms that scale to large data in order to optimize the predictive model. Statistics generally pays more attention to the probabilistic theory and underlying structure of the model.
Peter Bruce (Practical Statistics for Data Scientists: 50 Essential Concepts)
The costs of coordinating labor and resources toward value creation are declining rapidly as new coordination tools enable a distributed ecosystem to work together to create value.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
The Five Great Problems in Theoretical Physics: Problem 1: Combine general relativity and quantum theory into a single theory that can claim to be the complete theory of nature. This is called the problem of quantum gravity. Problem 2: Resolve the problems in the foundations of quantum mechanics, either by making sense of the theory as it stands or by inventing a new theory that does make sense. Problem 3: Determine whether or not the various particles and forces can be unified in a theory that explains them all as manifestations of a single, fundamental entity. Problem 4: Explain how the values of the free constants in the standard model of particle physics are chosen in nature. Problem 5: Explain dark matter and dark energy. Or, if they don't exist, determine how and why gravity is modified on large scales. More generally, explain why the constants of the standard model of cosmology, including the dark energy, have the values they do.
Lee Smolin (The Trouble with Physics: The Rise of String Theory, the Fall of a Science and What Comes Next)
Many technology companies prioritize acquisition targets based on how well they are integrated with their existing API.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
The iPhone’s app store introduced business development on steroids. Nokia, BlackBerry, and traditional carriers sourced their apps contractually, whereas the iPhone created an open platform, allowing anyone to create apps for
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
finance. What’s the expected amount of data? What’s the expected signal in the data? How much data do we have? What are the opportunities to use this model? What is the payoff for those opportunities? What’s the scale of this model if it works? What’s the probability that the idea is valid?
Cathy O'Neil (On Being a Data Skeptic)
Platforms allow participants to co-create and exchange value with each other.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
retailers use a master brand model, supporting one brand, the chain, whereas manufacturers primarily use a product brand model supporting a wide portfolio of individual product brands. This gives the retailers an enormous economy of scale advantage because they only have to build and reinforce one brand image that covers billions in sales.
Greg Thain (Store Wars: The Worldwide Battle for Mindspace and Shelfspace, Online and In-store)
The notion that an image is a scale model of something else (say, a horse) requires a different set of mental events and conventions from those that perceive the social symbolism of red marks on someone’s chest.
James David Lewis-Williams (Mind in the Cave: Consciousness and the Origins of Art)
There is an argument that blockchain technology can more equitably address issues related to freedom, jurisdiction, censorship, and regulation, perhaps in ways that nation-state models and international diplomacy efforts regarding human rights cannot. Irrespective of supporting the legitimacy of nation-states, there is a scale and jurisdiction acknowledgment and argument that certain operations are transnational and are more effectively administered, coordinated, monitored, and reviewed at a higher organizational level such as that of a World Trade Organization. The idea is to uplift transnational organizations from the limitations of geography-based, nation-state jurisdiction to a truly global cloud. The first point is that transnational organizations need transnational governance structures. The reach, accessibility, and transparency of blockchain technology could be an effective transnational governance structure. Blockchain governance is more congruent with the character and needs of transnational organizations than nation-state governance. The second point is that not only is the transnational governance provided by the blockchain more effective, it is fairer. There is potentially more equality, justice, and freedom available to organizations and their participants in a decentralized, cloud-based model. This is provided by the blockchain’s immutable public record, transparency, access, and reach. Anyone worldwide could look up and confirm the activities of transnational organizations on the blockchain. Thus, the blockchain is a global system of checks and balances that creates trust among all parties. This is precisely the sort of core infrastructural element that could allow humanity to scale to orders-of-magnitude larger progress with truly global organizations and coordination mechanisms.
