Great new things often come from the margins,
and yet the people who discover them are looked
down on by everyone, including themselves.
By Paul Graham (Y Combinator)
A ChangeThis manifest
Leadership in a Distributed OrganizationMark Bonchek
This document discusses leadership in distributed organizations. It argues that the landscape is changing rapidly due to disruption and that new mental models are needed. Specifically, it advocates adopting principles of distributed empowerment and decentralized control rather than centralized control, drawing parallels between human organizations and natural systems like flocks that self-synchronize through shared situational awareness. The document provides examples of "network doctrine" from various domains to guide distributed decision-making through broad principles that balance autonomy and alignment.
The document discusses several concepts related to sustainable design including cradle-to-cradle design, spimes, and the German model of co-determined boards and works councils. It focuses on designing products and systems to eliminate waste by modeling nature's nutrient cycles. The document advocates re-engineering production around giving products identity and history so they can be tracked and found new uses rather than disposed of. It stresses the need for designers to reinvent industry to expand options for future generations rather than cause irreparable damage through unsustainable practices.
1. The document discusses new metaphors needed for understanding media, brands, and products as these concepts continue to converge and change with new technologies.
2. It argues that clients will produce goods more locally and people will care more about the origins and components of what they buy, so products will increasingly contain media.
3. A new metaphor is that of "SPIMES" - physical things connected to their digital metadata about use and production - and that media will be embedded within products themselves.
Make Things People Want - Skillswap, Brighton Digital Festival, 2012John V Willshire
A new version of the 'Make Things People Want' presentation I gave at Clearleft's Skillswap as part of the Brighton Digital Festival 2012. With improved structure around the four key ideas. And a bigger, juicier rant about Star Wars.
What are the tools and approaches we need to think about brands in the age of the intermet? A presentation for the talent accelerator programme Google Squared in London.
Designing the Good Life: The Ethics of User Experience DesignSebastian Deterding
“You cannot not communicate,” psychologist and philosopher Paul Watzlawick once famously said. Similarly, whatever we create as user experience designers influences others - even if we don’t intend it. And as software is eating the world, the domain of our responsibility is rapidly becoming all-encompassing. Layer by layer, question by question, this talk invites you to reflect on the moral dimensions of your work. Talk presented May 29 at UX London 2014.
What does it mean to be 'a common brand'? An exploration of how the social nature of the internet fundamentally changes how, where and why meaning is created, and what people who work with brands can do as a result. Also, revealed for the first time, the answer to how much the internet weighs...
Leadership in a Distributed OrganizationMark Bonchek
This document discusses leadership in distributed organizations. It argues that the landscape is changing rapidly due to disruption and that new mental models are needed. Specifically, it advocates adopting principles of distributed empowerment and decentralized control rather than centralized control, drawing parallels between human organizations and natural systems like flocks that self-synchronize through shared situational awareness. The document provides examples of "network doctrine" from various domains to guide distributed decision-making through broad principles that balance autonomy and alignment.
The document discusses several concepts related to sustainable design including cradle-to-cradle design, spimes, and the German model of co-determined boards and works councils. It focuses on designing products and systems to eliminate waste by modeling nature's nutrient cycles. The document advocates re-engineering production around giving products identity and history so they can be tracked and found new uses rather than disposed of. It stresses the need for designers to reinvent industry to expand options for future generations rather than cause irreparable damage through unsustainable practices.
1. The document discusses new metaphors needed for understanding media, brands, and products as these concepts continue to converge and change with new technologies.
2. It argues that clients will produce goods more locally and people will care more about the origins and components of what they buy, so products will increasingly contain media.
3. A new metaphor is that of "SPIMES" - physical things connected to their digital metadata about use and production - and that media will be embedded within products themselves.
Make Things People Want - Skillswap, Brighton Digital Festival, 2012John V Willshire
A new version of the 'Make Things People Want' presentation I gave at Clearleft's Skillswap as part of the Brighton Digital Festival 2012. With improved structure around the four key ideas. And a bigger, juicier rant about Star Wars.
What are the tools and approaches we need to think about brands in the age of the intermet? A presentation for the talent accelerator programme Google Squared in London.
Designing the Good Life: The Ethics of User Experience DesignSebastian Deterding
“You cannot not communicate,” psychologist and philosopher Paul Watzlawick once famously said. Similarly, whatever we create as user experience designers influences others - even if we don’t intend it. And as software is eating the world, the domain of our responsibility is rapidly becoming all-encompassing. Layer by layer, question by question, this talk invites you to reflect on the moral dimensions of your work. Talk presented May 29 at UX London 2014.
What does it mean to be 'a common brand'? An exploration of how the social nature of the internet fundamentally changes how, where and why meaning is created, and what people who work with brands can do as a result. Also, revealed for the first time, the answer to how much the internet weighs...
Presentation looks at the Apple brand over the last 2 and a half decades. These are the early mock-ups of the slides that my colleague Neil Perryman used in my Web Studies module. He gave me permission to upload them here. You can contact Neil here:
neil.perryman@sunderland.ac.uk
The document discusses the history and patterns of technological innovation and adoption. It argues that new technologies are first adopted for safety and military purposes, then expanded by businesses for economic prosperity, and finally taken up socially. This follows Abraham Maslow's hierarchy of needs, where individuals prioritize survival and security before socialization. The document uses examples like the telegraph, radio, and internet to show how each was initially developed for defense or business before being widely adopted for social purposes. It advises businesses to understand these priorities and patterns in order to best serve customers.
The slides from a 90 minute innovation session I gave in London for The Network One in London on 29.09.14. The participants were the heads and owners of various nimble, independent agencies, and the idea of the session was to work through new ways of working with their people and clients (the Flow Engines bit), and also to explore why we need to do that (the Fracking The Social Web bit)
Coworking spaces have emerged as third spaces where knowledge workers can work independently yet collaboratively. They allow for networking and team formation among freelancers and entrepreneurs working on digital projects. While coworking spaces vary in their amenities and community cultures, they generally aim to reduce isolation, facilitate mentorship and collaboration, and support work-life balance for mobile knowledge workers. As more jobs can be done remotely, coworking is poised to become an important part of the distributed, project-based organizations of the future.
A talk I gave on to the brilliant young people currently on the Squared course, about the social web, marketing, and collaborative ways of working around this. Learn more about Squared here - https://plus.google.com/+WeareSquared/posts
The document discusses the changing nature of social media and how it has empowered individuals. It notes that while social media used to refer mainly to platforms like Facebook, it now encompasses a much wider range of tools that allow people to connect, share content and experiences, and get information from one another. These new forms of social media are fueled by mobile technologies that give people constant online access. The document also examines how word-of-mouth recommendations, once only possible through in-person conversations, can now be tracked and amplified through social sharing online. Companies are encouraged to focus on exceptional customer service and find creative ways to engage customers in order to drive organic word-of-mouth marketing.
5 lessons in idea management from the mouseKenny Badmus
A mouse taught the author 5 lessons in idea management: (1) Invade new territories by finding opportunities like Steve Jobs did with Apple, (2) Create by producing work frequently like writing articles and blogs, (3) Be infectious by crafting messaging that spreads widely like the little black dress, (4) Adapt quickly to changes in the environment like Wikipedia adapted to new information formats, and (5) Experiment with failure like Thomas Edison did in inventing the light bulb. The author created a workbook with steps to apply each lesson and invites contacting Orange Academy for the workbook or workshops.
The slides from the LugRadio Live USA talk (April 2008). The video of this talk is available on Google videos.
This presentation is also being delivered at LRL UK (July 2008) and at OSCON (July 2008).
