Silicon Valley Quotes

And then there is the most dangerous risk of all -- the risk of spending your life not doing what you want on the bet you can buy yourself the freedom to do it later.

...Something we once loved, and love now, in the shape of a book. Maybe eBooks are going to take over, one day, but not until those whizzkids in Silicon Valley invent a way to bend the corners, fold the spine, yellow the pages, add a coffee ring or two and allow the plastic tablet to fall open at a favorite page.

A popular idea in Silicon Valley is “Done is better than perfect.

When the officer asked what he’d taken, Sunny blurted out in his accented English, “He stole property in his mind.

Hyping your product to get funding while concealing your true progress and hoping that reality will eventually catch up to the hype continues to be tolerated in the tech industry.

Silicon Valley is awash in wooden Montessori toys and shrouded in total screen bans. Parents at work talk about how they don't allow their teens to have mobile phones, which only underscores how well these executives understand the real damage their product inflicts on young minds.

To me, Elon is the shining example of how Silicon Valley might be able to reinvent itself and be more relevant than chasing these quick IPOs and focusing on getting incremental products out,

The way Theranos is operating is like trying to build a bus while you’re driving the bus. Someone is going to get killed.

What Musk has developed that so many of the entrepreneurs in Silicon Valley lack is a meaningful worldview. He’s the possessed genius on the grandest quest anyone has ever concocted. He’s less a CEO chasing riches than a general marshaling troops to secure victory. Where Mark Zuckerberg wants to help you share baby photos, Musk wants to . . . well . . . save the human race from self-imposed or accidental annihilation.

Realize that in modern society, the downside risk is not that large. Even personal bankruptcy can wipe the debts clean in good ecosystems. I’m most familiar with Silicon Valley, but generally, people will forgive failures as long as you were honest and made a high-integrity effort. There’s not really that much to fear in terms of failure, and so people should take on a lot more accountability than they do. [78]

To paraphrase the very quotable Silicon Valley venture capitalist Marc Andreessen, in the future there will be two types of jobs: people who tell computers what to do, and people who are told by computers what to do. Wall

But if in Silicon Valley meritocracy is a religion, its God is a white male Harvard dropout.

Passion and drive are not the same at all. Passion pulls you toward something you cannot resist. Drive pushes you toward something you feel compelled or obligated to do. If you know nothing about yourself, you can't tell the difference. Once you gain a modicum of self-knowledge, you can express your passion.....It's not about jumping through someone else's hoops. That's drive.

The story of the world is not the story of coups and revolutions. It is the story of lost keys and burnt coffee and a sleeping child in your arms. History is the untallied sum of a million everyday moments.

You cannot expect an app dreamed up in a dorm room, or among the Ping-Pong tables of a Silicon Valley incubator, to successfully replace the types of rich interactions to which we’ve painstakingly adapted over millennia. Our sociality is simply too complex to be outsourced to a social network or reduced to instant messages and emojis.

Like her idol Steve Jobs, she emitted a reality distortion field that forced people to momentarily suspend disbelief.

Outsourcing your autonomy to an attention economy conglomerate—as you do when you mindlessly sign up for whatever new hot service emerges from the Silicon Valley venture capitalist class—is the opposite of freedom, and will likely degrade your individuality.

Geniuses are always marginalized to one degree or another. Someone wholly invested in the status quo is unlikely to disrupt it.

What is honored in a country will be cultivated there.

If Los Angeles is a woman reclining billboard model with collagen-puffed lips and silicone-inflated breasts, a woman in a magenta convertible with heart-shaped sunglasses and cotton candy hair; if Los Angeles is this woman, then the San Fernando Valley is her teenybopper sister. The teenybopper sister snaps bug stretchy pink bubbles over her tongue and checks her lipgloss in the rearview mirror, . . . Teeny plays the radio too loud and bites her nails, wondering if the glitter polish will poison her.

All genuinely creative ideas are initially met with rejection, since they necessarily threaten the status quo. An enthusiastic reception for a new idea is a sure sign that it is not original.

It was as if Boeing built one plane and, without doing a single flight test, told airline passengers, “Hop aboard.

In the years that followed, the goal went from taking huge risks to create new industries and grand new ideas, to chasing easier money by entertaining consumers and pumping out simple apps and advertisements. “The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.” Silicon Valley began to look an awful lot like Hollywood.

[Books] were devices as crassly practical for storing or transmitting language, as the latest Silicon Valley miracles. But by accident, not by cunning calculation, books, because of their weight and texture, and because of their sweetly token resistance to manipulation, involve our hands and eyes, and then our mind and souls, in a spiritual adventure.

To quote one Valley sage, if your idea is any good, it won’t get stolen, you’ll have to jam it down people’s throats instead.

Just as not all butterflies produce a hurricane, not all outbreaks of bubonic plague produce a Renaissance.

It’s not the rats who first abandon a sinking ship. It’s the crew members who know how to swim.

If you’ve ever had a rational thought or asked Why? or gazed at the night sky in silent wonder, then you have had a Greek moment.

There’s no reason why the future should happen only at Stanford, or in college, or in Silicon Valley.

The Field of Dreams conceit is especially popular in Silicon Valley, where engineers are biased toward building cool stuff rather than selling it. But customers will not come just because you build it. You have to make that happen, and it’s harder than it looks.

Dedication To all my enemies: I could not have done it without you.

No, Dad, I’m not interested in getting a Ph.D., I want to make money.

A sociopath is often described as someone with little or no conscience. I’ll leave it to the psychologists to decide whether Holmes fits the clinical profile, but there’s no question that her moral compass was badly askew. I’m fairly certain she didn’t initially set out to defraud investors and put patients in harm’s way when she dropped out of Stanford fifteen years ago. By all accounts, she had a vision that she genuinely believed in and threw herself into realizing. But in her all-consuming quest to be the second coming of Steve Jobs amid the gold rush of the “unicorn” boom, there came a point when she stopped listening to sound advice and began to cut corners. Her ambition was voracious and it brooked no interference. If there was collateral damage on her way to riches and fame, so be it.

Civic life, though, was not optional, and Aristotle tells me the Athenians had a word for those who refused to participate in public affairs: idiotes. It is where we get our word idiot.

Winter denial: therein lay the key to California Schadenfreude--the secret joy that the rest of the country feels at the misfortune of California. The country said: "Look at them, with their fitness and their tans, their beaches and their movie stars, their Silicon Valley and silicone breasts, their orange bridge and their palm trees. God, I hate those smug, sunshiny bastards!" Because if you're up to your navel in a snowdrift in Ohio, nothing warms your heart like the sight of California on fire. If you're shoveling silt out of your basement in the Fargo flood zone, nothing brightens your day like watching a Malibu mansion tumbling down a cliff into the sea. And if a tornado just peppered the land around your Oklahoma town with random trailer trash and redneck nuggets, then you can find a quantum of solace in the fact that the earth actually opened up in the San Fernando Valley and swallowed a whole caravan of commuting SUVs.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

...people don't think in churches. [Noyce on what bothers him most about organized religion.]

Nothing kills creativity faster than a wall.

By positioning Theranos as a tech company in the heart of the Valley, Holmes channeled this fake-it-until-you-make-it culture, and she went to extreme lengths to hide the fakery.

One of the main reasons to delete your social media accounts is that there isn’t a real choice to move to different social media accounts. Quitting entirely is the only option for change. If you don’t quit, you are not creating the space in which Silicon Valley can act to improve itself.

They all agree, Italy is not what it used to be. What is? All my adult life I've heard how Silicon Valley used to be all orchards, how Atlanta used to be genteel, how publishing used to be run by gentlemen, how houses used to cost what a car costs now. All true, but what can you do but live now?