Melanie Swan (Blockchain: Blueprint for a New Economy)
Perhaps most centrally, the blockchain is an information technology. But blockchain technology is also many other things. The blockchain as decentralization is a revolutionary new computing paradigm. The blockchain is the embedded economic layer the Web never had. The blockchain is the coordination mechanism, the line-item attribution, credit, proof, and compensation rewards tracking schema to encourage trustless participation by any intelligent agent in any collaboration. The blockchain “is a decentralized trust network.”194 The blockchain is Hayek’s multiplicity of private complementary currencies for which there could be as many currencies as Twitter handles and blogs, all fully useful and accepted in their own hyperlocal contexts, and where Communitycoin issuance can improve the cohesion and actualization of any group. The blockchain is a cloud venue for transnational organizations. The blockchain is a means of offering personalized decentralized governance services, sponsoring literacy, and facilitating economic development. The blockchain is a tool that could prove the existence and exact contents of any document or other digital asset at a particular time. The blockchain is the integration and automation of human/machine interaction and the machine-to-machine (M2M) and Internet of Things (IoT) payment network for the machine economy. The blockchain and cryptocurrency is a payment mechanism and accounting system enabler for M2M communication. The blockchain is a worldwide decentralized public ledger for the registration, acknowledgment, and transfer of all assets and societal interactions, a society’s public records bank, an organizing mechanism to facilitate large-scale human progress in previously unimagined ways. The blockchain is the technology and the system that could enable the global-scale coordination of seven billion intelligent agents. The blockchain is a consensus model at scale, and possibly the mechanism we have been waiting for that could help to usher in an era of friendly machine intelligence.
Melanie Swan (Blockchain: Blueprint for a New Economy)
The more improbable the situation and the greater the demands made on [the climber], the more sweetly the blood flows later in release from all that tension. The possibility of danger serves merely to sharpen his awareness and control. And perhaps this is the rationale of all risky sports: You deliberately raise the ante of effort and concentration in order, as it were, to clear your mind of trivialities. It’s a small scale model for living, but with a difference: Unlike your routine life, where mistakes can usually be recouped and some kind of compromise patched up, your actions, for however brief a period, are deadly serious. A. Alvarez            The Savage God:   A Study of Suicide A
Jon Krakauer (Into Thin Air)
The modelers are starting to map out the possible climate states of exoplanets. I’ve participated in some workshops about this and have found it fascinating watching astronomers and terrestrial climate modelers try to talk to one another. There is a huge gulf in scale and perspective. Our knowledge of exoplanets is so sparse. Each of these worlds is known to us as, at best, a few numbers: mass, distance from a star, and in some cases vague inferences about temperature
David Grinspoon (Earth in Human Hands: Shaping Our Planet's Future)
As late as March 2008 Henry Paulson, the U.S. Secretary of the Treasury, declared: “Our financial institutions, banks and investment banks, are strong. Our capital markets are resilient. They’re efficient. They’re flexible.”25 Shortly thereafter, the entire economy was in turmoil. The risk models influencing Paulson’s belief did not anticipate the scale of the bubble, similar to the turkey not anticipating the concept of Thanksgiving.
Gerd Gigerenzer (Risk Savvy: How to Make Good Decisions)
In the age of computer simulation, when flows in everything from jet turbines to heart valves are modeled on supercomputers, it is hard to remember how easily nature can confound an experimenter. In fact, no computer today can completely simulate even so simple a system as Libchaber's liquid helium cell. Whenever a good physicist examines a simulation, he must wonder what bit of reality was left out, what potential surprise was sidestepped. Libchaber liked to say that he would not want to fly in a simulated airplane-he would wonder what had been missed. Furthermore, he would say that computer simulations help to build intuition or to refine calculations, but they do not give birth to genuine discovery. This, at any rate, is the experimenter's creed. His experiment was so immaculate, his scientific goals so abstract, that there were still physicists who considered Libchaber's work more philosophy or mathematics than physics. He believed, in turn, that the ruling standards of his field were reductionist, giving primacy to the properties of atoms. "A physicist would ask me, How does this atom come here and stick there? And what is the sensitivity to the surface? And can you write the Hamiltonian of the system? "And if I tell him, I don't care, what interests me is this shape, the mathematics of the shape and the evolution, the bifurcation from this shape to that shape to this shape, he will tell me, that's not physics, you are doing mathematics. Even today he will tell me that. Then what can I say? Yes, of course, I am doing mathematics. But it is relevant to what is around us. That is nature, too." The patterns he found were indeed abstract. They were mathematical. They said nothing about the properties of liquid helium or copper or about the behavior of atoms near absolute zero. But they were the patterns that Libchaber's mystical forbears had dreamed of. They made legitimate a realm of experimentation in which many scientists, from chemists to electrical engineers, soon became explorers, seeking out the new elements of motion. The patterns were there to see the first time eh succeeded in raising the temperature enough to isolate the first period-doubling, and the next, and the next. According to the new theory, the bifurcations should have produced a geometry with precise scaling, and that was just what Libchaber saw, the universal Feigenbaum constants turning in that instant from a mathematical ideal to a physical reality, measurable and reproducible. He remembered the feeling long afterward, the eerie witnessing of one bifurcation after another and then the realization that he was seeing an infinite cascade, rich with structure. It was, as he said, amusing.