The document discusses the changing nature of careers and career advice. It argues that traditional top-down, siloed career advice models are being disrupted by new peer-to-peer, social network approaches enabled by Web 2.0. Evolutionary theory and the concept of punctuated equilibrium are used as frameworks to analyze how the career advice ecosystem is rapidly evolving in the digital age, with periods of stasis being disrupted by bursts of rapid change. Traditional "one-stop shop" career advice models are seen as outdated, while individuals now access career information and guidance from a wide variety of online and offline sources.
This document contains a collection of quotes and musings on various business-related topics such as excellence, innovation, value creation, and customer focus. Some of the key ideas discussed include the importance of bias for action over extensive planning, experimenting fearlessly, rewarding failures, and reimagining businesses to focus on experiences and dreams rather than just goods and services.
The document discusses various quotes from 2007 about trends in advertising, media, technology, brands, and other topics. Some key points summarized are: advertising is changing rapidly due to new technologies; social networks and user-generated content are becoming more prominent; and brands must adapt to remain relevant as boundaries between media become blurred and consumers demand more control.
This document summarizes the life stories of 7 famous entrepreneurs: Walt Disney, JRD Tata, J.K. Rowling, Bill Gates, Mark Zuckerberg, Steve Jobs, and Dhiraubhai Ambani. It describes how each entrepreneur faced difficulties and failures early in their careers but went on to find tremendous success through their perseverance and innovative ideas, creating hugely influential companies. These stories are meant to inspire and show that entrepreneurial success is possible for anyone willing to work hard and pursue their visions.
This document discusses the concept of productivity and leisure. It suggests that while technology was meant to reduce work and increase leisure, modern technologies and apps have instead led to overwork, less productivity, and less well-being. Cultural and economic factors like secular Calvinism, the Horatio Alger myth, inequality, and precarity serve to reinforce this system. The document argues for rethinking productivity to focus on well-being, flourishing, reflection, and leisure instead of endless work and "hacking" one's life. It draws on thinkers like Aristotle, Weber, Pieper, and Keynes to advocate for economies of leisure instead of work.
Time once again to clean out the law blog gutters. The Supreme Court does have an interest in educating the public about the legal system and increasing its transparency.
These are the slides from my talk at Google Firestarters on 5th September 2017 in London. It's about two tools in particular we use at Smithery (www.smithery.com) to break the patterns that we find can emerge and strangle how people approach their work. The content is a compressed version of some of the material from the Innovation & Future Thinking course I led at IED in Barcelona this summer.
Marketing guru and agent of change Seth Godin writes that for your company to do more, sometimes you need to do less! Stop trying to be all things to all people (or customers), and focus (in your life and in your work) on your core strengths. Your business (and probably your sanity) are likely to improve.
By Seth Godin
a ChangeThis manifest
The document provides 15 examples of guerrilla marketing tactics used by various small business owners. Some of the tactics include sending birthday cards to customers, distributing coupons printed on Post-It notes, offering ice cream to potential home buyers, and creating targeted media lists for faxing press releases. The tactics aim to creatively promote businesses and services in a low-cost, personalized manner.
Kent Ekonomisi, Kumelenme Stratejileri ve Kultur Endustrileri: Politika Gerek...Ozgur Uckan
Avrupa ve Türkiye'de Kültür Politikaları / Cultural Policies in Europe and Turkey -
19, 20, 21 Kasım 2009, The Marmara Oteli
IV. Oturum: Kültür ve Ekonomi, Kültür Endüstrileri, 20 Kasım 2009 - Sunum
Presentation looks at the Apple brand over the last 2 and a half decades. These are the early mock-ups of the slides that my colleague Neil Perryman used in my Web Studies module. He gave me permission to upload them here. You can contact Neil here:
neil.perryman@sunderland.ac.uk
The document discusses the history and patterns of technological innovation and adoption. It argues that new technologies are first adopted for safety and military purposes, then expanded by businesses for economic prosperity, and finally taken up socially. This follows Abraham Maslow's hierarchy of needs, where individuals prioritize survival and security before socialization. The document uses examples like the telegraph, radio, and internet to show how each was initially developed for defense or business before being widely adopted for social purposes. It advises businesses to understand these priorities and patterns in order to best serve customers.
The slides from a 90 minute innovation session I gave in London for The Network One in London on 29.09.14. The participants were the heads and owners of various nimble, independent agencies, and the idea of the session was to work through new ways of working with their people and clients (the Flow Engines bit), and also to explore why we need to do that (the Fracking The Social Web bit)
Coworking spaces have emerged as third spaces where knowledge workers can work independently yet collaboratively. They allow for networking and team formation among freelancers and entrepreneurs working on digital projects. While coworking spaces vary in their amenities and community cultures, they generally aim to reduce isolation, facilitate mentorship and collaboration, and support work-life balance for mobile knowledge workers. As more jobs can be done remotely, coworking is poised to become an important part of the distributed, project-based organizations of the future.
A talk I gave on to the brilliant young people currently on the Squared course, about the social web, marketing, and collaborative ways of working around this. Learn more about Squared here - https://plus.google.com/+WeareSquared/posts
The document discusses the changing nature of social media and how it has empowered individuals. It notes that while social media used to refer mainly to platforms like Facebook, it now encompasses a much wider range of tools that allow people to connect, share content and experiences, and get information from one another. These new forms of social media are fueled by mobile technologies that give people constant online access. The document also examines how word-of-mouth recommendations, once only possible through in-person conversations, can now be tracked and amplified through social sharing online. Companies are encouraged to focus on exceptional customer service and find creative ways to engage customers in order to drive organic word-of-mouth marketing.
5 lessons in idea management from the mouseKenny Badmus
A mouse taught the author 5 lessons in idea management: (1) Invade new territories by finding opportunities like Steve Jobs did with Apple, (2) Create by producing work frequently like writing articles and blogs, (3) Be infectious by crafting messaging that spreads widely like the little black dress, (4) Adapt quickly to changes in the environment like Wikipedia adapted to new information formats, and (5) Experiment with failure like Thomas Edison did in inventing the light bulb. The author created a workbook with steps to apply each lesson and invites contacting Orange Academy for the workbook or workshops.
The slides from the LugRadio Live USA talk (April 2008). The video of this talk is available on Google videos.
This presentation is also being delivered at LRL UK (July 2008) and at OSCON (July 2008).
The document discusses the changing nature of careers and career advice. It argues that traditional top-down, siloed career advice models are being disrupted by new peer-to-peer, social network approaches enabled by Web 2.0. Evolutionary theory and the concept of punctuated equilibrium are used as frameworks to analyze how the career advice ecosystem is rapidly evolving in the digital age, with periods of stasis being disrupted by bursts of rapid change. Traditional "one-stop shop" career advice models are seen as outdated, while individuals now access career information and guidance from a wide variety of online and offline sources.
This document contains a collection of quotes and musings on various business-related topics such as excellence, innovation, value creation, and customer focus. Some of the key ideas discussed include the importance of bias for action over extensive planning, experimenting fearlessly, rewarding failures, and reimagining businesses to focus on experiences and dreams rather than just goods and services.
The document discusses various quotes from 2007 about trends in advertising, media, technology, brands, and other topics. Some key points summarized are: advertising is changing rapidly due to new technologies; social networks and user-generated content are becoming more prominent; and brands must adapt to remain relevant as boundaries between media become blurred and consumers demand more control.
This document summarizes the life stories of 7 famous entrepreneurs: Walt Disney, JRD Tata, J.K. Rowling, Bill Gates, Mark Zuckerberg, Steve Jobs, and Dhiraubhai Ambani. It describes how each entrepreneur faced difficulties and failures early in their careers but went on to find tremendous success through their perseverance and innovative ideas, creating hugely influential companies. These stories are meant to inspire and show that entrepreneurial success is possible for anyone willing to work hard and pursue their visions.