The more people stared at their phones, the more money these companies made. Period. The people in Silicon Valley did not want to design gadgets and websites that would dissolve people’s attention spans. They’re not the Joker, trying to sow chaos and make us dumb. They spend a lot of their own time meditating and doing yoga. They often ban their own kids from using the sites and gadgets they design, and send them instead to tech-free Montessori schools. But their business model can only succeed if they take steps to dominate the attention spans of the wider society. It’s not their goal, any more than ExxonMobil deliberately wants to melt the Arctic. But it’s an inescapable effect of their current business model.

In deep learning, there’s no data like more data. The more examples of a given phenomenon a network is exposed to, the more accurately it can pick out patterns and identify things in the real world.

British philosopher Alan Watts observed, a sense of wonder “distinguishes men from other animals, and intelligent and sensitive people from morons.

Philosophy is like wine. There are good years and bad years but, in general, the older the better.

For each successful entrepreneur in the Silicon Valley or elsewhere, many have had to fail.

If valleys are the dimples on the face of the earth, as Steven King once said, then Silicon Valley is the deepest, most sparkling dimple of them all.

evangelizing was what successful startup founders did in Silicon Valley. You didn’t change the world by being cynical.

It’s not a huge deal,” he said. “Just don’t go anywhere you’re not supposed to be and remember to smile and wave to the man in the bushes outside your house when you leave for work.

Tell me what you value and I might believe you,” management guru Peter Drucker once said, “but show me your calendar and your bank statement, and I’ll show you what you really value.

Ideas without implementation, or without an exceptional team to implement them, are like assholes and opinions: everyone’s got one.

Here’s some startup pedagogy for you: When confronted with any startup idea, ask yourself one simple question: How many miracles have to happen for this to succeed?

We are at our most creative when we have something to push against. Creativity does not require perfect conditions. In fact, it thrives in imperfect ones. The block of marble from which Michelangelo carved his masterpiece, the David, had been discarded by other artists. They considered it defective, and they were right. But Michelangelo saw that defect as a challenge, not a disqualifier.

Tech’s love affair with the myth of meritocracy is ironic for an industry so in thrall to the potential of Big Data, because this is a rare case where the data actually exists. But if in Silicon Valley meritocracy is a religion, its God is a white male Harvard dropout.

We turned to my questions about the Edison. How many blood tests did Theranos perform on the device? That too was a trade secret, they said. I felt like I was watching a live performance of the Theater of the Absurd.

The hazards of imitative competition may partially explain why individuals with an Asperger’s-like social ineptitude seem to be at an advantage in Silicon Valley today. If you’re less sensitive to social cues, you’re less likely to do the same things as everyone else around you.

It just feels like you want us to give you the formula for Coke in order to convince you that it doesn’t contain arsenic,” King said. “Nobody’s asked for the formula for Coke!” Jay replied, annoyed.

We get smarter and more creative as we age, research shows. Our brain's anatomy, neural networks, and cognitive abilities can actually improve with age and increased life experiences. Contrary to the mythology of Silicon Valley, older employees may be even more productive, innovative, and collaborative than younger ones... Most people, in fact, have multiple cognitive peaks throughout their lives.

Socrates says. Recognizing your ignorance is the beginning of all wisdom.

And Elizabeth was so persuasive. She had this intense way of looking at you while she spoke that made you believe in her and want to follow her.

FoMO—the fear of missing out.

ONLY COACH THE COACHABLE THE TRAITS THAT MAKE A PERSON COACHABLE INCLUDE HONESTY AND HUMILITY, THE WILLINGNESS TO PERSEVERE AND WORK HARD, AND A CONSTANT OPENNESS TO LEARNING.

Half-baked ideas that might seem too big even for the naïfs at TED Conferences—that Woodstock of the intellectual effete—sit rather comfortably on Silicon Valley’s business plans.

Here are the facts: I am thirty-three, almost a year into a job in Silicon Valley, waiting for the truth of my life to crack open and reveal itself.

Tell me what you value and I might believe you,” management guru Peter Drucker once said, “but show me your calendar and your bank statement, and I’ll show you what you really value.” So

AI ever allows us to truly understand ourselves, it will not be because these algorithms captured the mechanical essence of the human mind. It will be because they liberated us to forget about optimizations and to instead focus on what truly makes us human: loving and being loved.

Studies have found that creative people have an especially high tolerance for ambiguity. I suspect this holds true for places of genius as well. Cities such as Athens and Florence and Edinburgh created atmospheres that accepted, and even celebrated, ambiguity.

In one of their last email exchanges, he recommended two management self help books to her, 'The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't' and 'Beyond Bullshit: Straight-Talk at Work', and included their links on Amazon.com. He quit two days later. His resignation email read in part: 'good luck and please do read those books, watch The Office, and believe in the people who disagree with you

In Silicon Valley, start-ups don’t launch with polished, finished businesses. Instead, they release their “Minimum Viable Product” (MVP)—the most basic version of their core idea with only one or two essential features. The point is to immediately see how customers respond. And, if that response is poor, to be able to fail cheaply and quickly.

Even very wealthy people like Lauren would tend to reserve something like a McLaren for special events or the occasional Sunday drive. Not Musk. He drove it all around Silicon Valley and parked it on the street by the X.com offices. His friends were horrified to see such a work of art covered with bird droppings or in the parking lot of a Safeway.

Reason, Hume argued, doesn’t determine what we want but only how we obtain it.

And then there is the most dangerous risk of all - the risk of spending your life not doing what you want on the bet you can buy yourself the freedom to do it later.

In America, the glass is neither full nor empty. It is buy one, get one free.

As in life, so in business: maintain a bias for action over inaction.

Real-life experience is instructive, but the tuition is high.

See what is before you, the thing itself. Analyze later.

What if the Theranos technology did turn out to be game-changing? It might spend the next decade regretting passing up on it. The fear of missing out was a powerful deterrent.

Would you rather be smart and poor or dumb and rich? The three engineers all chose smart and poor, while the Frat Pack voted unanimously for dumb and rich. Greg was struck by how clearly the line was drawn between the two groups. They were all in their mid- to late twenties with good educations, but they valued different things.

A chemistry is performed so that a chemical reaction occurs and generates a signal from the chemical interaction with the sample, which is translated into a result, which is then reviewed by certified laboratory personnel.

Sure, Mark Zuckerberg had learned to code on his father’s computer when he was ten, but medicine was different: it wasn’t something you could teach yourself in the basement of your house.

When free from the confines of our normal identity, we are able to look at life, and the often repetitive stories we tell about it, with fresh eyes. Come Monday morning, we may still clamber back into the monkey suits of our everyday roles—parent, spouse, employee, boss, neighbor—but, by then, we know they're just costumes with zippers.

In theory, the risk of business failure can be reduced to a number, the probability of failure multiplied by the cost of failure. Sure, this turns out to be a subjective analysis, but in the process your own attitudes toward financial risk and reward are revealed. By contrast, personal risk usually defies quantification. It's a matter of values and priorities, an expression of who you are. "Playing it safe" may simply mean you do not weigh heavily the compromises inherent in the status quo. The financial rewards of the moment may fully compensate you for the loss of time and fulfillment. Or maybe you just don't think about it. On the other hand, if time and satisfaction are precious, truly priceless, you will find the cost of business failure, so long as it does not put in peril the well-being of you or your family, pales in comparison with the personal risks of no trying to live the life you want today. Considering personal risk forces us to define personal success. We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game. Personal goals, on the other hand, leave us on our own, without this habit of useless measurement and comparison. Only the Whole Life Plan leads to personal success. It has the greatest chance of providing satisfaction and contentment that one can take to the grave, tomorrow. In the Deferred Life Plan there will always be another prize to covet, another distraction, a new hunger to sate. You will forever come up short.