James Gleick (Chaos: Making a New Science)
With all such control phenomena, a critical issue is robustness: how well can a system withstand small jolts. Equally critical in biological systems is flexibility: how well can a system function over a range of frequencies. A locking-in to a single mode can be enslavement, preventing a system from adapting to change. Organisms must respond to circumstances that vary rapidly and unpredictably; no heartbeat or respiratory rhythm can be locked into the strict periodicities of the simplest physical models, and the same is true of the subtler rhythms of the rest of the body. Some researchers, among them Ary Goldberger of Harvard Medical School, proposed that healthy dynamics were marked by fractal physical structures, like the branching networks of bronchial tubes in the lung and conducting fibers in the heart, that allow a whole range of rhythms. Thinking of Robert Shaw's arguments, Goldberger noted: "Fractal processes associated with scaled, broadband spectra are 'information-rich.' Periodic states, in contrast, reflect narrow-band spectra ad are defined by monotonous, repetitive sequences, depleted of information content." Treating such disorders, he and other physiologists suggested, may depend on broadening a system's spectral reserve, its ability to range over many different frequencies without falling into a locked periodic channel.
James Gleick (Chaos: Making a New Science)
It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
Shared mental models—most particularly those that take the form of religion—are critical in facilitating large-scale collective action.
Francis Fukuyama (The Origins of Political Order: From Prehuman Times to the French Revolution)
For developers and hackers of all types, Web 3 blows up the “freemium” application deployment model, in which more and more users and scale bring you higher and higher hosting bills. In the EVM, you can control your costs by writing efficient code, and you can count on anyone on Earth being able to access your application from day one.
Chris Dannen (Introducing Ethereum and Solidity: Foundations of Cryptocurrency and Blockchain Programming for Beginners)
Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.
Shane Snow (Smartcuts: How Hackers, Innovators, and Icons Accelerate Success)
adopting a blue ocean creator’s business model is easier to imagine than to do. Because blue ocean creators immediately attract customers in large volumes, they are able to generate scale economies very rapidly, putting would-be imitators at an immediate and continuing cost disadvantage.
W. Chan Kim (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
When Adrian’s father opened certain books with illustrations in colour of exotic lepidoptera and sea creatures, we looked at them, his sons and I, Frau Leverkühn as well, over the back of his leather-cushioned chair with the ear-rests; and he pointed with his forefinger at the freaks and fascinations there displayed in all the colours of the spectrum, from dark to light, mustered and modelled with the highest technical skill: genus Papilio and genus Morpho, tropical insects which enjoyed a brief existence in fantastically exaggerated beauty, some of them regarded by the natives as evil spirits bringing malaria. The most splendid colour they displayed, a dreamlike lovely azure, was, so Jonathan instructed us, no true colour at all, but produced by fine little furrows and other surface configurations of the scales on their wings, a miniature construction resulting from artificial refraction of the light rays and exclusion of most of them so that only the purest blue light reached the eyes. “Just think,” I can still hear Frau Leverkühn say, “so it is all a cheat?” “Do you call the blue sky a cheat?” answered her husband looking up backwards at her. “You cannot tell me the pigment it comes from.
Thomas Mann
replica. Properly, a replica is an exact copy, built to the same scale as the original and using the same materials. To use the word when you might better use ‘model’, ‘miniature’, ‘copy’ or ‘reproduction’ devalues it, as here: ‘Using nothing but plastic Lego toy bricks, they have painstakingly reconstructed replicas of some of the world’s most famous landmarks’ (Sunday Times).
Bill Bryson (Troublesome Words)
Planning – ‘Listen and learn’: Ensure commitment to get the business social. Presence – ‘Stake our claim’: Evolution from planning to action, establishing a formal and informed presence in social media; Engagement – ‘Dialogue deepens relationships’: Commitment where social media is seen as a critical element in relationship-building; Formalized – ‘Organize for scale’: A formalized approach focuses on three key activities: establishing an executive sponsor, creating a centre of excellence and establishing organization-wide governance; Strategic – ‘Become a social business’: Social media initiatives gain visibility and real business impact. Converged – ‘Business to social’: Having cross-functional and executive support, social business strategies start to weave into the fabric of an evolving organization.
