Silicon Valley Series Quotes

Zimbardo’s Stanford colleagues Jennifer Aaker and Melanie Rudd found that an experience of timelessness is so powerful it shapes behavior. In a series of experiments, subjects who tasted even a brief moment of timelessness “felt they had more time available, were less impatient, more willing to volunteer to help others, more strongly preferred experiences over material products, and experienced a greater boost in life satisfaction.

X gave most of its customers checking accounts, and so those customers who were able to get their mail would sometimes immediately take advantage by writing a series of bad checks. “I was thinking, ‘What the hell did I step into,’ ” said an early hire who was tasked with handling fraud. “There was no sort of risk mitigation in place.” When employees told Musk that the bank that X had partnered with to handle the checking accounts was complaining about bounced checks, Musk seemed confused by the concept. “I don’t understand,” Musk said. “If you don’t have money in your account, why would you write a check?

As Google grew, it also shrank—small enough to fit inside a mailbox in Bermuda, where it funneled $14 billion in annual profits via an intricate series of transatlantic shell companies that allowed it to avoid an estimated $2 billion in taxes every year. “It’s called capitalism,” chairman Eric Schmidt said when questioned about it.

you’re looking for a quick and dirty definition of the term, try the unofficial motto of Silicon Valley: “Fail early, fail often, fail forward.”8 Bold ventures—especially the world-changing type we’re advocating here—require this kind of experimental approach. Yet as most experiments fail, real progress requires trying out tons of ideas, decreasing

you’re looking for a quick and dirty definition of the term, try the unofficial motto of Silicon Valley: “Fail early, fail often, fail forward.”8 Bold ventures—especially the world-changing type we’re advocating here—require this kind of experimental approach. Yet as most experiments fail, real progress requires trying out tons of ideas, decreasing the lag time between trials, and increasing the knowledge gained from results. This is rapid iteration.

In reality, though, it usually worked like this: A female candidate who will buzzkill your weekly happy hour? “Cultural fit.” A soft-spoken Indian or Chinese engineer, quietly competent but incapable of the hard-charging egotism that Americans almost universally wear like they do blue jeans? “Cultural fit.” Self-taught kid from some crappy college you’ve never heard of, without that glib sheen of effortless superiority you get out of Harvard or Stanford? “Cultural fit.” And so it goes. Shaffer’s machine-gun questioning and imperiousness had rattled me. I suspected that I had failed to pass his bar, and I needed to clear my head. The day had been nothing but a series of interrogations inside small, gray, rotten-smelling rooms. The Guantánamo vibe was fatiguing. Despite the NSA-level security on checking in and the way we were handed off like booby-trapped hot potatoes that no one could drop, nobody appeared for the next interview. Wining and dining evidently not in the offing, I wandered off and tried to find something to eat.

To find out, he hooked up a group of people—some highly creative and others less so—to EEG machines, then gave them a series of tests that measure creative thinking. The results were surprising: the more creatively inclined subjects showed lower cortical arousal while taking the test than did the noncreative subjects. The heightened concentration of cortical arousal is helpful when balancing your checkbook or evading a tiger, concluded Martindale, but not when trying to compose an opera or write a novel or come up with the Next Big Internet Thing. For that, we need to enter a state that Martindale called defocused, or diffused, attention. Someone in this state of mind is not scattered, at least not as we normally think of the word. Like Buddhists, they have mastered the art of “detached attachment.” They are both focused and unfocused at the same time. But why, Martindale wondered, are some people able to benefit from this diffused attention while others are not? Creative people are no more capable of controlling their cortical arousal levels than noncreative people. Creative achievements, he concluded, are based not on self-control “but rather on unintentional inspiration.” Unintentional inspiration? What can that mean? Martindale, who passed away in 2008, never said, but I can’t help but wonder if this phenomenon explains why creative people are often restless. By changing locations, they are unconsciously attempting to lower their levels of cortical arousal, defocus their attention.

CEO Bill Hewlett personally authorized a $1 million crash program to develop a miniature, hand-held successor to the successful 9100 series desktop scientific calculator launched four years earlier. By that time, the HP catalog listed some 1,600 products, none of which sold more than ten units per day. Within six months of its launch in January 1972, the new HP-35 was selling 1,000 per day, and a year later accounted for a staggering 41 percent of the company’s total profits.

couple of the guys at Tesla really liked cars and another one had created a series of science fair projects based on technology that the automotive industry considered ridiculous. What’s more, the founding team had no intention of turning to Detroit for advice on how to build a car company. No, Tesla would do what every other Silicon Valley start-up had done before it, which was hire a bunch of young, hungry engineers and figure things out as they went along.