One evening, as they wrapped up a meeting in her office shortly after he joined the company, she lapsed into a more natural-sounding young woman’s voice. “I’m really glad you’re here,” she told him as she got up from her chair, her pitch several octaves higher than usual. In

Alex,” Irene said, and it was a sigh. She was tired of coders who thought the world spun around Silicon Valley, tired of this girl who looked at her as though she knew everything there was to know already. “Can we work together this one time?

Since the miniLab was in no state to be deployed, Elizabeth and Sunny decided to dust off the Edison and launch with the older device. That, in turn, led to another fateful decision—the decision to cheat.

Maybe eBooks are going to take over, one day, but not until those whizzkids in Silicon Valley invent a way to bend the corners, fold the spine, yellow the pages, add a coffee ring or two and allow the plastic tablet to fall open at a favourite page.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

Wow, you guys are like cockroaches,” Graham finally said. “You just won’t die.”16

If everything seems under control, you’re just not going fast enough. —Mario Andretti, Formula One driver

The expectation of a reward or evaluation, even a positive evaluation, squelched creativity.

It is a fatal fault to reason whilst observing.

Toward the end she boasted, “I’m not afraid of anything,” adding after a brief pause, “except needles.

Elizabeth and Sunny seemed unable, or unwilling, to distinguish between a prototype and a finished product.

Growth for the sake of growth is the ideology of the cancer cell. —Edward Abbey, The Journey Home

Not what happened and who’s to blame, but what are we going to do about it?

This is the power of coaching in general: the ability to offer a different perspective, one unaffected by being “in the game.

ALWAYS BUILD COMMUNITIES BUILD COMMUNITIES INSIDE AND OUTSIDE OF WORK. A PLACE IS MUCH STRONGER WHEN PEOPLE ARE CONNECTED.

The hard-charging Silicon Valley entrepreneur has become a respected, admired icon in the modern age. Do these descriptors match the stereotype? A ball of energy. Little need for sleep. A risk taker. Doesn’t suffer fools gladly. Confident and charismatic, bordering on hubristic. Boundlessly ambitious. Driven and restless. Absolutely. They’re also the traits associated with a clinical condition called hypomania. Johns Hopkins psychologist John Gartner has done work showing that’s not a coincidence. Full-blown mania renders people unable to function in normal society. But hypomania produces a relentless, euphoric, impulsive machine that explodes toward its goals while staying connected (even if only loosely) with reality. With

There are no silicon mines in Silicon Valley. The wealth resides in the minds of Google engineers and Hollywood script doctors, directors and special-effects wizards, who would be on the first plane to Bangalore or Mumbai long before the Chinese tanks rolled into Sunset Boulevard.

Elizabeth incorporated the company as Real-Time Cures, which an unfortunate typo turned into “Real-Time Curses” on early employees’ paychecks. She later changed the name to Theranos, a combination of the words “therapy” and “diagnosis.

Well, there was a reason it always seemed to work, Shaunak said. The image on the computer screen showing the blood flowing through the cartridge and settling into the little wells was real. But you never knew whether you were going to get a result or not. So they’d recorded a result from one of the times it worked. It was that recorded result that was displayed at the end of each demo.

This less-is-more phenomenon holds true not only for individuals but for entire nations. A good example is the “oil curse,” also known as the paradox of plenty. Nations rich in natural resources, especially oil, tend to stagnate culturally and intellectually, as even a brief visit to Saudi Arabia or Kuwait reveals. The citizens of these nations have everything so they create nothing. China

In the United States, though, convenience was everything; it still is. We were plugging anything we could into the internet, at a rate of 127 devices a second. We had bought into Silicon Valley’s promise of a frictionless society. There wasn’t a single area of our lives that wasn’t touched by the web. We could now control our entire lives, economy, and grid via a remote web control. And we had never paused to think that, along the way, we were creating the world’s largest attack surface.

Good ideas are hard to find. And even the best ideas face an uncertain path to real-world success. That’s true whether you’re running a startup, teaching a class, or working inside a large organization. Execution

The final neoliberal fallback is geoengineering, which derives from the core neoliberal doctrine that entrepreneurs, unleashed to exploit acts of creative destruction, will eventually innovate market solutions to address dire economic problems. This is the whiz-bang futuristic science fiction side of neoliberalism, which appeals to male adolescents and Silicon Valley entrepreneurs almost as much as do the novels of Ayn Rand.

Because I questioned myself and my sanity and what I was doing wrong in this situation. Because of course I feared that I might be overreacting, overemotional, oversensitive, weak, playing victim, crying wolf, blowing things out of proportion, making things up. Because generations of women have heard that they’re irrational, melodramatic, neurotic, hysterical, hormonal, psycho, fragile, and bossy. Because girls are coached out of the womb to be nonconfrontational, solicitous, deferential, demure, nurturing, to be tuned in to others, and to shrink and shut up. Because speaking up for myself was not how I learned English. Because I’m fluent in Apology, in Question Mark, in Giggle, in Bowing Down, in Self-Sacrifice. Because slightly more than half of the population is regularly told that what happens doesn’t or that it isn’t the big deal we’re making it into. Because your mothers, sisters, and daughters are routinely second-guessed, blown off, discredited, denigrated, besmirched, belittled, patronized, mocked, shamed, gaslit, insulted, bullied, harassed, threatened, punished, propositioned, and groped, and challenged on what they say. Because when a woman challenges a man, then the facts are automatically in dispute, as is the speaker, and the speaker’s license to speak. Because as women we are told to view and value ourselves in terms of how men view and value us, which is to say, for our sexuality and agreeability. Because it was drilled in until it turned subconscious and became unbearable need: don’t make it about you; put yourself second or last; disregard your feelings but not another’s; disbelieve your perceptions whenever the opportunity presents itself; run and rerun everything by yourself before verbalizing it—put it in perspective, interrogate it: Do you sound nuts? Does this make you look bad? Are you holding his interest? Are you being considerate? Fair? Sweet? Because stifling trauma is just good manners. Because when others serially talk down to you, assume authority over you, try to talk you out of your own feelings and tell you who you are; when you’re not taken seriously or listened to in countless daily interactions—then you may learn to accept it, to expect it, to agree with the critics and the haters and the beloveds, and to sign off on it with total silence. Because they’re coming from a good place. Because everywhere from late-night TV talk shows to thought-leading periodicals to Hollywood to Silicon Valley to Wall Street to Congress and the current administration, women are drastically underrepresented or absent, missing from the popular imagination and public heart. Because although I questioned myself, I didn’t question who controls the narrative, the show, the engineering, or the fantasy, nor to whom it’s catered. Because to mention certain things, like “patriarchy,” is to be dubbed a “feminazi,” which discourages its mention, and whatever goes unmentioned gets a pass, a pass that condones what it isn’t nice to mention, lest we come off as reactionary or shrill.

To me, Elon is the shining example of how Silicon Valley might be able to reinvent itself and be more relevant than chasing these quick IPOs and focusing on getting incremental products out,” said Edward Jung, a famed software engineer and inventor. “Those things are important, but they are not enough. We need to look at different models of how to do things that are longer term in nature and where the technology is more integrated.

One of the biggest misperceptions about places of genius, I’m discovering, is that they are akin to paradise. They are not. Paradise is antithetical to genius. Paradise makes no demands, and creative genius takes root through meeting demands in new and imaginative ways. “The Athenians matured because they were challenged on all fronts,” said Nietzsche, in a variation of his famous “what doesn’t kill you will make you stronger” line.

I don’t know about you guys, but, um, you know, I’ve been thinking recently that… that you know, maybe, um, allowing giant digital media corporations to exploit the neurochemical drama of our children for profit… You know, maybe that was, uh… a bad call by us. Maybe… maybe the… the flattening of the entire subjective human experience into a… lifeless exchange of value that benefits nobody, except for, um, you know, a handful of bug-eyed salamanders in Silicon Valley… Maybe that as a… as a way of life forever… maybe that’s, um, not good.