This document discusses the concept of productivity and leisure. It suggests that while technology was meant to reduce work and increase leisure, modern technologies and apps have instead led to overwork, less productivity, and less well-being. Cultural and economic factors like secular Calvinism, the Horatio Alger myth, inequality, and precarity serve to reinforce this system. The document argues for rethinking productivity to focus on well-being, flourishing, reflection, and leisure instead of endless work and "hacking" one's life. It draws on thinkers like Aristotle, Weber, Pieper, and Keynes to advocate for economies of leisure instead of work.
Time once again to clean out the law blog gutters. The Supreme Court does have an interest in educating the public about the legal system and increasing its transparency.
These are the slides from my talk at Google Firestarters on 5th September 2017 in London. It's about two tools in particular we use at Smithery (www.smithery.com) to break the patterns that we find can emerge and strangle how people approach their work. The content is a compressed version of some of the material from the Innovation & Future Thinking course I led at IED in Barcelona this summer.
Marketing guru and agent of change Seth Godin writes that for your company to do more, sometimes you need to do less! Stop trying to be all things to all people (or customers), and focus (in your life and in your work) on your core strengths. Your business (and probably your sanity) are likely to improve.
By Seth Godin
a ChangeThis manifest
The document provides 15 examples of guerrilla marketing tactics used by various small business owners. Some of the tactics include sending birthday cards to customers, distributing coupons printed on Post-It notes, offering ice cream to potential home buyers, and creating targeted media lists for faxing press releases. The tactics aim to creatively promote businesses and services in a low-cost, personalized manner.
Kent Ekonomisi, Kumelenme Stratejileri ve Kultur Endustrileri: Politika Gerek...Ozgur Uckan
Avrupa ve Türkiye'de Kültür Politikaları / Cultural Policies in Europe and Turkey -
19, 20, 21 Kasım 2009, The Marmara Oteli
IV. Oturum: Kültür ve Ekonomi, Kültür Endüstrileri, 20 Kasım 2009 - Sunum
By Ralph Perrine. Published as a ChangeThis manifest.
Ralph Perrine believes drawing to be indispensable to good planning and good collaboration—the top two critical skills for success in life. Here, he shares twelve drawings to help bring focus and clarity to teams and any personal planning.
This document provides tips for improving relationships and interactions with others. It suggests showing interest in other people by encouraging them to talk about themselves, respecting their viewpoints, and praising their improvements. It also recommends developing strong communication, problem solving, and memory skills to help build trust and connections in personal and business relationships. The overall message is that treating people with kindness, respect, and understanding can help strengthen friendships and make positive impressions.
The Connection Culture: A New Source of Competitive Advantageguestca2ed6
1. The document discusses how creating a "connection culture" within an organization can provide a competitive advantage. A connection culture fosters trust, cooperation, and a sense of community among employees.
2. The author describes his own experience with his wife's cancer treatment, and how feeling connected to healthcare workers and others provided encouragement and boosted spirits. This experience highlighted the power of human connection.
3. Research shows that human connection reduces stress, increases well-being and trust, and improves mental and physical health. In organizations, connection leads to higher employee engagement, productivity, information sharing, and decision making.
Humanize It: Bring five-star sparkle to your customer interactions and watch ...guestca2ed6
By Micah Solomon and Leonardo Inghilleri. Published as a ChangeThis manifest.
The best thing you can do for your business is not about new technology, brute force, or first-mover advantage. It's something simpler. And more dependable. Humanize each customer interaction, in order to turn your product or service into much more than a commodity. In your customer’s mind, commodities are interchangeable and replaceable. (A dangerous state of affairs for your business.) Humanized relationships are not.
This document provides tips for improving relationships and social skills. It recommends encouraging others to talk about themselves, focusing conversations on others' interests, respecting others' judgments, praising improvements, being friendly, considering others' good points, and treating people with respect. It also offers advice for building confidence, dressing professionally, thinking creatively, and remaining informed in business.
The document discusses 100 common reasons ideas and concepts get rejected, such as "it's too expensive" or "the client won't go for it." It then explains that the real reason is an innate fear of anything new, different, or that threatens one's ego or status. Great concepts often have an element of risk or shock. Finally, it provides principles for generating concepts and persuading others, such as addressing the receiver's self-interest and selling concepts through emotion.
Zappos is an online shoe and clothing retailer founded in 1999 that has grown to 1400 employees. It aims to provide the best customer service through fast and free shipping and returns, a large product selection, and friendly customer service. Key aspects of Zappos' business model include a 365-day return policy, next-day delivery, and prioritizing customer service through training and culture. The company has also expanded customer touchpoints through social media and live chat to continue engaging customers beyond phone support.
"Yaratici Yikim": Inovasyon ve Bilgi Yonetimi-Ozgur UckanOzgur Uckan
“ÜNAK 09, Bilgi Çağında Varoluş: Fırsatlar ve Tehditler” yıllık toplantısı kapsamında Yeditepe Üniversitesi'nde 1 Ekim 2009'da saat 10:00 - 12:00 arasında düzenlenen "YENİ BİR DİSİPLİNİN DOĞUŞU BİLGİ VE İNOVASYON YÖNETİMİ” panelinde yapılan sunum
The New Time Management: Simply Focus on the Fundamentals, and Toss Away the ...guestca2ed6
By Francis Wade. Published as a ChangeThis manifest.
As working professionals across the world, we all want the same things when it comes to time management. We want to feel a certain peace of mind that comes from knowing that our affairs are in order and that we’ve not forgotten something that might jump up later to give us a nasty surprise.
We also want to get as much as we can out of life, and to maximize the time we have to be alive. We share the belief that this time is limited, and we want to spend it in ways that are in line with our values and commitments.
And we all face the same problem of having only 24 hours in the day.
CHANGETHIS The L3 Leadership "State of Being"Bernard Moon
A Holistic Approach to Leadership. Presentation by Marc Michaelson and John Anderson. L3 model explores three critical attributes: Leading Self, Leading With Others, and Leading Others.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
Indexing a Career: A Career Path in Picturesguestca2ed6
By Jessica Hagy. Published as a ChangeThis manifest.
Jessica Hagy has a unique and irreverent sense of humor, and has the ability to capture complex realities in a 3” by 5” frame. Here she has organized a series of twenty index cards she has created throughout the years, plotting the trajectory of an imagined, but possibly recognizable, career path.
21 manieren om ideeën te zoeken in andere industrieën. The gentle art of smart stealing.
Meer voorbeelden op
http://thegentleartofsmartstealing.wordpress.com/
2. The 6 Dimensions of Social Commerce - Mark Ellis, SyzygyLike Minds
Presentation given at the Like Minds Social Commerce Immersive, London, Weds. 9th Feb. 2011. Part of the Like Minds series of events for Social Media Week London
Future Dot Now, LIFT France 10, Keynote SpeechSuperflux
This document provides a summary of a presentation about using design as a tool for speculation about the future. The presentation discusses several design fiction projects, including one about a company called Ark-Inc that provides services for living in a post-crash civilization. It also discusses a collaborative project called Power of 8 that explored how emerging technologies could impact ecosystems, including designing a conceptual "beamer bee" that uses electromagnetic waves. The presentation argues that creating prototypes and stories about potential futures can help broaden perspectives and influence what outcomes are considered possible. It concludes by asking the audience to share what would be on their personal wishlist for the future.
Hello. My name is Tim Nolan. I head up BBH Labs and serve as the Interactive Group Creative Director at BBH New York. I have proudly served the Internet since 1996. I created this book along with my partner in crime, Jen Lu, a Creative Mutant currently working at Droga 5. We would like to thank Bernstein & Andriulli for granting us access to their amazing roster of talented illustrators and designers to make this endeavor come to life. This book is meant to be used as a point of inspiration through its words and images. It is also, by design, meant to be a fun piece of interactive media to enjoy. There is a lesson tucked away in that last sentence.