Fons Trompenaars (10 Management Models)
Growth seems to evolve from a narrow-minded, constricted worldview (selfish) to an ever-more-encompassing worldview (multiperspective caring). To put it simply, the more self-centered you are, the lower you tend to land on these scales, while the more perspectives you can entertain—the more empathy you can show and the better your ability to see things from a variety of viewpoints—the higher you land on these scales.
Gudjon Bergmann (More Likely to Quote Star Wars than the Bible: Generation X and Our Frustrating Search for Rational Spirituality)
Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
We are becoming too solemn about downtown. The architects, planners—and businessmen–are seized with dreams of order, and they have become fascinated with scale models and bird’s­eye views. This is a vicarious way to deal with reality, and it is, unhappily, symptomatic of a design philosophy now dominant: buildings come first, for the goal is to remake the city to fit an abstract concept of what, logically, it should be. But whose logic? The logic of the projects is the logic egocentric children, playing with pretty blocks and shouting “See what I made!”–a viewpoint much cultivated in our schools of architecture and design. And citizens who should know better are so fascinated by the sheer process of rebuilding that the end results are secondary to them
By withdrawal from ordinary duties, by fasting and meditation, the new leaders had found within themselves the possibility of living a new kind of life which reversed the previous scale of values, even that of archaic agricultural society, with its over-emphasis of sexuality, its exclusive concern with kinsmen and neighbors; but even more emphatically they rejected the standards of civilization. Facing the heavily armored personalities produced by kingship, these prophets were spiritually naked and physically unarmed; so man Davids confronting the brass-bound Goliaths of the megamachine. The new leaders were bold enough to present the stripped personality as a model for imitation. For Confucius, one of the most influential of these new prophets, only those who sought to perfect the personality, with the aid of music, ritual, and learning, could be called 'complete men.
Lewis Mumford (Technics and Human Development (The Myth of the Machine, Vol 1))
The ability to scale horizontally and incrementally is a Cassandra key design feature.
C.Y. Kan (Cassandra Data Modeling and Analysis)
monetizable media empires on YouTube, while many freelancers make a better living on Upwork than they ever did or could at a traditional firm. My fascination with platforms emerged from a desire to understand business success and failure in the context of emerging digital business models. Platform Scale is an outcome of this growing fascination to unpack the inner workings of business models in a networked world. The ideas in this book aim to illustrate the importance of these models, the forces that power their rapid
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Table of Contents Table of Contents Preface Section 1 1.1 Building The Next
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
industries – has become most apparent over the last decade and a half. During this period, software has “eaten” media, telecom, professional services, and retail and is increasingly “eating” banking, healthcare, education, energy, transportation
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
pipe, from the producer to the consumer. On platforms, the interaction between producers and consumers, facilitated by the platform, determines value creation and exchange. Lack of resource ownership, as previously mentioned, works
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
We are no longer in the business of building software. We are increasingly moving into the business of enabling efficient social and business interactions, mediated by software.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Conversely, Cassandra is designed to work in a massive-scale, distributed environment in which ACID compliance is difficult to achieve, and replication is a must.
C.Y. Kan (Cassandra Data Modeling and Analysis)
When the Rider analyzes a problem, he seeks a solution that befits the scale of it. If the Rider spots a hole, he wants to fill it, and if he’s got a round hole with a 24-inch diameter, he’s gonna go looking for a 24-inch peg. But that mental model is wrong.
Chip Heath (Switch: How to Change Things When Change Is Hard)
Charlotte Johnson, Barbie's first dress designer, understood the historical interdependence between the figure and its drapery. She also understood scale: When you put human-scale fabric on an object that is one-sixth human size, a multilayered cloth waistband is going to protrude like a truck tire around a human tummy. The effect would be the same as draping a human model in fabric made of threads that were the thickness of the model's fingers.
M.G. Lord (Forever Barbie: The Unauthorized Biography of a Real Doll)
An A Player, by the Smarts’ definition, is someone in the top 10% of the available talent pool who is willing to accept your specific offer. Read that definition again. They are not implying that you have to pay beyond what your business model can sustain. They do mean that you need to attract the largest and most capable talent pool excited about the job and willing to accept your compensation package
Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so. It would have been foolish to ignore their passion.