When people from similar backgrounds get together, are isolated from dissenting views, and are trying to please a strong leader, the result is consensus around the preferred position, even if it is clearly wrongheaded.

Sunny, in fact, had the master-servant mentality common among an older generation of Indian businessmen. Employees were his minions. He expected them to be at his disposal at all hours of the day or night and on weekends.

Brainstorming sounds like a great idea, but it doesn’t work. Dozens of studies have demonstrated this conclusively. People produce more good ideas—twice as many—alone than they do together. One problem with brainstorming is

From Long Island to Silicon Valley, a fear of being perceived as weak forces men into pretending they are never afraid, lonely, confused, vulnerable, or wrong; and an extreme fear of being perceived as cold-hearted, imperfect, high maintenance, or hostile forces women to pretend they’re never exhausted, ambitious, pissed off, or even hungry.

He believed in striving for the best idea, not consensus (“I hate consensus!” he would growl), intuitively understanding what numerous academic studies have shown: that the goal of consensus leads to “groupthink” and inferior decisions.

Toward the end of his life, Fred Terman wrote that he had no regrets: “If I had my life to live over again, I would play the same record.

There is nothing more satisfying to me,” he said, “than to create a complete self-contained world when a computer is controlling it.

As Geoff Ralston, a YC partner, told us: people don’t really change, they just become better actors.

Algorithms tuned by an average engineer can outperform those built by the world’s leading experts

Elizabeth told the gathered employees that she was building a religion. If there were any among them who didn’t believe, they should leave.

birthplace and heritage are not the sole determinants of behavior.

Algorithms tuned by an average engineer can outperform those built by the world’s leading experts if the average engineer has access to far more data.

Creating derivative software to help brands better understand their customers seemed like a poor use of my limited time on this burning planet.

There’s a saying: friends come and go, but enemies accumulate,

Networking is overrated. Become first and foremost a person of value and the network will be available whenever you need it.

Justin's resignation letter to Elizabeth Holmes regarding her management style: 'good luck and please do read those books, watch The Office, and believe the people who disagree with you

The founders of start-ups as varied as YouTube, Palantir Technologies, and Yelp all worked at PayPal. Another set of people—including Reid Hoffman, Thiel, and Botha—emerged as some of the technology industry’s top investors. PayPal staff pioneered techniques in fighting online fraud that have formed the basis of software used by the CIA and FBI to track terrorists and of software used by the world’s largest banks to combat crime. This collection of super-bright employees has become known as the PayPal Mafia—more or less the current ruling class of Silicon Valley—and Musk is its most famous and successful member.

Her emergence tapped into the public’s hunger to see a female entrepreneur break through in a technology world dominated by men. Women like Yahoo’s Marissa Mayer and Facebook’s Sheryl Sandberg had achieved a measure of renown in Silicon Valley, but they hadn’t created their own companies from scratch. In Elizabeth Holmes, the Valley had its first female billionaire tech founder.

The culture at Atari was a natural outgrowth of [Nolan] Bushnell’s personality. But it was not simply self-indulgent. It was based on a philosophy that drew from the hippie movement and would help define Silicon Valley. At it’s core were certain principles: authority should be questioned, hierarchies should be circumvented, nonconformity should be admired and creativity should be nurtured.

Sunny called the cops. Twenty minutes later, a police cruiser quietly pulled up to the building with its lights off. A highly agitated Sunny told the officer that an employee had quit and departed with company property. When the officer asked what he’d taken, Sunny blurted out in his accented English, “He stole property in his mind.

I remember Bob saying, 'Some people who believe in God are good, and some people who believe in God are not good. So where does that leave you?' He had looked around and decided that religion is responsible for a lot of trouble in the world.' Noyce, always pushing against the limits of accepted knowledge, told Bowers that what bothered him most about organized religions was that 'people don't think in churches.

Incidentally, it helps to have enemies. While love is a beautiful emotion, far more empires have been built, books written, wrongs righted, fights won, and ambitions realized out of vengeful desire to prove some critic wrong, or existential dread of some perceived enemy, than all the love in the world. Love is grand, but hate and fear last longer.

He was leading a double life as an undercover CIA agent by then, having volunteered his services to the agency a few years earlier after coming across one of its ads in the classified pages of the Washington Post.

We require a philosophy that puts our aspirations and values once again in charge of our daily experience, all the while dethroning primal whims and the business models of Silicon Valley from their current dominance of this role; a philosophy that accepts new technologies, but not if the price is the dehumanization Andrew Sullivan warned us about; a philosophy that prioritizes long-term meaning over short-term satisfaction.

The second is trickier: the person who knows what to do next is the leader. We’re entirely nonhierarchical in that way. But in a combat environment, when split seconds make all the difference, there’s no time for second-guessing. When someone steps up to become the new leader, everyone, immediately, automatically, moves with him. It’s the only way we win.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit. Also, large companies have valuable public brands they must delicately preserve, and which can be assailed by even small companies such as yours, particularly in a tight-knit, appearances-conscious ecosystem like that of Silicon Valley. America still loves an underdog, and you’ll be surprised at how many allies come out of the woodwork when some obnoxious incumbent is challenged by a scrappy startup with a convincing story. So long as you maintain unit cohesion and a shared sense of purpose, and have the basic rudiments of living, you will outlast, outfight, and out-rage any company that sets out to destroy you. Men with nothing to lose will stop at nothing to win.

Our brains are wired to deal with stress that is intense but brief, like escaping from a predator or fleeing from a burning building. We’re not wired to handle chronic, ongoing stress, even if it is relatively mild.

Of the hundreds of companies pouring resources into AI research, let’s return to the seven that have emerged as the new giants of corporate AI research—Google, Facebook, Amazon, Microsoft, Baidu, Alibaba, and Tencent.

Bill looked for four characteristics in people. The person has to be smart, not necessarily academically but more from the standpoint of being able to get up to speed quickly in different areas and then make connections. Bill called this the ability to make “far analogies.” The person has to work hard, and has to have high integrity. Finally, the person should have that hard-to-define characteristic: grit. The ability to get knocked down and have the passion and perseverance to get up and go at it again.

There’s a simple reason for this. The more shots you get at the target, the more likely you’ll eventually score a bull’s-eye, but the more misses you’ll accrue as well. The bull’s-eyes end up in museums and on library shelves, not the misses. Which, when you think about it, is a shame. It feeds the myth that geniuses get it right the first time, that they don’t make mistakes, when, in fact, they make more mistakes than the rest of us. What

Instead of rushing to the stock market like their dot-com predecessors had in the late 1990s, the unicorns were able to raise staggering amounts of money privately and thus avoid the close scrutiny that came with going public.

Goldman Sachs preaching about diversity so it can be at the front of the line for the next government bailout. It’s AstraZeneca waxing eloquent about climate change so it can secure multibillion-dollar government contracts for vaccine production. It’s State Street building feminist statues to detract attention from wage discrimination lawsuits from female employees, all the while marketing its exchange-traded fund with the ticker “SHE.” It’s Chamath Palihapitiya founding a social impact investment fund and criticizing Silicon Valley, even though he and his wealth are products of Silicon Valley, all to cover up for his prior tenure as an executive at Facebook who dreamed out loud about a private corporate military. Those companies and people use their market power to prop up woke causes as a way to accumulate greater political capital—only to later come back and cash in that political capital for more dollars.

On December 14, a high-level delegation from Silicon Valley came to Trump Tower to meet the president-elect, though Trump had repeatedly criticized the tech industry throughout the campaign. Later that afternoon, Trump called Rupert Murdoch, who asked him how the meeting had gone. “Oh, great, just great,” said Trump. “Really, really good. These guys really need my help. Obama was not very favorable to them, too much regulation. This is really an opportunity for me to help them.” “Donald,” said Murdoch, “for eight years these guys had Obama in their pocket. They practically ran the administration. They don’t need your help.

the company was just a vehicle for Elizabeth and Sunny’s romance and that none of the work they did really mattered. Ian nodded. “It’s a folie à deux,” he said. Tony didn’t know any French, so he left to go look up the expression in the dictionary. The definition he found struck him as apt: “The presence of the same or similar delusional ideas in two persons closely associated with one another.