Are Human Beings Becoming Dumb Terminals? Notes and Works CitedChris Boese
This presentation examines how interaction design decisions made in the name of ease of use may inadvertently shape human consciousness and encourage the outsourcing of thinking processes to the cloud. It discusses Jonathan Zittrain's framework of prescriptive "tethered appliances" versus more generative technology. The presentation argues that interaction designers should make the case for more generative interfaces that avoid turning users into "dumb terminals" and resist the push for narrowly limited, closed platforms.
"If you love your content, set it free" ?Mike Ellis
Traditional business models have scarcity at their core: when something is scarce, it becomes valuable. Online, this notion is challenged: in a world where every one of us can copy and distribute content at the click of a mouse, notions of ‘scarcity’ become more and more distant from reality. Several commentators have suggested that scale – i.e. providing more access to ‘valuable’ content rather than less – is actually a more scalable business model for the online economy. This session will look at ways in which content can be freed, and will also examine some of the issues which follow around control and authority.
"The Black Swan" was written by N.N. Taleb. Highly recommended book! This presentation contains some of the remarkable quotes and insights.
(! images are from www.sxc.hu)
Comic Agile Volume One_ When ag - Luxshan Ratnaravi.pdfTunde Renner
This document provides introductions and forewords to the book "Comic Agilé" which uses comic strips and accompanying advice to educate readers about challenges with implementing agile practices in organizations. The forewords discuss how comics have been used for social and political commentary throughout history and how the characters in these comics reflect archetypes seen in organizations. The introductions explain that the goal of the book is to use "edutainment" through comic strips to both entertain readers and motivate them to make needed changes to fully realize the benefits of agile practices by depicting realities that undermine agility.
This document provides examples of organizing ideas and campaigns for various clients. In 3 sentences: It shows organizing ideas for Apple focusing on welcoming all users, for Hyundai highlighting that their customers research purchases, and for the NYSE emphasizing the interconnected global economy. It also outlines campaigns using a puppy metaphor to argue being gay is not a choice and having a volunteer walk around town with a stuffed animal.
This document contains information about various hacking and security topics, including system profiling, biometrics, document hacking, and privacy issues. It discusses how corporations and governments are trying to restrict freedom on the internet through legislation and litigation. It also summarizes debates around issues like music piracy and the rights of corporations. The overall tone is one of concern about increasing restrictions on privacy and information sharing online.
The Epic of Gilgamesh. Exodus. The Odyssey. Lord of the Rings. Harry Potter. For as long as humans have been telling stories, those stories have taken a familiar shape: the quest.
This hasn’t changed as we’ve moved into digital spaces. Hooking users into an ongoing narrative of pursuit built around your mission is one of the most powerful ways to develop your voice, workflow, calendar, content architecture and strategy.
The document summarizes key points from a presentation by Tom Peters on excellence and lessons from past financial crises. It discusses factors that contributed to the 2008 financial crisis such as excessive risk-taking, greed, overreliance on quantitative models, increasing complexity, unstable perceptions of value, poor lending practices, deregulation gone too far, and failure to learn from history. It emphasizes the importance of basics like serving customers well and focusing on people over quantitative analysis.
The document discusses the steps involved in using an essay writing service to complete an assignment. It outlines the 5-step process: 1) Create an account, 2) Complete an order form providing instructions, sources, and deadline, 3) Review bids from writers and select one, 4) Receive the completed paper, and 5) Request revisions if needed. It emphasizes that the service aims to provide original, high-quality content and offers refunds for plagiarized work.
Basildon Bond Writing Paper Writing Paper, WIoulia King
The document discusses the process of registering and placing an order for writing assistance on the HelpWriting.net website. It outlines the 5 steps for users to create an account, provide assignment details and deadline, review writer bids and samples, authorize payment and revisions to ensure satisfaction with the completed work. The website aims to match users with qualified writers and provides guarantees on original and high-quality content.
This document summarizes a conference on youth trends, social media, creativity and innovation in Asia. It discusses several presentations:
1. The conference used a Pecha Kucha style with 21 short speakers to keep things fast-paced and focused.
2. A session on local culture in Singapore discussed how the city-state is starting to develop its own creative identity after absorbing influences from other cultures.
3. A NASA representative discussed how the agency partnered with external communities and used social media to engage youth and develop space-related projects and games.
4. A presentation on middle-class anxiety in China explained how youth face pressures from wealth accumulation and turn to online sharing or hedonism
Tanarra Schneider presents 7 trends for 2019 identified by Fjord: Silence is Gold, The Last Straw, Data Minimalism, Ahead of the Curb, The Inclusivity Paradox, Space Odyssey, and Synthetic Realities. She discusses each trend and highlights challenges organizations may face in addressing issues like sustainability, privacy, accessibility, and authenticity as new technologies emerge. Schneider emphasizes that trends are frameworks but not perfect, and the most courageous act is thinking independently.
Discover more inspiring stuff at HTTP://WWW.FACEBOOK.COM/INDIECULTUREBOX
Does being part of the commodity crowd erodes your value?
By Rajesh Setty
(a ChangeThis manifesto)
Brief: Traditional marketing practices no longer work. They're being usurped by customer-driven referrals as the valuable new currency in an organization's growth.
(A ChangeThis manifesto)
By Ben McConnel & Jackie Huba
Case-based Sequential Ordering of Songs for Playlist RecommendationUri Levanon
A model of contiguous sequential patterns of songs, in order to acquire the knowledge about which songs sound well together in a playlist.
A research paper that I have presented in September 2006 at the European Conference on Case Based Reasoning (ECCBR '06).
By Claudio Baccigalupo and Enric Plaza
A Case-Based Song Scheduler for Group Customised RadioUri Levanon
Presented in Aug 2007 at the International Conference on Case Based Reasoning (ICCBR '07), where it was granted the Best Application Paper Award
The idea discussed is called Poolcasting - a Case-Based Reasoning technique to schedule the songs to play on each channel, combining several different techniques (CBR, Pattern Mining, Group Satisfaction).
By Claudio Baccigalupo and Enric Plaza
The document provides financial advice for entrepreneurs. It begins with 10 fundamental financial tenets that entrepreneurs should understand, including: ensuring cash flow, establishing financial systems early, measuring key metrics, creating annual budgets, using vendors and customers to fund the business, avoiding personal guarantees when financing, choosing financial professionals carefully, and paying taxes on time. Following the advice can help entrepreneurs put their company on a sound financial footing for success.
This document discusses 8 ways to "escape adulthood" and regain qualities of childhood. The first way is to delight in little things, as children are easily thrilled by small discoveries and details that adults often overlook due to busyness and focus on bigger things. It encourages adults to slow down and appreciate life's ordinary blessings like children do.
Product benefit doesnʼt excite us. Belief in humanity and human potential excites us.
Think less about what your product does, and think more about human potential.
What statement about humanity does your product make?
By Hugh MacLeod
a ChangeThis manifest
A Physics Of Ideas - Measuring the Physical Properties of MemesUri Levanon
One of the main obstacles to productivity today is the
growing problem of information overload. Information
overload results because we lack effective tools for
automatically organizing information collections into
meaningful and relevant chunks.
By Nova Spivack
a ChangeThis Manifesto
The document discusses why smart people sometimes defend bad ideas. It provides several reasons why this occurs, including that proficiency in logic and argument can be used to defend wrong positions, a desire among smart people to always be right even if based on delusion, and thinking within a homogeneous group that limits diversity of ideas. It recommends seeking diverse perspectives and experiences to avoid narrow thinking and addressing problems at the right level rather than getting distracted by less important issues.
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...Uri Levanon
Guerrilla marketing tactics described in the document include:
1) Sending birthday cards to customers to build personal connections.
2) Using Post-It notes as coupons to stand out and be remembered.
3) Offering ice cream to prospects to incentivize purchases and create positive associations with the business.
