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From a macroeconomic standpoint, this kind of modeling is a helpful way to look at what drives a country's growth. Put simply, some fraction of the total output of an economy will go to workers, and some fraction will go to people with capital. Often, the growth process entails increasing capital's share at the expense of labor.

“Turbopack is a continuation of the trend that began a few releases ago, where we started replacing for example, Babel, the JavaScript-based transpiler, with SWC, which is Rust based, and that gave us a massive performance boost,” Vercel CEO Guillermo Rauch told DevClass.

“The only way to scale is by not doing the same work twice. You create an incremental graph where is a developer makes a change, only the pieces of the graph which were impacted get recomputed.”

“Turbopack is designed to be a drop-in replacement for Webpack, and Next.js is its first customer,” said Malte Ubl, Chief Technology Officer at Vercel.

One of the most dangerous mental traps is the appealing fiction – something that’s false or uncertain but you want it to be true so desperately that you believe it as an established fact.

The optimism bias protects us from accurately perceiving the pain and difficulties the future undoubtedly holds, and it may defend us from viewing our options in life as somewhat limited. As a result, stress and anxiety are reduced, physical and mental health are improved, and the motivation to act and be productive is enhanced.

The late scientist Hans Rosling said, “I am not an optimist. I am a very serious possibilist.”

1. Most good things happened because of a reaction to a bad thing. So one reason I’m optimistic is specifically because I know there will be problems that push people into fixing what’s wrong with the world.

Physicist David Deutsch says “optimism is a way of explaining failure, not prophesying success.” My interpretation of that is: Saying you are optimistic does not mean you think everything will be flawless and great. It means you know there are going to be failures and problems and setbacks, but those are what motivates people to find a new solution or remove an error – and that is what you should be optimistic about.

Evolution doesn’t teach by showing you what works, but by destroying what doesn’t.

Nassim Taleb says, “The excess energy released from overreaction to setbacks is what innovates!”

2. The constant human desire to one-up past successes, and the generational knowledge transfer, is a pure example of compounding in action.

Innovation and advancement tend to compound. One person raises the bar over the previous limit, and that becomes the baseline for a new generation to aim for and build upon.

Part of that is a simple generational knowledge transfer. It’s pure compounding: People spend years or decades discovering a new truth, then the next generation begins their careers with those new truths.

Another part is driven by the need to one-up the current leader of a field. Charlie Munger says, “The world is not driven by greed; it’s driven by envy.” You see someone accomplish a new feat and think, “I should be able to do that too – and even better.” It’s hard to imagine a world where that desire goes away – which makes it hard not to be an optimist.

- Work on pricing ASAP. You’ve built something dope. You can be paid for it. In fact, I prefer to pay, because it makes it easier for me to feel that the product won’t just disappear after I begin to use it and rely on it. I also just like knowing folks are compensated for the work they do.

VC math is well known: The average VC invests in 20 companies per fund. Within that 20, roughly two will end up being smashing successes. The rest will typically go to zero. VC strategy is built around grand slams with huge returns, not base hits.

There are still some merits to moonshot fibs. Big dreams are audacious and they help companies at their earliest stages paint a picture of where they’ll be — if you just believe in them.

It seems likely that we’re entering a cooling period within the technology sector. My guess is that many tourist funds will retreat, and VCs will become demanding of board seats and due diligence rights. And maybe there will be less blatant fraud over the next few years.

When Jobs returned twelve years later, he had learned to love his artists (Jony Ive) and soldiers (Tim Cook) equally.

People responsible for developing high-risk, early-stage ideas (call them “artists”) need to be sheltered from the “soldiers” responsible for the already-successful, steady-growth part of an organization. Early-stage projects are fragile. “Although military officers became avid for a new development once it had thoroughly proved itself in the field,” Bush wrote, they dismissed any weapon “in embryo”—as they did with radar, with the DUKW truck, and with nearly every early innovation, which almost always arrives covered in warts. Without a strong cocoon to protect those early stage ideas, they will be shut down or buried, like Young and Taylor’s early discovery of radar.

The goal of phase separation is to create a loonshot nursery. The nursery protects those embryonic projects. It allows caregivers to design a sheltered environment where those projects can grow, flourish, and shed their warts.

Which doesn’t mean that efficiency systems have no place. Loose goals and dream sessions might help artists. But they will harm the coherence of an army.

Maintaining balance so that neither phase overwhelms the other requires something that sounds soft and fuzzy but is very real and often overlooked. Artists working on loonshots and soldiers working on franchises have to feel equally loved.