The children in my dreams speak in Gujarati turn their trusting faces to the sun say to me care for us nurture us in my dreams I shudder and I run. I am six in a playground of white children Darkie, sing us an Indian song! Eight in a roomful of elders all mock my broken Gujarati English girl! Twelve, I tunnel into books forge an armor of English words. Eighteen, shaved head combat boots - shamed by masis in white saris neon judgments singe my western head. Mother tongue. Matrubhasha tongue of the mother I murder in myself. Through the years I watch Gujarati swell the swaggering egos of men mirror them over and over at twice their natural size. Through the years I watch Gujarati dissolve bones and teeth of women, break them on anvils of duty and service, burn them to skeletal ash. Words that don't exist in Gujarati : Self-expression. Individual. Lesbian. English rises in my throat rapier flashed at yuppie boys who claim their people “civilized” mine. Thunderbolt hurled at cab drivers yelling Dirty black bastard! Force-field against teenage hoods hissing F****ing Paki bitch! Their tongue - or mine? Have I become the enemy? Listen: my father speaks Urdu language of dancing peacocks rosewater fountains even its curses are beautiful. He speaks Hindi suave and melodic earthy Punjabi salty rich as saag paneer coastal Kiswahili laced with Arabic, he speaks Gujarati solid ancestral pride. Five languages five different worlds yet English shrinks him down before white men who think their flat cold spiky words make the only reality. Words that don't exist in English: Najjar Garba Arati. If we cannot name it does it exist? When we lose language does culture die? What happens to a tongue of milk-heavy cows, earthen pots jingling anklets, temple bells, when its children grow up in Silicon Valley to become programmers? Then there's American: Kin'uh get some service? Dontcha have ice? Not: May I have please? Ben, mane madhath karso? Tafadhali nipe rafiki Donnez-moi, s'il vous plait Puedo tener….. Hello, I said can I get some service?! Like, where's the line for Ay-mericans in this goddamn airport? Words that atomized two hundred thousand Iraqis: Didja see how we kicked some major ass in the Gulf? Lit up Bagdad like the fourth a' July! Whupped those sand-niggers into a parking lot! The children in my dreams speak in Gujarati bright as butter succulent cherries sounds I can paint on the air with my breath dance through like a Sufi mystic words I can weep and howl and devour words I can kiss and taste and dream this tongue I take back.

The modern incarnation of Silicon Valley has strayed significantly from this tradition of collaboration with the U.S. government, focusing instead on the consumer market, including the online advertising and social media platforms that have come to dominate—and limit—our sense of the potential of technology. A generation of founders cloaked themselves in the rhetoric of lofty and ambitious purpose—indeed their rallying cry to change the world has grown lifeless from overuse—but often raised enormous amounts of capital and hired legions of talented engineers merely to build photo-sharing apps and chat interfaces for the modern consumer.

Part of my response is to urge policymakers to broaden their thinking about the role of technology in economic development. Too often they focus on trying to attract Silicon Valley companies in hopes they will open offices locally. They want Silicon Valley satellites. Instead, they should be working on plans to make the best technologies available to local entrepreneurs so that they can organically grow more jobs at home—not just in high-tech industries but in every economic sector.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

Throughout history these Gogs were called by various names. Today, we may know them as Wall Street, Madison Avenue, Sicily, Columbia, 5th Avenue, Broadway, Hollywood, Silicon Valley, etc. All these are more than locations. They are international business entities—legal and illegal. If it’s incorporated, it’s a monster that feeds internationally; if it can bring glory to the ungodly, you are probably looking at a modern-day Gog. (2Tim 3:1-5) Michael Ben Zehabe, Ruth: a woman’s guide to husband material, pg 4

Bill believed that good leaders grow over time, that leadership accrues to them from their teams. He thought people who were curious and wanted to learn new things were best suited for this. There was no room in this formula for smart alecks and their hubris.

This dynamic explains why we see spikes in professions at certain times and in certain places. The number of geniuses who appear in any given field at any given time is a function not of the pool of talent available but, rather, the attractiveness of the field.

It’s important to remember something: California is not a state built on moderation. We invented motion pictures. We made an electric sports car. We’re both the brain (Silicon Valley) and the heart (Hollywood, alas) of this great nation, and meanwhile we grow everyone’s strawberries. We’re open to innovation. We’re open to new ideas. We’re open to odd couples—and to strays from all parts of the world. Look at our last governor: an Austrian body builder and son of a Nazi married to John F. Kennedy’s niece. Anything can happen.

Silicon Valley had perfected the image of itself as a meritocracy and touted that as one of its greatest strengths—that anyone could become a billionaire. In fact, tech has always been a mirrortocracy, full of people who liked their own reflection so much that they only saw value in those that looked the same. They keep copying themselves, choosing slight variations on the same avatar template. Financial success was proof of their talents, which was like the old cliché of starting on third base and thinking you hit a home run.

In an era of fake news, and the filter bubble, [Gen Z is] also more likely to be able to push through the noise. . . Not only are they able to consume more information than any group before, they have also become accustomed to cutting through it. They are perhaps the most brand-critical, bullshit-repellent, questioning group around and will call out any behavior they dislike on social media. (Little wonder brands are quaking in their boots.)

The bull’s-eyes end up in museums and on library shelves, not the misses. Which, when you think about it, is a shame. It feeds the myth that geniuses get it right the first time, that they don’t make mistakes, when, in fact, they make more mistakes than the rest of us.

brainwaves slow from agitated beta to daydreamy alpha and deeper theta. Neurochemically, stress chemicals like norepinephrine and cortisol are replaced by performance-enhancing, pleasure-producing compounds such as dopamine, endorphins, anandamide, serotonin, and oxytocin.

For example, Facebook had planned to launch a Facebook for children code-named "Project Family," and Sheryl would occasionally remind the policy team of their "failure to do this while we had the opportunity," blaming the policy team for missing the chance to get kids on Facebook but she, like most of the leaders at Facebook with younger children, severely limits her kids' access to screens, let alone social media accounts. And she never shares images of her children on social media. Silicon Valley is awash in wooden Montessori toys and shrouded in total screen bans. Parents at work talk about how they don't allow their teens to have mobile phones, which only underscores how well these executives understand the real damage their product inflicts on young minds.

And what these winners wanted was for the world to be changed in ways that had their buy-in—think charter schools over more equal public school funding, or poverty-reducing tech companies over antitrust regulation of tech companies. The entrepreneurs were willing to participate in making the world better if you pursued that goal in a way that exonerated and celebrated and depended on them.

On February 4, 2014, Partner Fund purchased 5,655,294 Theranos shares at a price of $17 a share—$2 a share more than the Lucas Venture Group had paid just four months earlier. The investment brought in another $96 million to Theranos’s coffers and valued it at a stunning $9 billion. This meant that Elizabeth, who owned slightly more than half of the company, now had a net worth of almost $5 billion.

The main difficulty stemmed from Elizabeth’s insistence that they use very little blood. She’d inherited from her mother a phobia of needles; Noel Holmes fainted at the mere sight of a syringe. Elizabeth wanted the Theranos technology to work with just a drop of blood pricked from the tip of a finger.

Holmes, too, continued to embrace an exalted image of herself. In her acceptance speech at Glamour magazine’s Women of the Year Awards at Carnegie Hall, she held herself up as a role model for young women. “Do everything you can to be the best in science and math and engineering,” she urged them. “It’s that that our little girls will see when they start to think about who do they want to be when they grow up.