The document provides various unconventional marketing strategies used by small businesses to attract customers in creative and low-cost ways.
How To Be Creative, By Hugh MacLeod (a ChangeThis manifest)Uri Levanon
The document summarizes tips for being creative provided by Hugh MacLeod. It highlights that authenticity and hard work are valuable, while also noting the challenges of being creative. It advises to ignore others' opinions as original ideas will be difficult for others to understand. It also states that good ideas alter relationships as they challenge the status quo, so expect initial resistance. Finally, it notes that an idea doesn't need to be big, it just needs to change the world, and sometimes the most liberating ideas are small ones done solely for personal enjoyment.
How to Manage Smart People (a ChangeThis manifest)Uri Levanon
Most good managers share some common approaches to managing people. A good manager enables the happiness and productivity of their employees rather than focusing solely on authority. They see themselves as partners with their employees, making decisions based on merit and allowing all views to be heard. While managers have responsibilities set by their organization, they also take on an emotional responsibility for their employees' careers.
What is Open Source Marketing? (a ChangeThis manifest)Uri Levanon
The document discusses open source marketing and how mainstream consumers are increasingly drawn to the values of open source communities, such as collaboration, sharing ideas, and empowerment. It provides examples of open source communities in areas like software development, web browsers, file sharing, politics, art, and news that demonstrate open source moving beyond just technical fields. The mainstream adoption of these values from open source provides an opportunity for the marketing industry to reignite passion for brands in new ways beyond traditional advertising tactics.
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control EnvironmentUri Levanon
- The Latte Lite BzzCampaign was a word-of-mouth marketing campaign run by BzzAgent to generate awareness of Dunkin Donuts' new lower calorie Latte Lite beverage.
- The campaign involved 3,000 volunteer agents who were given coupons to try Latte Lite and report their conversations about it, reaching over 8,000 people.
- Analysis found the campaign increased the Net Promoter Score for Latte Lite by 37 points and lifted sales in test markets by 25% compared to control markets without the campaign. Conversations and sales were found to increase together over the course of the campaign.
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
The Microsoft 365 Migration Tutorial For Beginner.pptx
The Power of The Marginal
1. ChangeThis
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The Power
of the
Marginal
By Paul Graham
No 26.03 x +
U Not using Adobe Acrobat? Please go to http://changethis.com/content/reader next
2. ChangeThis
A couple years ago my friend Trevor and I went to look at the
Apple garage. As we stood there, he said that as a kid growing up
in Saskatchewan he’d been amazed at the dedication Jobs and
Wozniak must have had to work in a garage. “Those guys must
have been freezing!”
That’s one of California’s hidden advantages: the mild climate means there’s lots of marginal
space. In cold places that margin gets trimmed off. There’s a sharper line between outside
and inside, and only projects that are officially sanctioned—by organizations, or parents, or
wives, or at least by oneself—get proper indoor space. That raises the activation energy for
new ideas. You can’t just tinker. You have to justify.
Some of Silicon Valley’s most famous companies began in garages: Hewlett-Packard in 1938,
Apple in 1976, Google in 1998. In Apple’s case the garage story is a bit of an urban legend.
Woz says all they did there was assemble some computers, and that he did all the actual
design of the Apple I and Apple II in his apartment or his cube at HP.1 This was apparently too
marginal even for Apple’s PR people.
By conventional standards, Jobs and Wozniak were marginal people too. Obviously they were
smart, but they can’t have looked good on paper. They were at the time a pair of college
dropouts with about three years of school between them, and hippies to boot. Their previous
business experience consisted of making “blue boxes” to hack into the phone system, a
business with the rare distinction of being both illegal and unprofitable.
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3. ChangeThis
Outsiders
Now a startup operating out of a garage in Silicon Valley would feel part of an exalted
tradition, like the poet in his garret, or the painter who can’t afford to heat his studio and
thus has to wear a beret indoors. But in 1976 it didn’t seem so cool. The world hadn’t yet
realized that starting a computer company was in the same category as being a writer or a
painter. It hadn’t been for long. Only in the preceding couple years had the dramatic fall in
the cost of hardware allowed outsiders to compete.
In 1976, everyone looked down on a company operating out of a garage, including the
founders. One of the first things Jobs did when they got some money was to rent office
space. He wanted Apple to seem like a real company.
The world hadn’t yet realized that starting a
computer company was in the same category as
being a writer or a painter.
They already had something few real companies ever have: a fabulously well designed
product. You’d think they’d have had more confidence. But I’ve talked to a lot of startup
founders, and it’s always this way. They’ve built something that’s going to change the world,
and they’re worried about some nit like not having proper business cards.
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4. ChangeThis
Great new things often come from the margins,
and yet the people who discover them are looked
down on by everyone, including themselves.
That’s the paradox I want to explore: Great new things often come from the margins, and
yet the people who discover them are looked down on by everyone, including themselves.
It’s an old idea that new things come from the margins. I want to examine its internal
structure. Why do great ideas come from the margins? What kind of ideas? And is there
anything we can do to encourage the process?
Insiders
One reason so many good ideas come from the margin is simply that there’s so much of it.
There have to be more outsiders than insiders, if insider means anything. If the number of
outsiders is huge it will always seem as if a lot of ideas come from them, even if few do per
capita. But I think there’s more going on than this. There are real disadvantages to being an
insider, and in some kinds of work they can outweigh the advantages.
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5. ChangeThis
Imagine, for example, what would happen if the government decided to commission someone
to write an official Great American Novel. First there’d be a huge ideological squabble over
who to choose. Most of the best writers would be excluded for having offended one side or
the other. Of the remainder, the smart ones would refuse such a job, leaving only a few with
the wrong sort of ambition. The committee would choose one at the height of his career—
that is, someone whose best work was behind him—and hand over the project with copious
free advice about how the book should show in positive terms the strength and diversity of
the American people, etc, etc.
The unfortunate writer would then sit down to work with a huge weight of expectation on his
shoulders. Not wanting to blow such a public commission, he’d play it safe. This book had
better command respect, and the way to ensure that would be to make it a tragedy.
Audiences have to be enticed to laugh, but if you kill people they feel obliged to take you
seriously. As everyone knows, America plus tragedy equals the Civil War, so that’s what it
would have to be about. Better stick to the standard cartoon version that the Civil War was
about slavery; people would be confused otherwise; plus you can show a lot of strength and
diversity. When finally completed twelve years later, the book would be a 900-page pastiche
of existing popular novels—roughly Gone with the Wind plus Roots. But its bulk and celebrity
would make it a bestseller for a few months, until blown out of the water by a talk-show
host’s autobiography. The book would be made into a movie and thereupon forgotten,
except by the more waspish sort of reviewers, among whom it would be a byword for
bogusness like Milli Vanilli or Battlefield Earth.
Maybe I got a little carried away with this example. And yet is this not at each point the way
such a project would play out? The government knows better than to get into the novel
business, but in other fields where they have a natural monopoly, like nuclear waste dumps,
aircraft carriers, and regime change, you’d find plenty of projects isomorphic to this one—
and indeed, plenty that were less successful.
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6. ChangeThis
This little thought experiment suggests a few of the disadvantages of insider projects: the
selection of the wrong kind of people, the excessive scope, the inability to take risks, the
need to seem serious, the weight of expectations, the power of vested interests, the undiscern-
ing audience, and perhaps most dangerous, the tendency of such work to become a duty
rather than a pleasure.
Tests
A world with outsiders and insiders implies some kind of test for distinguishing between
them. And the trouble with most tests for selecting elites is that there are two ways to pass
them: to be good at what they try to measure, and to be good at hacking the test itself.
So the first question to ask about a field is how honest its tests are, because this tells you what
it means to be an outsider. This tells you how much to trust your instincts when you disagree
with authorities, whether it’s worth going through the usual channels to become one yourself,
and perhaps whether you want to work in this field at all.
