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My advice to people when they are thinking about instituting a new process is to go to a whiteboard2 and write down the answer to this question: “If you could only get one thing done this year, what would it be?”. If that answer is “institute some new process”, go for it. But if it’s something like “increase market share from 30% to 60%” or “launch this new product that will 2x our TAM”, don’t waste your time on anything else. Just take your best person (up to and including the CEO), make them responsible for solving that problem, and give them everything and everyone they need to make it happen.

We still believe that "if our hope is to create software with feeling, it means inviting people in to craft it for themselves — to mold it to the contours of their unique lives and taste.” And we have a few thoughts on how to make that happen, but if you know us, you know that the prompt is almost always more interesting than the answer.

i don't even really care if the answer is right, as long as the person i'm talking to can talk about complexity cogently. if i'm interviewing for an entry-level position, i don't even really care about that, we can teach it, it's not that hard.

Anecdotally I have noticed junior engineers being increasingly difficult to work with since many of them are leetcode drones who have issues working and figuring things out on their own. They got really good at passing 'the test' but did not develop many other skills relating to technology and many times do not really have an outside interest in it beyond being able to get a job.

in the article they're talking about how live-coding is inherently harder for people who have been working in the industry longer. which sounds.....not right? like why would more experience with coding make you worse at interviewing? it's because these interviews filter for people who spend their free time practicing coding prompts and algorithms for fun. and people who work 9-5 jobs and have lives outside of work just don't do that, so they're inherently going to be worse at these type of interviews.

Meaningful additions to the world rest on novel connections among pre-existing concepts, objects and situations, not self-indulgent originality for its own sake. What we glorify as flashes of brilliance are usually astute observations about the world, improved by critical thinking and critique. And observations often begin from a question.

because many of us have been rewarded and praised for having right answers and clever ideas, in school as well as in professional life, the questioning and critiquing part of design can get very uncomfortable.

A quick and effective fix is to stop brainstorming ideas with your team, and start brainstorming questions instead. Getting together and listing every question you can think of about a problem, a process, or a situation is uncomfortable at first, and then in very short order enhances collaboration, decreases risk and puts you on the path to being a learning organization.

Rather than debate the merits of these “let’s bring back some ports from five years ago” decisions piecemeal, I think they’re best explained by Apple revisiting what the pro in “MacBook Pro” means. What it stands for. Apple uses the word pro in so many products. Sometimes they really do mean it as professional. Logic Pro and Final Cut Pro, for example, truly are tools for professionals. With something like AirPods Pro, though, the word pro really just means something more like nicer or deluxe. A couth euphemism for premium.

Most startups end up doing something different than they planned. The way the successful ones find something that works is by trying things that don't. So the worst thing you can do in a startup is to have a rigid, pre-ordained plan and then start spending a lot of money to implement it. Better to operate cheaply and give your ideas time to evolve.

Successful startups are almost never started by one person. Usually they begin with a conversation in which someone mentions that something would be a good idea for a company, and his friend says, "Yeah, that is a good idea, let's try it." If you're missing that second person who says "let's try it," the startup never happens. And that is another area where undergrads have an edge. They're surrounded by people willing to say that.

Look for the people who keep starting projects, and finish at least some of them. That's what we look for. Above all else, above academic credentials and even the idea you apply with, we look for people who build things.

You need a certain activation energy to start a startup. So an employer who's fairly pleasant to work for can lull you into staying indefinitely, even if it would be a net win for you to leave.

Most people look at a company like Apple and think, how could I ever make such a thing? Apple is an institution, and I'm just a person. But every institution was at one point just a handful of people in a room deciding to start something. Institutions are made up, and made up by people no different from you.

What goes wrong with young founders is that they build stuff that looks like class projects. It was only recently that we figured this out ourselves. We noticed a lot of similarities between the startups that seemed to be falling behind, but we couldn't figure out how to put it into words. Then finally we realized what it was: they were building class projects.

Class projects will inevitably solve fake problems. For one thing, real problems are rare and valuable. If a professor wanted to have students solve real problems, he'd face the same paradox as someone trying to give an example of whatever "paradigm" might succeed the Standard Model of physics. There may well be something that does, but if you could think of an example you'd be entitled to the Nobel Prize. Similarly, good new problems are not to be had for the asking.

real startups tend to discover the problem they're solving by a process of evolution. Someone has an idea for something; they build it; and in doing so (and probably only by doing so) they realize the problem they should be solving is another one.