After some discussion, the four men {the board] reached a consensus: they would remove Elizabeth as CEO. She had proven herself too young and inexperienced for the job. Tom Brodeen would step in to lead the company for a temporary period until a more permanent replacement could be found. They called in Elizabeth to confront her with what they had learned and inform her of their decision. But then something extraordinary happened. Over the course of the next two hours, Elizabeth convinced them to change their minds.

It's a blue collar thing... Middle-class kids are groomed to fly away, and they do. The working class likes to keep its young close to home. Tearing a working class person from the network that defines their life is a far heavier lift than insisting that a Harvard grad move to Silicon Valley. The professional elite values change and self-development; working-class families value stability and community. The professional elite associate change with challenge, excitement, opportunity, and innovation. But for families, a few paychecks away form losing their homes and stable middle-class lives, respect for stability reigns supreme.

The Scots studied the past to understand the present, and of course improve it. Like the ancient Greeks and the Chinese, they knew that those who lack a keen awareness of history are destined to “remain forever children in understanding,” as David Hume put it. Genius requires not only an accelerator but also a rearview mirror.

If you want to build a truly great company you have got to ride a really big wave. And you’ve got to be able to look at market waves and technology waves in a different way than other folks and see it happening sooner, know how to position yourself out there, prepare yourself, pick the right surfboard—in other words, bring the right management team in, build the right platform underneath you. Only then can you ride a truly great wave. At the end of the day, without that great wave, even if you are a great entrepreneur, you are not going to build a really great business.

Cosimo was the Bill Gates of his day. He spent the first half of his life making a fortune and the second half giving it away. He found the latter half much more satisfying, once confiding in a friend that his greatest regret was that he did not begin giving away his wealth ten years earlier. Cosimo recognized money for what it is: potential energy, with a limited shelf life. Either spend it or watch it slowly deplete, like yesterday’s birthday balloon. Under

Sunny and Elizabeth’s boldest claim was that the Theranos system was capable of running seventy different blood tests simultaneously on a single finger-stick sample and that it would soon be able to run even more. The ability to perform so many tests on just a drop or two of blood was something of a Holy Grail in the field of microfluidics. Thousands of researchers around the world in universities and industry had been pursuing this goal for more than two decades

Normally, we don’t consider the audience in the genius equation. We assume that they are merely the passive recipients of the gifts that the genius bestows. They are much more than that, though. They are the appreciators of genius, and as art critic Clive Bell said, “The essential characteristic of a highly civilized society is not that it is creative but that it is appreciative.” By that measure, Vienna was the most highly civilized society to grace the planet. Mozart

The problem with most smart people is that they are too dumb to distinguish necessity from luxury, that's why despite having the resources to deal with real problems that cause misery to humanity, they keep wasting those resources on pompous dreams. And you can have first-hand experience with such stupidity if you visit any CES event. Whether it is smart toilet or smart underwear, there is no end to intellectual, wealthy and pompous stupidity. Silicon Valley is no longer the valley of innovators who solve problems, it has turned into the valley of resourceful stupidity. They are a bunch of people wasting resources on creating products that do nothing more than fuel the predominant neurosis of consumerism.

Was I trying too hard to make this mean something? I asked Leah. Was that just buying into the industry's own narratives about itself? I tried to summarize the frantic, self-important work culture in Silicon Valley, how everyone was optimizing their bodies for longer lives, which would then be spent productively; how it was frowned upon to acknowledge that a tech job was a transaction rather than a noble mission or a seat on a rocket ship. In this respect, it was not unlike book publishing: talking about doing work for money felt like screaming the safe word. While perhaps not unique to tech--it may even have been endemic to a generation--the expectation was overbearing. Why did it feel so taboo, I asked, to approach work the way most people did, as a trade of my time and labor for money? Why did we have to pretend it was all so fun? Leah nodded, curls bobbing. "That's real," she said. "but I wonder if you're forcing things. Your job can be in service of the rest of your life." She reached out to squeeze my wrist, then leaned her head against the window. "You're allowed to enjoy your life," she said. The city streaked past, the bridge cables flickering like a delay, or a glitch.

McAdoo and Graham were discussing that most essential characteristic of great entrepreneurs: mental toughness, the ability to overcome the hurdles and negativity that typically accompany something new. McAdoo and his partners had identified this kind of true grit as the most important attribute in the founders of their successful portfolio companies, like Google and PayPal.

PayPal cofounder and Facebook board member Peter Thiel—really the only significant Silicon Valley voice to support Trump—was warned by another billionaire and longtime Trump friend that Trump would, in an explosion of flattery, offer Thiel his undying friendship. Everybody says you’re great, you and I are going to have an amazing working relationship, anything you want, call me and we’ll get it done! Thiel was advised not to take Trump’s offer too seriously. But Thiel, who gave a speech supporting Trump at the Republican Convention in Cleveland, reported back that, even having been forewarned, he absolutely was certain of Trump’s sincerity when he said they’d be friends for life—only never to basically hear from him again or have his calls returned.

While Elizabeth was fast to catch on to engineering concepts, Sunny was often out of his depth during engineering discussions. To hide it, he had a habit of repeating technical terms he heard others using. During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.” As Arnav flashed it on a screen with a projector, the five members of his team stole furtive glances at one another, nervous that Sunny might become wise to the prank. But he didn’t bat an eye and the meeting proceeded without incident. After he left the room, they burst out laughing.

During a recent visit to the United States, French President François Mitterrand stopped to tour California’s Silicon Valley, where he hoped to learn more about the ingenuity and entrepreneurial drive that gave birth to so many companies there. Over lunch, Mitterrand listened as Thomas Perkins, a partner in the venture capital fund that started Genentech Inc., extolled the virtues of the risk-taking investors who finance the entrepreneurs. Perkins was cut off by Stanford University Professor Paul Berg, who won a Nobel Prize for work in genetic engineering. He asked, ‘Where were you guys in the ’50s and ’60s when all the funding had to be done in the basic science? Most of the discoveries that have fuelled [the industry] were created back then.’ Henderson and Schrage, in the Washington Post (1984)

The way Sunny dressed was also meant to telegraph affluence, though not necessarily taste. He wore white designer shirts with puffy sleeves, acid-washed jeans, and blue Gucci loafers. His shirts’ top three buttons were always undone, causing his chest hair to spill out and revealing a thin gold chain around his neck. A pungent scent of cologne emanated from him at all times. Combined with the flashy cars,

It is a strange time, my dear. A novel virus haunts our streets. Days feel like weeks, weeks like months. We’re blasted with new news every second— yes and then no and then yes and no, feeding our primal panic to hoard goods and leave shelves breadless, riceless. They tell us the pandemic makes all equal—the poor and very rich— then why are the poor poorer and the rich profiting? It is a strange time, my dear. Army men are marching our streets. They force us to stay inside, threaten and arrest for a walk in the park. They wage small wars against us, but this battle began long ago. The elite technocrats are crowing in their silicone valleys as corporations grow and small businesses fold with mountains of debt— the centre cannot, will not, hold! It is a strange time, my dear. Mainstream media reports the world has never been safer as they terrorise the chambers of our minds. This stress, this anxiety is killing our immunity. But we must do it all for the elderly— or so they say! When have they ever cared for our elders? When have they ever cared for our vulnerable? We go to bed dreaming of toilet paper while they dismantle the world economy. Family businesses go bust all so we can protect the people, but only the people are suffering! At the end of this, those retired will have peanuts for pensions. They are stripping us of everything whilst our eyes are fixed on our screens. And how dare we say it’s a strange time when in seven months we’ll make America great again.

A team of researchers, led by Ravi Mehta of the University of Illinois at Urbana-Champaign, found that those exposed to moderate noise levels (seventy decibels) performed better on a creative-thinking exam than those exposed to either high levels of noise or complete silence. Moderate noise, Mehta believes, allows us to enter “a state of distracted, or diffused, focus.” Again, the ideal state for creative breakthroughs.

Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations.

Scale is the elephant in the room. When Silicon Valley executives excuse themselves and say their platform’s scale is so big that it’s really hard to prevent mass shootings from being broadcast or ethnic cleansing from being incited on their platforms, this is not an excuse—they are implicitly acknowledging that what they have created is too big for them to manage on their own. And yet, they also implicitly believe that their right to profit from these systems outweighs the social costs others bear. So when companies like Facebook say, “We have heard feedback that we must do more,” as they did when their platform was used to live-broadcast mass shootings in New Zealand, we should ask them a question: If these problems are too big for you to solve on the fly, why should you be allowed to release untested products before you understand their potential consequences for society?

Musk’s insistence on explaining the early origins of his passion for electric cars, solar energy, and rockets can come off as insecure. It feels as if Musk is trying to shape his life story in a forced way. But for Musk, the distinction between stumbling into something and having intent is important. Musk has long wanted the world to know that he’s different from the run-of-the-mill entrepreneur in Silicon Valley. He wasn’t just sniffing out trends, and he wasn’t consumed by the idea of getting rich. He’s been in pursuit of a master plan all along. “I really was thinking about this stuff in college,” he said. “It is not some invented story after the fact. I don’t want to seem like a Johnny-come-lately or that I’m chasing a fad or just being opportunistic. I’m not an investor. I like to make technologies real that I think are important for the future and useful in some sort of way.

the invention of deep learning means that we are moving from the age of expertise to the age of data. Training successful deep-learning algorithms requires computing power, technical talent, and lots of data. But of those three, it is the volume of data that will be the most important going forward. That’s because once technical talent reaches a certain threshold, it begins to show diminishing returns. Beyond that point, data makes all the difference. Algorithms tuned by an average engineer can outperform those built by the world’s leading experts if the average engineer has access to far more data.

The secular are at this moment in history a great deal more optimistic than the religious – something of an irony, given the frequency with which the latter have been derided by the former for their apparent naivety and credulousness. It is the secular whose longing for perfection has grown so intense as to lead them to imagine that paradise might be realized on this earth after just a few more years of financial growth and medical research. With no evident awareness of the contradiction they may, in the same breath, gruffly dismiss a belief in angels while sincerely trusting that the combined powers of the IMF, the medical research establishment, Silicon Valley and democratic politics could together cure the ills of mankind.... It is telling that the secular world is not well versed in the art of gratitude: we no longer offer up thanks for harvests, meals, bees or clement weather. On a superficial level, we might suppose that this is because there is no one to say ‘Thank you’ to. But at base it seems more a matter of ambition and expectation. Many of those blessings for which our pious and pessimistic ancestors offered thanks, we now pride ourselves on having worked hard enough to take for granted.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game.

What is writing? It’s me, the author, taking the state inside my mind and, via the gift of language, grafting it onto yours. But man invented language in order to better deceive, not inform. That state I’m transmitting is often a false one, but you judge it not by the depth of its emotion in my mind, but by the beauty and pungency of the thought in yours. Thus the best deceivers are called articulate, as they make listeners and readers fall in love with the thoughts projected into their heads. It’s the essential step in getting men to write you large checks, women to take off their clothes, and the crowd to read and repeat what you’ve thought. All with mere words: memes of meaning strung together according to grammar and good taste. Astonishing when you think about it.

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

Tax troubles aside, Sunny was proud of his wealth and liked to broadcast it with his cars. He drove a black Lamborghini Gallardo and a black Porsche 911. Both had vanity license plates. The one on the Porsche read “DAZKPTL” in mock reference to Karl Marx’s treatise on capitalism. The Lamborghini’s plate was “VDIVICI,” a play on the phrase “Veni, vidi, vici” (“I came, I saw, I conquered”), which Julius Caesar used to describe his quick and decisive victory at the Battle of Zela in a letter to the Roman Senate.

My own psychic burden was that I could command a six-figure salary, yet I did not know how to do anything. Whatever I learned to do in my late twenties, I learned from online tutorials: how to remove mold from a windowsill; slow-cook fish; straighten a cowlick; self-administer a breast exam. Whenever I wrenched a piece of self-assembly furniture into place, or reinforced a loose button, I experienced an unfamiliar and antiquated type of satisfaction. I went so far as to buy a sewing machine, like I was looking for ways to shame myself.a

Keep note of the times when they give up things, and when they are excited for someone else’s success. Sundar notes that “sometimes decisions come up and people have to give up things. I overindex on those signals when people give something up.* And also when someone is excited because something else is working well in the company. It isn’t related to them, but they are excited. I watch for that. Like when you see a player on the bench cheering for someone else on the team, like Steph Curry jumping up and down when Kevin Durant hits a big shot. You can’t fake that.

The truth is that we're drowning in busywork, nonproductive work, everything from "creative" banking and insurance bureaucracies to the pointless shuffling of data and the manufacturing of products designed to be obsolescent almost immediately- and I would argue that a great deal of what we're doing should just stop. Interestingly, people of all sorts are beginning to reconnect to skills and sensibilities that were bulldozed in the frenzy of 'development' that remade our world during the past two generations. Those orchards and fields that once covered the peninsula, the East Bay, and Silicon Valley are haunting us now, as we seek to relocalize our food sources and our economy more generally. People are relearning how to reuse things, how to fix broken items, and even how to make new things from the scraps of industrial waste. The world shaped by capitalist modernization is not good for human life and is certainly rough on the health of the planet. The hollowing out of communities whose lives were once anchored in the old Produce Market area or who shared life along the vibrant Fillmore blues corridor is precisely what people are trying to overcome.

The resignations infuriated Elizabeth and Sunny. The following day, they summoned the staff for an all-hands meeting in the cafeteria. Copies of The Alchemist, Paulo Coelho’s famous novel about an Andalusian shepherd boy who finds his destiny by going on a journey to Egypt, had been placed on every chair. Still visibly angry, Elizabeth told the gathered employees that she was building a religion. If there were any among them who didn’t believe, they should leave. Sunny put it more bluntly: anyone not prepared to show complete devotion and unmitigated loyalty to the company should “get the fuck out.

Botox studies pointed in the opposite direction. Somehow, changes in the body—freezing the face with a neurotoxin—were producing changes in the mind: the ability to feel sadness or empathy. The horse appeared to be steering the rider. And we now know why. Our facial expressions are hardwired5 into our emotions: we can’t have one without the other. Botox lessens depression because it prevents us from making sad faces. But it also dampens our connection to those around us because we feel empathy by mimicking each other’s facial expressions. With Botox, mimicry becomes impossible, so we feel almost nothing at all.

The odds that Holmes could pull off this latest Houdini act while under criminal investigation were very long, but watching her confidently walk the audience through her sleek slide show helped crystallize for me how she’d gotten this far: she was an amazing saleswoman. She never once stumbled or lost her train of thought. She wielded both engineering and laboratory lingo effortlessly and she showed seemingly heartfelt emotion when she spoke of sparing babies in the NICU from blood transfusions. Like her idol Steve Jobs, she emitted a reality distortion field that forced people to momentarily suspend disbelief.