Tests are least hackable when there are consistent standards for quality, and the people
running the test really care about its integrity. Admissions to PhD programs in the hard
sciences are fairly honest, for example. The professors will get whoever they admit as their
own grad students, so they try hard to choose well, and they have a fair amount of data to
go on. Whereas undergraduate admissions seem to be much more hackable.
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7. ChangeThis
One way to tell whether a field has consistent standards is the overlap between the leading
practitioners and the people who teach the subject in universities. At one end of the scale
you have fields like math and physics, where nearly all the teachers are among the best
practitioners. In the middle are medicine, law, history, architecture, and computer science,
where many are. At the bottom are business, literature, and the visual arts, where there’s
almost no overlap between the teachers and the leading practitioners. It’s this end that gives
rise to phrases like “those who can’t do, teach.”
Incidentally, this scale might be helpful in deciding what to study in college. When I was in
college the rule seemed to be that you should study whatever you were most interested in.
But in retrospect you’re probably better off studying something moderately interesting with
someone who’s good at it than something very interesting with someone who isn’t. You often
hear people say that you shouldn’t major in business in college, but this is actually an
instance of a more general rule: don’t learn things from teachers who are bad at them.
How much you should worry about being an outsider depends on the quality of the insiders.
If you’re an amateur mathematician and think you’ve solved a famous open problem, better
go back and check. When I was in grad school, a friend in the math department had the job
of replying to people who sent in proofs of Fermat’s last theorem and so on, and it did not
seem as if he saw it as a valuable source of tips—more like manning a mental health hotline.
Whereas if the stuff you’re writing seems different from what English professors are
interested in, that’s not necessarily a problem.
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8. ChangeThis
Anti-Tests
Where the method of selecting the elite is thoroughly corrupt, most of the good people will
be outsiders. In art, for example, the image of the poor, misunderstood genius is not just one
possible image of a great artist: it’s the standard image. I’m not saying it’s correct, incidentally,
but it is telling how well this image has stuck. You couldn’t make a rap like that stick to math
or medicine.2
Where the method of selecting the elite is
thoroughly corrupt, most of the good people
will be outsiders.
If it’s corrupt enough, a test becomes an anti-test, filtering out the people it should select by
making them to do things only the wrong people would do. Popularity in high school seems
to be such a test. There are plenty of similar ones in the grownup world. For example, rising
up through the hierarchy of the average big company demands an attention to politics few
thoughtful people could spare.3 Someone like Bill Gates can grow a company under him, but
it’s hard to imagine him having the patience to climb the corporate ladder at General
Electric—or Microsoft, actually.
It’s kind of strange when you think about it, because lord-of-the-flies schools and bureaucratic
companies are both the default. There are probably a lot of people who go from one to the
other and never realize the whole world doesn’t work this way.
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9. ChangeThis
I think that’s one reason big companies are so often blindsided by startups. People at big
companies don’t realize the extent to which they live in an environment that is one large,
ongoing test for the wrong qualities.
If you’re an outsider, your best chances for beating insiders are obviously in fields where
corrupt tests select a lame elite. But there’s a catch: if the tests are corrupt, your victory won’t
be recognized, at least in your lifetime. You may feel you don’t need that, but history suggests
it’s dangerous to work in fields with corrupt tests. You may beat the insiders, and yet not do
as good work, on an absolute scale, as you would in a field that was more honest.
People at big companies don’t realize the extent
to which they live in an environment that is one
large, ongoing test for the wrong qualities.
Standards in art, for example, were almost as corrupt in the first half of the eighteenth century
as they are today. This was the era of those fluffy idealized portraits of countesses with their
lapdogs. Chardin decided to skip all that and paint ordinary things as he saw them. He’s now
considered the best of that period—and yet not the equal of Leonardo or Bellini or Memling,
who all had the additional encouragement of honest standards.
It can be worth participating in a corrupt contest, however, if it’s followed by another that
isn’t corrupt. For example, it would be worth competing with a company that can spend
more than you on marketing, as long as you can survive to the next round, when customers
compare your actual products. Similarly, you shouldn’t be discouraged by the comparatively
corrupt test of college admissions, because it’s followed immediately by less hackable tests.4
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10. ChangeThis
Risk
Even in a field with honest tests, there are still advantages to being an outsider. The most
obvious is that outsiders have nothing to lose. They can do risky things, and if they fail, so
what? Few will even notice.
The eminent, on the other hand, are weighed down by their eminence. Eminence is like a suit:
it impresses the wrong people, and it constrains the wearer.
Outsiders should realize the advantage they have here. Being able to take risks is hugely
valuable. Everyone values safety too much, both the obscure and the eminent. No one wants
to look like a fool. But it’s very useful to be able to. If most of your ideas aren’t stupid, you’re
probably being too conservative. You’re not bracketing the problem.
Eminence is like a suit: it impresses the wrong
people, and it constrains the wearer.
Lord Acton said we should judge talent at its best and character at its worst. For example, if
you write one great book and ten bad ones, you still count as a great writer—or at least, a
better writer than someone who wrote eleven that were merely good. Whereas if you’re a
quiet, law-abiding citizen most of the time but occasionally cut someone up and bury them
in your backyard, you’re a bad guy.
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11. ChangeThis
Almost everyone makes the mistake of treating ideas as if they were indications of character
rather than talent—as if having a stupid idea made you stupid. There’s a huge weight of
tradition advising us to play it safe. “Even a fool is thought wise if he keeps silent,” says the
Old Testament (Proverbs 17:28).
Well, that may be fine advice for a bunch of goatherds in Bronze Age Palestine. There,
conservatism would be the order of the day. But times have changed. It might still be
reasonable to stick with the Old Testament in political questions, but materially the world
now has a lot more state. Tradition is less of a guide, not just because things change faster,
but because the space of possibilities is so large. The more complicated the world gets, the
more valuable it is to be willing to look like a fool.
Delegation
And yet the more successful people become, the more heat they get if they screw up—or
even seem to screw up. In this respect, as in many others, the eminent are prisoners of their
own success. So the best way to understand the advantages of being an outsider may be to
look at the disadvantages of being an insider.
If you ask eminent people what’s wrong with their lives, the first thing they’ll complain about
is the lack of time. A friend of mine at Google is fairly high up in the company and went to
work for them long before they went public. In other words, he’s now rich enough not to have
to work. I asked him if he could still endure the annoyances of having a job, now that he
didn’t have to. And he said that there weren’t really any annoyances, except—and he got a
wistful look when he said this—that he got so much email.
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12. ChangeThis
The eminent feel like everyone wants to take a bite out of them. The problem is so
widespread that people pretending to be eminent do it by pretending to be overstretched.
The lives of the eminent become scheduled, and that’s not good for thinking. One of the
great advantages of being an outsider is long, uninterrupted blocks of time. That’s what I
remember about grad school: apparently endless supplies of time, which I spent worrying
about, but not writing, my dissertation. beginpullquoteObscurity is like health food—
unpleasant, perhaps, but good for you.endpullquote Whereas fame tends to be like the
alcohol produced by fermentation. When it reaches a certain concentration, it kills off the
yeast that produced it.
The eminent generally respond to the shortage of time by turning into managers. They don’t
have time to work. They’re surrounded by junior people they’re supposed to help or
supervise. The obvious solution is to have the junior people do the work. And some good
stuff happens this way, but there are problems it doesn’t work so well for: the kind where it
helps to have everything in one head.
For example, it recently emerged that the famous glass artist Dale Chihuly hasn’t actually
blown glass for 27 years. He has assistants do the work for him. But one of the most valuable
sources of ideas in the visual arts is the resistance of the medium. That’s why oil paintings
look so different from watercolors. In principle you could make any mark in any medium; in
practice the medium steers you. And if you’re no longer doing the work yourself, you stop
learning from this.