Ed Catmull (Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration)
We should not imagine that this means our fate is fixed by our planets, however. Even though each vital organ corresponds to a planet—the liver to Jupiter, the brain to the moon, the heart to the sun, the spleen to Saturn, the lungs to Mercury, the gallbladder to Mars, and the kidneys to Venus—yet the one is not governed by the other: "Saturn has nothing to do with the spleen, nor the spleen anything to do with Saturn." Rather, these correspondences are simply a manifestation of the cosmic mirror that makes man a microcosm of the universal macrocosm. The two are analogs but are not causally related. From a scale model of a building you can read the proportions and relationships of the building itself, but crushing the former does not raze the latter.
Philip Ball (The Devil's Doctor: Paracelsus and the World of Renaissance Magic and Science)
In the most capital-intensive industry, automobiles, peak economy of scale was achieved at a level of production equivalent to 3-6% of market share.84 And even this level of output is required only because annual model changes (which arguably wouldn't pay for themselves without state capitalist subsidies) require an auto plant to wear out the dies for a run of production in a single year. Otherwise, peak economy of scale would be reached in a plant with an output of only 60,000 per year.85   In any case, these figures relate only to productive economy of scale. Increased distribution costs begin to offset increased economies of production, according to Borsodi's law, long before peak productive economy of scale is reached. According to an F.M. Scherer study cited by Adams and Brock, a plant producing at one-third the maximum efficiency level of output would experience only a 5% increase in unit costs.86 This is more than offset by reduced shipping costs for a smaller market.   The point of this digression is that the size of existing firms reflects the role of the state in subsidizing increased size by underwriting the inefficiencies of corporate gigantism--as Rothbard pointed out, the ways "our corporate state uses the coercive taxing power either to accumulate corporate capital or to lower corporate costs."87 A genuine free market economy would be vastly less centralized, with production primarily for local markets.
Kevin A. Carson (Studies in Mutualist Political Economy)
leveraging technology – often commoditized – to orchestrate connected users toward new and efficient value-creating interactions holds the key to the business models of the future.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
But the current investment banking model—whether applied in a standalone institution such as Goldman or in a broad financial conglomerate such as Deutsche Bank—is at the heart of the problems the finance sector poses for the real economy. Investment banks today engage in securities issuance, corporate advice and asset management; they make markets in equities and FICC, and trade in these markets on their own account. It is only necessary to list these functions to see that each of these activities conflicts with all the others. Each should be undertaken in distinct institutions. And with lower volumes of inter-bank trading, a diminished role for public equity markets and much more direct investment by asset managers the scale of most of these activities should be much reduced. Among all the actors in the finance sector today, only the asset manager, who typically earns a fee calculated as a percentage of funds under management, is rewarded for idleness. The profits of a segregated deposit-taking bank would similarly depend primarily on the scale of the deposit base, and secondarily on its success in making good loans. Dedicated channels of capital allocation have a more appropriate incentive structure than activities focused on trading and transactions. Whenever
John Kay (Other People's Money: The Real Business of Finance)
The entrepreneurs who lack the resolve to run the NISI process properly usually fall into three buckets—models, packrats, and junkies.
Nathan Furr (Nail It then Scale It: The Entrepreneur's Guide to Creating and Managing Breakthrough Innovation: The lean startup book to help entrepreneurs launch a high-growth business)
Threadless is a T-shirt company founded by people with expertise in information technology services, web design, and consulting. Their business model involves holding weekly design contests open to outside participants, printing only T-shirts with the most popular designs, and selling them to their large and growing customer base. Threadless doesn’t need to hire artistic talent, since skilled designers compete for prizes and prestige. It doesn’t need to do marketing, since eager designers contact their friends to solicit votes and sales. It doesn’t need to forecast sales, since voting customers have already announced what numbers they will buy. By outsourcing production, Threadless can also minimize its handling and inventory costs. Thanks to this almost frictionless model, Threadless can scale rapidly and easily, with minimal structural restrictions.