They are the appreciators of genius, and as art critic Clive Bell said, “The essential characteristic of a highly civilized society is not that it is creative but that it is appreciative.” By that measure, Vienna was the most highly civilized society to grace the planet. Mozart didn’t compose for an audience but for audiences. One audience was the wealthy patrons—nobles, typically, including the emperor himself. Another audience was the city’s finicky music critics. A third was the public at large, middle-class concertgoers or dust-caked street sweepers attending an open-air, and free, performance. Musical Vienna was not a solo performance. It was a symphony, often harmonious, occasionally discordant, never dull. Mozart was no freak of nature. He was part of a milieu, a musical ecosystem so rich and varied it practically

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

think of climate change as slow, but it is unnervingly fast. We think of the technological change necessary to avert it as fast-arriving, but unfortunately it is deceptively slow—especially judged by just how soon we need it. This is what Bill McKibben means when he says that winning slowly is the same as losing: “If we don’t act quickly, and on a global scale, then the problem will literally become insoluble,” he writes. “The decisions we make in 2075 won’t matter.” Innovation, in many cases, is the easy part. This is what the novelist William Gibson meant when he said, “The future is already here, it just isn’t evenly distributed.” Gadgets like the iPhone, talismanic for technologists, give a false picture of the pace of adaptation. To a wealthy American or Swede or Japanese, the market penetration may seem total, but more than a decade after its introduction, the device is used by less than 10 percent of the world; for all smartphones, even the “cheap” ones, the number is somewhere between a quarter and a third. Define the technology in even more basic terms, as “cell phones” or “the internet,” and you get a timeline to global saturation of at least decades—of which we have two or three, in which to completely eliminate carbon emissions, planetwide. According to the IPCC, we have just twelve years to cut them in half. The longer we wait, the harder it will be. If we had started global decarbonization in 2000, when Al Gore narrowly lost election to the American presidency, we would have had to cut emissions by only about 3 percent per year to stay safely under two degrees of warming. If we start today, when global emissions are still growing, the necessary rate is 10 percent. If we delay another decade, it will require us to cut emissions by 30 percent each year. This is why U.N. Secretary-General António Guterres believes we have only one year to change course and get started. The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.

There is an uncomfortable willingness among privacy campaigners to discriminate against mass surveillance conducted by the state to the exclusion of similar surveillance conducted for profit by large corporations. Partially, this is a vestigial ethic from the Californian libertarian origins of online pro-privacy campaigning. Partially, it is a symptom of the superior public relations enjoyed by Silicon Valley technology corporations, and the fact that those corporations also provide the bulk of private funding for the flagship digital privacy advocacy groups, leading to a conflict of interest. At the individual level, many of even the most committed privacy campaigners have an unacknowledged addiction to easy-to-use, privacy-destroying amenities like Gmail, Facebook, and Apple products. As a result, privacy campaigners frequently overlook corporate surveillance abuses. When they do address the abuses of companies like Google, campaigners tend to appeal to the logic of the market, urging companies to make small concessions to user privacy in order to repair their approval ratings. There is the false assumption that market forces ensure that Silicon Valley is a natural government antagonist, and that it wants to be on the public’s side—that profit-driven multinational corporations partake more of the spirit of democracy than government agencies. Many privacy advocates justify a predominant focus on abuses by the state on the basis that the state enjoys a monopoly on coercive force. For example, Edward Snowden was reported to have said that tech companies do not “put warheads on foreheads.” This view downplays the fact that powerful corporations are part of the nexus of power around the state, and that they enjoy the ability to deploy its coercive power, just as the state often exerts its influence through the agency of powerful corporations. The movement to abolish privacy is twin-horned. Privacy advocates who focus exclusively on one of those horns will find themselves gored on the other.

Cash has disappeared so quickly from Chinese cities that it even “disrupted” crime. In March 2017, a pair of Chinese cousins made headlines with a hapless string of robberies. The pair had traveled to Hangzhou, a wealthy city and home to Alibaba, with the goal of making a couple of lucrative scores and then skipping town. Armed with two knives, the cousins robbed three consecutive convenience stores only to find that the owners had almost no cash to hand over—virtually all their customers were now paying directly with their phones. Their crime spree netted them around $125 each—not even enough to cover their travel to and from Hangzhou—when police picked them up. Local media reported rumors that upon arrest one of the brothers cried out, “How is there no cash left in Hangzhou?

Three researchers at Stanford University noticed the same thing about the undergraduates they were teaching, and they decided to study it. First, they noticed that while all the students seemed to use digital devices incessantly, not all students did. True to stereotype, some kids were zombified, hyperdigital users. But some kids used their devices in a low-key fashion: not all the time, and not with two dozen windows open simultaneously. The researchers called the first category of students Heavy Media Multitaskers. Their less frantic colleagues were called Light Media Multitaskers. If you asked heavy users to concentrate on a problem while simultaneously giving them lots of distractions, the researchers wondered, how good was their ability to maintain focus? The hypothesis: Compared to light users, the heavy users would be faster and more accurate at switching from one task to another, because they were already so used to switching between browser windows and projects and media inputs. The hypothesis was wrong. In every attentional test the researchers threw at these students, the heavy users did consistently worse than the light users. Sometimes dramatically worse. They weren’t as good at filtering out irrelevant information. They couldn’t organize their memories as well. And they did worse on every task-switching experiment. Psychologist Eyal Ophir, an author of the study, said of the heavy users: “They couldn’t help thinking about the task they weren’t doing. The high multitaskers are always drawing from all the information in front of them. They can’t keep things separate in their minds.” This is just the latest illustration of the fact that the brain cannot multitask. Even if you are a Stanford student in the heart of Silicon Valley.

The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight. That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet. The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.

Two observations take us across the finish line. The Second Law ensures that entropy increases throughout the entire process, and so the information hidden within the hard drives, Kindles, old-fashioned paper books, and everything else you packed into the region is less than that hidden in the black hole. From the results of Bekenstein and Hawking, we know that the black hole's hidden information content is given by the area of its event horizon. Moreover, because you were careful not to overspill the original region of space, the black hole's event horizon coincides with the region's boundary, so the black hole's entropy equals the area of this surrounding surface. We thus learn an important lesson. The amount of information contained within a region of space, stored in any objects of any design, is always less than the area of the surface that surrounds the region (measured in square Planck units). This is the conclusion we've been chasing. Notice that although black holes are central to the reasoning, the analysis applies to any region of space, whether or not a black hole is actually present. If you max out a region's storage capacity, you'll create a black hole, but as long as you stay under the limit, no black hole will form. I hasten to add that in any practical sense, the information storage limit is of no concern. Compared with today's rudimentary storage devices, the potential storage capacity on the surface of a spatial region is humongous. A stack of five off-the-shelf terabyte hard drives fits comfortable within a sphere of radius 50 centimeters, whose surface is covered by about 10^70 Planck cells. The surface's storage capacity is thus about 10^70 bits, which is about a billion, trillion, trillion, trillion, trillion terabytes, and so enormously exceeds anything you can buy. No one in Silicon Valley cares much about these theoretical constraints. Yet as a guide to how the universe works, the storage limitations are telling. Think of any region of space, such as the room in which I'm writing or the one in which you're reading. Take a Wheelerian perspective and imagine that whatever happens in the region amounts to information processing-information regarding how things are right now is transformed by the laws of physics into information regarding how they will be in a second or a minute or an hour. Since the physical processes we witness, as well as those by which we're governed, seemingly take place within the region, it's natural to expect that the information those processes carry is also found within the region. But the results just derived suggest an alternative view. For black holes, we found that the link between information and surface area goes beyond mere numerical accounting; there's a concrete sense in which information is stored on their surfaces. Susskind and 'tHooft stressed that the lesson should be general: since the information required to describe physical phenomena within any given region of space can be fully encoded by data on a surface that surrounds the region, then there's reason to think that the surface is where the fundamental physical processes actually happen. Our familiar three-dimensional reality, these bold thinkers suggested, would then be likened to a holographic projection of those distant two-dimensional physical processes. If this line of reasoning is correct, then there are physical processes taking place on some distant surface that, much like a puppeteer pulls strings, are fully linked to the processes taking place in my fingers, arms, and brain as I type these words at my desk. Our experiences here, and that distant reality there, would form the most interlocked of parallel worlds. Phenomena in the two-I'll call them Holographic Parallel Universes-would be so fully joined that their respective evolutions would be as connected as me and my shadow.