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13. ChangeThis
So if you want to beat those eminent enough to delegate, one way to do it is to take advantage
of direct contact with the medium. In the arts it’s obvious how: blow your own glass, edit
your own films, stage your own plays. And in the process pay close attention to accidents and
to new ideas you have on the fly. This technique can be generalized to any sort of work: if
you’re an outsider, don’t be ruled by plans. Planning is often just a weakness forced on those
who delegate.
Is there a general rule for finding problems best solved in one head? Well, you can
manufacture them by taking any project usually done by multiple people and trying to do it
all yourself. Wozniak’s work was a classic example: he did everything himself, hardware and
software, and the result was miraculous. He claims not one bug was ever found in the Apple
II, in either hardware or software.
Another way to find good problems to solve in one head is to focus on the grooves in the
chocolate bar—the places where tasks are divided when they’re split between several people.
If you want to beat delegation, focus on a vertical slice: for example, be both writer and
editor, or both design buildings and construct them.
One especially good groove to span is the one between tools and things made with them.
For example, programming languages and applications are usually written by different people,
and this is responsible for a lot of the worst flaws in programming languages. I think every
language should be designed simultaneously with a large application written in it, the way C
was with Unix.
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Techniques for competing with delegation translate well into business, because delegation is
endemic there. Instead of avoiding it as a drawback of senility, many companies embrace it as
a sign of maturity. In big companies software is often designed, implemented, and sold by
three separate types of people. In startups one person may have to do all three. And though
this feels stressful, it’s one reason startups win. The needs of customers and the means of
satisfying them are all in one head.
Focus
The very skill of insiders can be a weakness. Once someone is good at something, they tend
to spend all their time doing that. This kind of focus is very valuable, actually. Much of the
skill of experts is the ability to ignore false trails. But focus has drawbacks: you don’t learn
from other fields, and when a new approach arrives, you may be the last to notice.
So if you’re not good at anything yet, consider
working on something so new that no one else
is either.
For outsiders this translates into two ways to win. One is to work on a variety of things. Since
you can’t derive as much benefit (yet) from a narrow focus, you may as well cast a wider net
and derive what benefit you can from similarities between fields. Just as you can compete
with delegation by working on larger vertical slices, you can compete with specialization by
working on larger horizontal slices—by both writing and illustrating your book, for example.
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The second way to compete with focus is to see what focus overlooks. In particular, new
things. So if you’re not good at anything yet, consider working on something so new that no
one else is either. It won’t have any prestige yet, if no one is good at it, but you’ll have it all
to yourself.
The potential of a new medium is usually underestimated, precisely because no one has yet
explored its possibilities. Before Durer tried making engravings, no one took them very
seriously. Engraving was for making little devotional images—basically fifteenth century
baseball cards of saints. Trying to make masterpieces in this medium must have seemed to
Durer’s contemporaries the way that, say, making masterpieces in comics might seem to the
average person today.
In the computer world we get no new mediums but new platforms: the minicomputer, the
microprocessor, the web-based application. At first they’re always dismissed as being
unsuitable for real work. And yet someone always decides to try anyway, and it turns out you
can do more than anyone expected. So in the future when you hear people say of a new
platform: yeah, it’s popular and cheap, but not ready yet for real work, jump on it.
As well as being more comfortable working on established lines, insiders generally have a
vested interest in perpetuating them. The professor who made his reputation by discovering
some new idea is not likely to be the one to discover its replacement. This is particularly true
with companies, who have not only skill and pride anchoring them to the status quo, but
money as well. The Achilles heel of successful companies is their inability to cannibalize
themselves. Many innovations consist of replacing something with a cheaper alternative, and
companies just don’t want to see a path whose immediate effect is to cut an existing source
of revenue.
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So if you’re an outsider you should actively seek out contrarian projects. Instead of working
on things the eminent have made prestigious, work on things that could steal that prestige.
The really juicy new approaches are not the ones insiders reject as impossible, but those they
ignore as undignified. For example, after Wozniak designed the Apple II he offered it first to
his employer, HP. They passed. One of the reasons was that, to save money, he’d designed
the Apple II to use a TV as a monitor, and HP felt they couldn’t produce anything so declasse.
Less
Wozniak used a TV as a monitor for the simple reason that he couldn’t afford a monitor.
Outsiders are not merely free but compelled to make things that are cheap and lightweight.
And both are good bets for growth: cheap things spread faster, and lightweight things evolve
faster.
The eminent, on the other hand, are almost forced to work on a large scale. Instead of garden
sheds they must design huge art museums. One reason they work on big things is that they
can: like our hypothetical novelist, they’re flattered by such opportunities. They also know
that big projects will by their sheer bulk impress the audience. A garden shed, however
lovely, would be easy to ignore; a few might even snicker at it. You can’t snicker at a giant
museum, no matter how much you dislike it. And finally, there are all those people the
eminent have working for them; they have to choose projects that can keep them all busy.
Outsiders are free of all this. They can work on small things, and there’s something very
pleasing about small things. Small things can be perfect; big ones always have something
wrong with them. But there’s a magic in small things that goes beyond such rational
explanations. All kids know it. Small things have more personality.
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Plus making them is more fun. You can do what you want; you don’t have to satisfy committees.
And perhaps most important, small things can be done fast. The prospect of seeing the
finished project hangs in the air like the smell of dinner cooking. If you work fast, maybe you
could have it done tonight.
So if you’re an outsider, take advantage of your
ability to make small and inexpensive things.
Cultivate the pleasure and simplicity of that kind
of work; one day you’ll miss it.
Working on small things is also a good way to learn. The most important kinds of learning
happen one project at a time. (“Next time, I won’t...”) The faster you cycle through projects,
the faster you’ll evolve.
Plain materials have a charm like small scale. And in addition there’s the challenge of making
do with less. Every designer’s ears perk up at the mention of that game, because it’s a game
you can’t lose. Like the JV playing the varsity, if you even tie, you win. So paradoxically there
are cases where fewer resources yield better results, because the designers’ pleasure at their
own ingenuity more than compensates.5
So if you’re an outsider, take advantage of your ability to make small and inexpensive things.
Cultivate the pleasure and simplicity of that kind of work; one day you’ll miss it.
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Responsibility
When you’re old and eminent, what will you miss about being young and obscure? What
people seem to miss most is the lack of responsibilities.
Responsibility is an occupational disease of eminence. In principle you could avoid it, just as
in principle you could avoid getting fat as you get old, but few do. I sometimes suspect that
responsibility is a trap and that the most virtuous route would be to shirk it, but regardless
it’s certainly constraining.
Work like a dog being taken for a walk, instead of
an ox being yoked to the plow.
When you’re an outsider you’re constrained too, of course. You’re short of money, for example.
But that constrains you in different ways. How does responsibility constrain you? The worst
thing is that it allows you not to focus on real work. Just as the most dangerous forms of
procrastination are those that seem like work, the danger of responsibilities is not just that
they can consume a whole day, but that they can do it without setting off the kind of alarms
you’d set off if you spent a whole day sitting on a park bench.
A lot of the pain of being an outsider is being aware of one’s own procrastination. But this
is actually a good thing. You’re at least close enough to work that the smell of it makes
you hungry.
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As an outsider, you’re just one step away from getting things done. A huge step, admittedly,
and one that most people never seem to make, but only one step. If you can summon up the
energy to get started, you can work on projects with an intensity (in both senses) that few
insiders can match. For insiders work turns into a duty, laden with responsibilities and
expectations. It’s never so pure as it was when they were young.
Work like a dog being taken for a walk, instead of an ox being yoked to the plow. That’s what
they miss.
Audience
A lot of outsiders make the mistake of doing the opposite; they admire the eminent so much
that they copy even their flaws. Copying is a good way to learn, but copy the right things.