Geoffrey G. Parker (Platform Revolution: How Networked Markets Are Transforming the Economy--and How to Make Them Work for You)
As is well-known among those who still remember Marxism, the ambiguous central point of its theoretical edifice concerns its premise that capitalism itself creates the conditions for its self-overcoming through proletarian revolution - how are we to read this? Is it to be read in a linear evolutionary way: revolution should take place when capitalism fully develops all its potentials and exhausts all its possibilities, the mythic point at which it confronts its central antagonism ("contradiction") at its purest, in its naked form? And is it enough to add the "subjective" aspect and to emphasize that the working class should not just sit and wait for the "ripe moment," but to "educate" itself through long struggle? As is also well-known, Lenin's theory of the "weakest link of the chain" is a kind of compromise-solution: although it accepts that the first revolution can take place not in the most developed country, but in a country in which antagonisms of the capitalist development are most aggravated, even if it is less developed (Russia, which combined concentrated modern capitalist-industrial islands with agrarian backwardness and pre-democratic authoritarian government), it still perceived October Revolution as a risky break-through which can only succeed if it will be soon accompanied by a large-scale Western European revolution (all eyes were focused on Germany in this respect). The radical abandonment of this model occurred only with Mao, for whom the proletarian revolution should take place in the less developed part of the world, among the large crowds of the Third World impoverished peasants, workers and even "patriotic bourgeoisie," who are exposed to the aftershocks of the capitalist globalization, organizing their rage and despair. In a total reversal (perversion even) of the Marx's model, the class struggle is thus reformulated as the struggle between the First World "bourgeois nations" and the Third World "proletarian nations.
Slavoj Žižek
For instance, by some measures global average surface temperature has slowed its rate of increase or even paused over the past decade or so. Some point to this as evidence that climate change, as measured by the warming of global average surface temperature, has stopped. While such a slowdown might give scientists good reasons to ask hard questions of climate model projections, it has been going on for too short a time period to understand what, if anything, it might be telling us about changes in climate, which is only discernible on longer time scales.
Roger Pielke (The Rightful Place of Science: Disasters and Climate Change)
Finally, the self-operating machine, detached from detailed human supervision if not ultimate control, was implicit in the abstract model of the megamachine. What was once done clumsily, with imperfect human substitutes, always necessarily on a large scale, paved the way for mechanical operations that can now be managed adroitly on a small scale: an automatic hydraulic electric power station can transmit the energy of a hundred thousand horses. Plainly many of the mechanical triumphs of our own age were already latent in the earliest megamachines, and what is more, the gains were fully anticipated in fantasy. But before we become unduly inflated over our own technical progress, let us remember that a single thermonuclear weapon can now easily kill ten million people, and that the minds now in charge of these weapons have already proved as open to practical miscalculations, humanly distorted judgments, corrupt fantasies, and psychotic breakdowns as those of Bronze Age kings.
Lewis Mumford (Technics and Human Development (The Myth of the Machine, Vol 1))
Most entrepreneurs and managers looking to build the next Airbnb for X or Facebook for Y, dive into the problem headlong by building technology. Instead, technology should be built only after understanding the interaction that needs to be enabled. Without this in mind, one often ends up with a platform that nobody wants to use. Build platforms with an interaction-first, not a technology-first mindset!
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
If you’re building for network effects, you’re not building mere software anymore. Platforms that shift the design process from a technology-first to an interaction-first approach will win.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Peter Norvig, director of research at Google, told me at one point that it was the most widely used learner there, and Google uses machine learning in every nook and cranny of what it does. It’s not hard to see why Naïve Bayes would be popular among Googlers. Surprising accuracy aside, it scales great; learning a Naïve Bayes classifier is just a matter of counting how many times each attribute co-occurs with each class and takes barely longer than reading the data from disk. You could even use Naïve Bayes, tongue-in-cheek, on a much larger scale than Google’s: to model the whole universe.
Pedro Domingos (The Master Algorithm: How the Quest for the Ultimate Learning Machine Will Remake Our World)
No science and no analysis of the future consequences of various actions taken today can in itself tell us what to do. We need, in addition, to factor in what kind of future we value, and to what extent we care at all about the future compared to more immediate concerns here and now. The later aspect is usually modeled and economics by the so-called discount rate, which has played a prominent role in discussions of climate change on a decadal and centennial time scale, but hardly at all in the context of longer perspectives or the various radical technologies[.] We are less used to thinking about ethical issues on long time scales, so our intuitions trying to fail us and lead to paradoxes. These issues need to be resolved, because dodging the bullet would in my opinion be unacceptably irresponsible.