Silicon Valley

By the time I began my Ph.D., the field of artificial intelligence had forked into two camps: the “rule-based” approach and the “neural networks” approach. Researchers in the rule-based camp (also sometimes called “symbolic systems” or “expert systems”) attempted to teach computers to think by encoding a series of logical rules: If X, then Y. This approach worked well for simple and well-defined games (“toy problems”) but fell apart when the universe of possible choices or moves expanded. To make the software more applicable to real-world problems, the rule-based camp tried interviewing experts in the problems being tackled and then coding their wisdom into the program’s decision-making (hence the “expert systems” moniker). The “neural networks” camp, however, took a different approach. Instead of trying to teach the computer the rules that had been mastered by a human brain, these practitioners tried to reconstruct the human brain itself. Given that the tangled webs of neurons in animal brains were the only thing capable of intelligence as we knew it, these researchers figured they’d go straight to the source. This approach mimics the brain’s underlying architecture, constructing layers of artificial neurons that can receive and transmit information in a structure akin to our networks of biological neurons. Unlike the rule-based approach, builders of neural networks generally do not give the networks rules to follow in making decisions. They simply feed lots and lots of examples of a given phenomenon—pictures, chess games, sounds—into the neural networks and let the networks themselves identify patterns within the data. In other words, the less human interference, the better.

AlphaGo scored its first high-profile victory in March 2016 during a five-game series against the legendary Korean player Lee Sedol, winning four to one. While barely noticed by most Americans, the five games drew more than 280 million Chinese viewers. Overnight, China plunged into an artificial intelligence fever. The buzz didn’t quite rival America’s reaction to Sputnik, but it lit a fire under the Chinese technology community that has been burning ever since.

Researchers in the rule-based camp (also sometimes called “symbolic systems” or “expert systems”) attempted to teach computers to think by encoding a series of logical rules: If X, then Y. This approach worked well for simple and well-defined games (“toy problems”) but fell apart when the universe of possible choices or moves expanded.

La vida consiste en una serie de regalos, regalos que vale la pena disfrutar y que lamentablemente no muchas personas descubren.

Had anyone from Detroit stopped by Tesla Motors at this point, they would have ended up in hysterics. The sum total of the company’s automotive expertise was that a couple of the guys at Tesla really liked cars and another one had created a series of science fair projects based on technology that the automotive industry considered ridiculous. What’s more, the founding team had no intention of turning to Detroit for advice on how to build a car company. No, Tesla would do what every other Silicon Valley start-up had done before it, which was hire a bunch of young, hungry engineers and figure things out as they went along.

When Jeremy Liew and Lightspeed had invested just a few weeks prior, Liew had included terms giving Lightspeed the right of first refusal to invest in Snapchat’s next round of funding, as well as rights to take 50 percent of the next round. Essentially, Lightspeed controlled Snapchat’s next round of funding and made Snapchat unattractive to other investors, who would want to take a larger stake in the Series A round. Evan was furious. He felt betrayed and taken advantage of. Liew had told him these terms were standard. Evan would warn other students about this betrayal for years to come, as he did in a keynote address at a Stanford Women in Business conference in 2013: One of my biggest mistakes as an entrepreneur involved a term sheet. This particular term sheet was our first. And when we talked to the venture capitalists, and we talked to our lawyers, they took refuge in the notion of Standard. When I asked a question because I didn’t understand something, I was reassured that the term was standard, and therefore agreeable. I forgot that the idea of STANDARD is a construct. It simply does not exist. So rather than attempt to further understand the document, I accepted it. It wasn’t until a bit later, when the company had grown and we needed more capital—that I realized I had made a very expensive mistake. He also warned in a 2015 talk at the University of Southern California, “If you hear the words ‘standard terms,’ then figure out actually what the terms are, because they are probably not standard and the person explaining [them] to you probably doesn’t know how they work.” Teo and General Catalyst put Evan in touch with lawyers who would help him escape the blocking structure with a new round of funding. Evan struck a deal with Jeremy Liew to sell Lightspeed a limited number of Snapchat shares at a discount in exchange for removing the onerous terms. Feeling stung by Silicon Valley venture capitalists, Evan then put the deal with General Catalyst on hold and put together a group of angel investors from Los Angeles, including his father, John Spiegel, and the CEO of Sony Entertainment, Michael Lynton.

Silicon Valley TV Series are all about incubated human behavior.