Fire Phone: Impressive and insulting (i know.. strong reaction)
The technological achievements show cased in the “fire phone” are impressive. But I cannot shake the feeling that Amazon’s main purpose here was to add a calling feature and internet connectivity to the price gun. You know; the device people use as they walk around a store adding items to their registry. This is not a phone. This is a always connected credit card with a calling feature. I feel brazenly manipulated.
I am impressed by Amazon’s ability to flex its AWS muscle to solve freaking HARD problems.
Phase 1 Complete
Ideas are just a multiplier of execution | Derek Sivers
Orbital Boot Camp applications closed last Friday, and I’m really pleased to report that despite the short, two week application window, the caliber of applicants is quite strong.
Here’s the breakdown:
- 62 people applied: filmmakers, writers, educators, designers, artists, technologists.
Provocative and simple enough to carry around in your head for the rest of you life.
Things I've Learned About How to Build Good Product
In one of the last interviews Peter Drucker gave on NPR he tore into the whole leadership concept. He said the last thing the business world needs is more leaders. What it needs is more competent managers. I think he had a point. Leadership is putting yourself in front. Management is being of service.
Introducing Orbital and the Orbital Boot Camp
These are the slides from the talk Taavet Hinkrikus and I gave yesterday at the O2 for Campus week and Wayra.
The talk is about how to build good quality product quickly in highly uncertain situations. It’s about building product in a pre-product-market-fit startup and I like to think that…
This past March, I took over the old Kickstarter office in the Lower East Side. Since then, I’ve been primarily focused on cleaning it up, learning to become much more handy, and thinking of ways to use the space to fund the space.
The space is called Orbital, and my goal is to make it a…
Defending the Open Internet
6. “I very frequently get the question: ‘What’s going to change in the next 10 years?’ And that is a very interesting question; it’s a very common one. I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two — because you can build a business strategy around the things that are stable in time.
Fixing broken startups - the product org
Over the past few weeks, the future of the open internet has come into sharp focus, as the FCC’s 2010 open internet rules were struck down in court, and then plans for new rules from the FCC came into public view. Amidst fears that the internet is f**ked, debate has raged about what…
I’ve spent the last year meeting with entrepreneurs at varying stages. I’ve been struck by how frequently a company’s product practices and product organization are lacking - and how they’re in complete shambles more often than you’d think.
It’s a boring position to take, but I am proud of and…
The fundamental truth about getting things done
Limit decision fatigue.
White House operations grow increasingly complex with every administration. Harry Truman had 12 “assistants to the president.” Now there are more than 100 people who have a similar title. As a result, President Obama tries to limit his information intake, including when he gets dressed in the morning.
“I don’t want to make decisions about what I’m eating or wearing,” he told Michael Lewis. “Because I have too many other decisions to make.”
The practice doesn’t only apply to his wardrobe. In early 2012, The New Yorker‘s Ryan Lizza obtained hundreds of pages of White House memos that offered an intimate look into the inner-workings of Obama’s team. Among the story’s nuggets: the president prefers to have “decision” memos delivered to him with three checkboxes at the bottom that read: agree, disagree, or “let’s discuss.”
There are only two ways to do this:
- If you have the resources to hire someone and delegate it, do it.
- If you don’t have the resources then stop caring about it. Care about things that matter, spend your decision quota on that and let the other items take care of themselves.
Corollary: The most important life skill to continually learn is discerning what is worth spending your decision dollars on.