Olle Häggström (Here Be Dragons: Science, Technology and the Future of Humanity)
The global cloud computing market is expected to reach $623.3 billion by 2023. According to cloud computing growth stats, the industry will grow at a Compound Annual Growth Rate (CAGR) of 18% during the forecast period. Global Infrastructure as a Service (IaaS) market is expected to grow with a Compound Annual Growth Rate (CAGR) of 22.9% over the forecast period from 2020-2026. Cloud computing holds great potential for organizations that choose to stay agile and empower rapid scaling-up through partnerships and access to flexible and accessible resources. With the cloud, IT is no longer a product, it is a service. The pay-as-you-go model holds the promise of saving money using the cloud. Efficiency and savings can be achieved, given, the attention is paid to cloud cost optimization. With inevitable rapid changes and challenges of an evolving digital landscape, recognizing the complexity of the organization, having a long-term focus and strategic objectives is vital.
Ludmila Morozova-Buss
We are becoming too solemn about downtown. The architects, planners—and businessmen—are seized with dreams of order, and they have become fascinated with scale models and bird’s-eye views. This is a vicarious way to deal with reality, and it is, unhappily, symptomatic of a design philosophy now dominant: buildings come first, for the goal is to remake the city to fit an abstract concept of what, logically, it should be. But whose logic? The logic of the projects is the logic of egocentric children, playing with pretty blocks and shouting “See what I made!”—a viewpoint much cultivated in our schools of architecture and design. And citizens who should know better are so fascinated by the sheer process of rebuilding that the end results are secondary to them.
Jane Jacobs (Vital Little Plans: The Short Works of Jane Jacobs)
The CleanWeb Hackathon scaled into an international movement, not just because developers like to tinker and gather, but because of the promise of a new business model—making money while helping energy consumers save it. Take, for instance, Simple Energy, based out of Boulder, Colorado, which partnered with San Diego Gas & Electric in its launch of the Green Button service. After using Simple Energy’s Customer Engagement platform to see her family’s energy usage online, Heidi Bates deputized her six-year-old son Thaddeus as the “Light Police,” to run around the house unplugging unnecessary luminescence. “He really digs it,” she said. The enthusiasm spread throughout age ranges; a grandmother, Josephine Gonzales, saved over 20 percent on her electric bills using the Facebook-connected platform.
Aneesh Chopra (Innovative State: How New Technologies Can Transform Government)
this new informational paradigm required a new business model, which many entrepreneurs and investors didn’t understand at the time. The business environment after the arrival of the Internet was fundamentally different from anything that came before. Yet many of these new businesses simply used traditional business models and set up a website as the distribution mechanism, with the expectation that the Internet would make business models work at scale because of “network effects”—even though it wasn’t clear what those network effects were or how they would help improve the business’s cost structure., which we talked about in chapter 1, is the most infamous example. But others, including, Webvan, and, eventually went under for similar reasons.
Alex Moazed (Modern Monopolies: What It Takes to Dominate the 21st Century Economy)
For Step 2, Maffetone had me wearing a runner’s heart rate monitor, a basic model with a chest strap and wristwatch console. The alarm was set to go off just before I hit my fat-burning threshold, which I’d calculated according to Maffetone’s quick-and-easy equation. To figure out your fat-burning zone, you subtract your age from 180 and then fine-tune by this scale: (a) If you’ve been sidelined for a while with injury or illness, subtract another 5. (b) If you’ve been sidelined a long time (like recovering from a heart attack), subtract 10. (c) If you’ve been training at least four times a week for two years, add 0. (d) If you’ve trained hard for two years and are progressing in competition, add 5. In my case, it works like this: I’m fifty years old, so 180 – 50 = 130.