Professors will tend to judge you by the distance between the starting point and where you are now. If someone has achieved a lot, they should get a good grade. But customers will judge you from the other direction: the distance remaining between where you are now and the features they need. The market doesn't give a shit how hard you worked. Users just want your software to do what they need, and you get a zero otherwise. That is one of the most distinctive differences between school and the real world: there is no reward for putting in a good effort. In fact, the whole concept of a "good effort" is a fake idea adults invented to encourage kids. It is not found in nature.

unfortunately when you graduate they don't give you a list of all the lies they told you during your education. You have to get them beaten out of you by contact with the real world.

really what work experience refers to is not some specific expertise, but the elimination of certain habits left over from childhood.

One of the defining qualities of kids is that they flake. When you're a kid and you face some hard test, you can cry and say "I can't" and they won't make you do it. Of course, no one can make you do anything in the grownup world either. What they do instead is fire you. And when motivated by that you find you can do a lot more than you realized. So one of the things employers expect from someone with "work experience" is the elimination of the flake reflex—the ability to get things done, with no excuses.

Fundamentally the equation is a brutal one: you have to spend most of your waking hours doing stuff someone else wants, or starve. There are a few places where the work is so interesting that this is concealed, because what other people want done happens to coincide with what you want to work on.

So the most important advantage 24 year old founders have over 20 year old founders is that they know what they're trying to avoid. To the average undergrad the idea of getting rich translates into buying Ferraris, or being admired. To someone who has learned from experience about the relationship between money and work, it translates to something way more important: it means you get to opt out of the brutal equation that governs the lives of 99.9% of people. Getting rich means you can stop treading water.

You don't get money just for working, but for doing things other people want. Someone who's figured that out will automatically focus more on the user. And that cures the other half of the class-project syndrome. After you've been working for a while, you yourself tend to measure what you've done the same way the market does.

the most important skill for a startup founder isn't a programming technique. It's a knack for understanding users and figuring out how to give them what they want. I know I repeat this, but that's because it's so important. And it's a skill you can learn, though perhaps habit might be a better word. Get into the habit of thinking of software as having users. What do those users want? What would make them say wow?

So many high-achieving people have no idea who they are and what they want. Our culture has conditioned them to always pursue the prestigious thing. Their understanding of what they personally find fulfilling is weak at best. You see these Twitter threads about supposedly attractive 30-year-olds making 500k per year who can’t find partners and their problem is so obviously not that no one wants to date them (barring egregious personality problems not mentioned in the Twitter threads, of course). It’s that they don’t know how to search, and they don’t know what they’re searching for. And even they found it, they wouldn’t know how to appreciate what they had. In other words, I think that they don’t know how to have fun.

It’s not about what you find intellectually cool, or what seems like the best “opportunity.” Those things can be important too, but they don’t matter if you hate doing the thing. I like sitting at the dining table and tapping away at my keyboard for a few hours. I like to make up stories and write down my thoughts. Of course there are days when I’m sad and struggling and my writing is bad, but most of the time I’m having a pretty good time. There are not that many things in the world I could do for eight hours a day and have a good time.

You have to do the thing you actually enjoy doing, not the thing you find conceptually exciting. You have to date the person you actually like, not the ideal of perfection you fetishize in your mind.

honestly I don’t think most couples seem like they’re having that good of a time. They seemed bored. Or stressed? Or one person wants more but the other doesn’t want to give it. There’s not really that deep sense of joy and play that makes relationships aspirational to me. The couples I admire are probably often stressed out and fight and disappoint each other, but there really is this thoroughline of playfulness, of really having a great time with the other person, that I think a lot of relationships lack.

Donna Tartt said once that if the writer is having fun then so is the reader. So now I always try to have fun when I’m writing. And in love, and in life.

Across universities, professors have been looking into ways to engage students so cheating with ChatGPT is not as attractive, such as making assignments more personalized to students’ interests and requiring students to complete brainstorming assignments and essay drafts instead of just one final paper.

From one angle, the shape is a circle. From another, it’s a square. People on either side argue over the true shape, each convinced that the other is wrong, because social media rewards us for arguing in 2D about 3D issues.

The purposive design, production and marketing of legal but health-demoting products that stimulate habitual consumption and pleasure for maximum profit has been called ‘limbic capitalism’. In this article, drawing on alcohol and tobacco as key examples, we extend this framework into the digital realm. We argue that ‘limbic platform capitalism’ is a serious threat to the health and wellbeing of individuals, communities and populations. Accessed routinely through everyday digital devices, social media platforms aggressively intensify limbic capitalism because they also work through embodied limbic processes. These platforms are designed to generate, analyse and apply vast amounts of personalised data in an effort to tune flows of online content to capture users’ time and attention, and influence their affects, moods, emotions and desires in order to increase profits.