When I was in college I imitated the pompous diction of famous professors. But this wasn’t
what made them eminent—it was more a flaw their eminence had allowed them to sink into.
Imitating it was like pretending to have gout in order to seem rich.
Half the distinguishing qualities of the eminent are actually disadvantages. Imitating these is
not only a waste of time, but will make you seem a fool to your models, who are often well
aware of it.
What are the genuine advantages of being an insider? The greatest is an audience. It often
seems to outsiders that the great advantage of insiders is money—that they have the
resources to do what they want. But so do people who inherit money, and that doesn’t seem
to help, not as much as an audience. It’s good for morale to know people want to see what
you’re making; it draws work out of you.
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If I’m right that the defining advantage of insiders is an audience, then we live in exciting
times, because just in the last ten years the Internet has made audiences a lot more liquid.
Outsiders don’t have to content themselves anymore with a proxy audience of a few smart
friends. Now, thanks to the Internet, outsiders can start to grow themselves actual audiences.
This is great news for the marginal, who retain the advantages of outsiders while increasingly
being able to siphon off what had till recently been the prerogative of the elite.
Now, thanks to the Internet, outsiders can start
to grow themselves actual audiences.
Though the Web has been around for more than ten years, I think we’re just beginning to
see its democratizing effects. Outsiders are still learning how to steal audiences. But more
importantly, audiences are still learning how to be stolen—they’re still just beginning to
realize how much deeper bloggers can dig than journalists, how much more interesting a
democratic news site can be than a front page controlled by editors, and how much funnier
a bunch of kids with webcams can be than mass-produced sitcoms.
The big media companies shouldn’t worry that people will post their copyrighted material on
YouTube. They should worry that people will post their own stuff on YouTube, and audiences
will watch that instead.
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Hacking
If I had to condense the power of the marginal into one sentence it would be: just try hacking
something together. That phrase draws in most threads I’ve mentioned here. Hacking
something together means deciding what to do as you’re doing it, not a subordinate executing
the vision of his boss. It implies the result won’t be pretty, because it will be made quickly
out of inadequate materials. It may work, but it won’t be the sort of thing the eminent would
want to put their name on. Something hacked together means something that barely solves
the problem, or maybe doesn’t solve the problem at all, but another you discovered en route.
But that’s ok, because the main value that initial version is not the thing itself, but what it
leads to. Insiders who daren’t walk through the mud in their nice clothes will never make it to
the solid ground on the other side.
The word “try” is an especially valuable component. I disagree here with Yoda, who said there
is no try. There is try. It implies there’s no punishment if you fail. You’re driven by curiosity
instead of duty. That means the wind of procrastination will be in your favor: instead of
avoiding this work, this will be what you do as a way of avoiding other work. And when you
do it, you’ll be in a better mood. The more the work depends on imagination, the more that
matters, because most people have more ideas when they’re happy.
If I could go back and redo my twenties that would be one thing I’d do more of: just try
hacking things together. Like many people that age, I spent a lot of time worrying about what
I should do. I also spent some time trying to build stuff. I should have spent less time worrying
and more time building. If you’re not sure what to do, make something.
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Raymond Chandler’s advice to thriller writers was “When in doubt, have a man come through
a door with a gun in his hand.” He followed that advice. Judging from his books, he was often
in doubt. But though the result is occasionally cheesy, it’s never boring. In life, as in books,
action is underrated.
Fortunately the number of things you can just hack together keeps increasing. People fifty
years ago would be astonished that one could just hack together a movie, for example. Now
you can even hack together distribution. Just make stuff and put it online.
Inappropriate
If you really want to score big, the place to focus is the margin of the margin: the territories
only recently captured from the insiders. That’s where you’ll find the juiciest projects still
undone, either because they seemed too risky, or simply because there were too few insiders
to explore everything.
This is why I spend most of my time writing essays lately. The writing of essays used to be
limited to those who could get them published. In principle you could have written them and
just shown them to your friends; in practice that didn’t work.6 An essayist needs the
resistance of an audience, just as an engraver needs the resistance of the plate.
Up till a few years ago, writing essays was the ultimate insider’s game. Domain experts were
allowed to publish essays about their field, but the pool allowed to write on general topics
was about eight people who went to the right parties in New York. Now the reconquista has
overrun this territory, and, not surprisingly, found it sparsely cultivated. There are so many
essays yet unwritten. They tend to be the naughtier ones; the insiders have pretty much
exhausted the motherhood and apple pie topics.
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This leads to my final suggestion: a technique for determining when you’re on the right track.
You’re on the right track when people complain that you’re unqualified, or that you’ve done
something inappropriate. If people are complaining, that means you’re doing something
rather than sitting around, which is the first step. And if they’re driven to such empty forms
of complaint, that means you’ve probably done something good.
If you make something and people complain that it doesn’t work, that’s a problem. But if the
worst thing they can hit you with is your own status as an outsider, that implies that in every
other respect you’ve succeeded. Pointing out that someone is unqualified is as desperate as
resorting to racial slurs. It’s just a legitimate sounding way of saying: we don’t like your type
around here.
But the best thing of all is when people call what you’re doing inappropriate. I’ve been
hearing this word all my life and I only recently realized that it is, in fact, the sound of the
homing beacon. “Inappropriate” is the null criticism. It’s merely the adjective form of “I don’t
like it.”
So that, I think, should be the highest goal for the marginal. Be inappropriate. When you hear
people saying that, you’re golden. And they, incidentally, are busted.
(This essay is derived from talks at Usenix 2006 and Railsconf 2006. Thanks to Sam Altman,
Trevor Blackwell, Paul Buchheit, Sarah Harlin, Jessica Livingston, Jackie McDonough, Robert
Morris, Olin Shivers, and Chris Small for reading drafts of this, and to Chris Small and Chad
Fowler for inviting me to speak.)
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EnDnOTEs
1 The facts about Apple’s early history are from an interview with Steve Wozniak in Jessica
Livingston’s forthcoming Founders at Work, Apress, 2006.
2 As usual the popular image is several decades behind reality. Now the misunderstood artist is
not a chain-smoking drunk who pours his soul into big, messy canvases that philistines see and
say “that’s not art” because it isn’t a picture of anything. The philistines have now been trained
that anything hung on a wall is art. Now the misunderstood artist is a coffee-drinking vegan
cartoonist whose work they see and say “that’s not art” because it looks like stuff they’ve seen
in the Sunday paper.
3 In fact this would do fairly well as a definition of politics: what determines rank in the absence
of objective tests.
4 In fact this would do fairly well as a definition of politics: what determines rank in the absence
of objective tests.
5 Managers are presumably wondering, how can I make this miracle happen? How can I make the
people working for me do more with less? Unfortunately the constraint probably has to be self-
imposed. If you’re expected to do more with less, then you’re being starved, not eating
virtuously.
6 Without the prospect of publication, the closest most people come to writing essays is to write
in a journal. I find I never get as deeply into subjects as I do in proper essays. As the name
implies, you don’t go back and rewrite journal entries over and over for two weeks.
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info About the Author
Paul Graham is an essayist, programmer, and programming language designer. In 1995 he
developed with Robert Morris the first web-based application, Viaweb, which was acquired by
Yahoo in 1998. In 2002 he described a simple Bayesian spam filter that inspired most current filters.
He’s currently working on a new programming language called Arc, a new book on startups, and is
one of the partners in Y Combinator. Paul is the author of On Lisp (Prentice Hall, 1993), ANSI
Common Lisp (Prentice Hall, 1995), and Hackers Painters (O’Reilly, 2004). He has an AB from
Cornell and a PhD in Computer Science from Harvard, and studied painting at RISD and the
Accademia di Belle Arti in Florence. His site paulgraham.com got 8.1 million page views in 2005.
Email address: pg@paulgraham.com
homepage URL: www.paulgraham.com
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