Christopher McDougall (Natural Born Heroes: Mastering the Lost Secrets of Strength and Endurance)
With investment levels so high and already being misallocated on a massive scale, the central government might have preferred higher consumption. But China’s myriad institutional constraints, which we will discuss in more detail later in the chapter, meant that consumption could not have grown quickly enough except through a surge in household borrowing. Unsurprisingly, given what the Chinese leadership had just seen occur in the United States, there was no interest in a similar experience. That is why the government chose to focus on boosting investment. The most straightforward response to the global financial crisis was a massive boost in infrastructure and housing investment to offset the decline in foreign spending. This simultaneously magnified China’s long-standing imbalances while shifting them inward. China was able to sustain growth even as its current account surplus fell at the cost of a nearly unprecedented surge in Chinese indebtedness. Unproductive investments have failed to pay for themselves.2 The danger is that the Chinese government, having reached the limits of its ability to generate rapid growth through debt-funded investment, will once again attempt to shift the costs of its economic model to the rest of the world through trade surpluses and financial outflows. The only way to prevent this is to rebalance the Chinese economy so that household consumption is prioritized over investment. That means reversing all of the existing mechanisms transferring purchasing power from Chinese workers and retirees to companies and the government—reforms at least as dramatic and politically difficult as the reforms implemented by Deng Xiaoping beginning in 1978. Unfortunately for China, the choices of the past few decades have become politically entrenched. It is easy for an antidemocratic authoritarian regime to suppress workers’ rights and shift spending power from consumers to large companies. Stalin did it, after all. The problem is that years of state-sponsored income concentration creates a potent group of “vested interests”—Premier Li Keqiang’s preferred term—that will fiercely resist any reforms that would shift spending power back to consumers. Any successful adjustment
Matthew C. Klein (Trade Wars Are Class Wars: How Rising Inequality Distorts the Global Economy and Threatens International Peace)
and took the next. Eight ships with old-style stealth composites and internal heat sinks. They’d have been the kings of space a couple generations back, but they weren’t bad even now. The next group had a Donnager-class battleship they were pulling out of mothballs. A quarter million tons of pieces smuggled to an empty moon and welded back together like a child’s model kit with a one-to-one scale. If she was lucky, there would be three or four more like it. Building them had been a pet project of Saba’s.
James S.A. Corey (Tiamat's Wrath (The Expanse, #8))
Will your infrastructure require a human to manage? Will you need a fully staffed DevOps/SRE team to support your operations? How much will it cost to run the system at full scale? Can you save $$ while you are running the proof of concept for the first 6 months before you get funded? How costly will it be to handle the occasional traffic spikes? How well will your system protect the customer’s data? How can you best support the future development and testing efforts? Most of these questions are answered by selecting your hosting model. Several options exist: Use your own dedicated hardware Provision dedicated hardware from a cloud provider Provision virtual hardware from a cloud provider Install a container solution on dedicated or virtual hardware Rely on fully managed container orchestration solution Go serverless
Anatoly Volkhover (Become an Awesome Software Architect: Foundation 2019 (#1))
The mind constructs small-scale models of reality to anticipate events, to reason, and to underlie explanation.
James Kalbach (Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams)
For successful blitzscaling, the competitive advantage comes from the growth factors built into the business model, such as network effects, whereby the first company to achieve critical scale triggers a feedback loop that allows it to dominate a winner-take-all or winner-take-most market and achieve a lasting first-scaler advantage
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
Technology innovation is a key factor in retaining the gains produced by business model innovation. After all, if one technology innovation can create a new market, another technology innovation can render it obsolete, seemingly overnight. While Uber has achieved massive scale, the greatest threat to its future doesn’t come in the form of direct competitors like Didi Chuxing, though these are formidable threats. The greatest threat to Uber’s business is the technology innovation of autonomous vehicles, which could make obsolete one of Uber’s biggest competitive advantages—its carefully cultivated network of drivers—essentially overnight.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
The true value of platforms lies in the value created by external producers and exchanged with consumers on the platform, not in technology, nor in user adoption.
Sangeet Paul Choudary (Platform Scale: How an emerging business model helps startups build large empires with minimum investment)
Another, less obvious benefit to this model is that once a subscription business achieves scale, the predictability of its revenue streams allows it to be more aggressive with long-term investments, since it isn’t obliged to maintain large cash balances to weather short-term variations in the business.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
Stage one of the investigative process – has a crime been committed? – is rendered redundant. Whereas for the children of Rochdale or Savile, the default conclusion of the police was always ‘No’, the equally unsatisfactory default under this model is ‘Yes’. The box is already ticked, no questions asked. Only if the police are satisfied of the opposite will it ever be unticked. I can do no better than directly quote Sir Richard: this policy ‘perverts our system of justice and attempts to impose upon a thinking investigator an artificial and false state of mind’.25 It ‘has and will generate miscarriages of justice on a considerable scale’.26
The Secret Barrister (The Secret Barrister: Stories of the Law and How It's Broken)
blitzscaling. It is an idea that applies to many different industries, as he and Chris explain in the last section of this book. But prioritizing speed over efficiency—even in the face of uncertainty—is especially important when your business model depends on having lots of members and getting feedback from them. If you get in early and start getting that feedback and your competitors don’t, then you’re on the path to success. In any business where scale really matters, getting in early and doing it fast can make the difference.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)