You might already know about it, but Amazon can donate a percentage of all your purchases to a charity of your choice, so turn it on.
Pro-top: To maximize impact per dollar, pick a charity from this list of top performing ones.
For the ultimate startup experience: talk yourself into carrying someone’s bags as they give a pitch to a VC. Be a fly on the wall and soak it in.
If you’re trying to get a real feel of the culture: apply and interview for jobs in three Silicon Valley companies even if you don’t want any of them. The interview will teach your more about Silicon Valley company culture and the valley than any tour.
Meet some locals in tech: attend at least three tech-oriented Meetups or Plancast events in the Valley or San Francisco (Meetup is a deep list. Search for “startup” meetup’s in San Francisco, Palo Alto and Santa Clara.)
Go to the best events: Check out the meetups from iOS Developers and Hackers and Founders and 106Miles and Ideakick and Startup Grind. Catch a monthly hackathon. Subscribe to StartupDigest Silicon Valley edition before you visit.
Cowork with a startup: Find a real 3–10 person startup, working from a small crammed co-working space and sit with them for an afternoon. Offer to code for free. San Francisco has many co-working spaces (shared offices for startups). They’re great to get a feel of what it’s like to start when there’s just a few founders and you don’t have your own garage. Visit Founders Den, Sandbox Suites, Citizenspace, pariSoma Innovation, the Hub,NextSpace, RocketSpace, Startup House, The Hatchery, PeopleBrowsr, Dolores Labs and DogPatch Labs. Check out here for more SF sites
See where hackers hang out: Driving down the valley see Studio G in Redwood City, Hacker Dojo in Mountain View, the Plug & Play Tech Centerin Sunnyvale, Semantic Seed in San Jose. Check out this site for the latest updates on co-working spaces.
Just finished reading “Superforecasting: The Art and Science of Prediction” by Philip Tetlock. The book is similar to Nate Silver’s “The Signal and The Noise” in many ways.
I’d definitely recommend this one if you’re interested in the application of the scientific mindset to forecasting of future events.
“Suppose someone says, “Unfortunately, the popularity of soccer, the world’s favorite pastime, is starting to decline.” You suspect he is wrong. How do you question the claim?
Don’t even think of taking a personal shot like “You’re silly.” That only adds heat, not light. “I don’t think so” only expresses disagreement without delving into why you disagree. “What do you mean?” lowers the emotional temperature with a question but it’s much too vague. Zero in. You might say, “What do you mean by ‘pastime’?” or “What evidence is there that soccer’s popularity is declining? Over what time frame?” The answers to these precise questions won’t settle the matter, but they will reveal the thinking behind the conclusion so it can be probed and tested. Since Socrates, good teachers have practiced precision questioning, but still it’s often not used when it’s needed most.”
Enjoying reading Antonio‘s Chaos Monkeys now. The book is a rather honest account of launching and working at tech startups in the Valley.
Here is a quote on math behind Facebook growth, for example:
“The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight.
That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet.
The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.”
A fascinating weekend read about AI on Wait But Why:
“Kurzweil then takes things a huge leap further. He believes that artificial materials will be integrated into the body more and more as time goes on. First, organs could be replaced by super-advanced machine versions that would run forever and never fail. Then he believes we could begin to redesign the body—things like replacing red blood cells with perfected red blood cell nanobots who could power their own movement, eliminating the need for a heart at all. He even gets to the brain and believes we’ll enhance our brain activities to the point where humans will be able to think billions of times faster than they do now and access outside information because the artificial additions to the brain will be able to communicate with all the info in the cloud.”
Just wanted to share a recent episode of EconTalk podcast by Russell Roberts. This one was with NYU Professor Gary Marcus on artificial intelligence and big data. I found it quite refreshing in its sensible skepticism towards “AI is evil” paranoia that was picked up by the media recently.
“How Google Works” by Eric Schmidt, despite being quite self-congratulatory and maybe even prone to confirmation bias, is full of inspirational ideas and bids of practical wisdom to learn from. I took a few (ok, quite a few) notes on smart creatives, decision making, hiring, innovation, strategy, career, management and even managing email.
On smart creatives:
“And who, exactly, is this smart creative? A smart creative has deep technical knowledge in how to use the tools of her trade and plenty of hands-on experience. In our industry, that means she is most likely a computer scientist, or at least understands the tenets and structure of the systems behind the magic you see on your screens every day. But in other industries she may be a doctor, designer, scientist, filmmaker, engineer, chef, or mathematician. She is an expert in doing. She doesn’t just design concepts, she builds prototypes. She is analytically smart. She is comfortable with data and can use it to make decisions. She also understands its fallacies and is wary of endless analysis. Let data decide, she believes, but don’t let it take over.
She is business smart. She sees a direct line from technical expertise to product excellence to business success, and understands the value of all three. She is competitive smart. Her stock-in-trade starts with innovation, but it also includes a lot of work. She is driven to be great, and that doesn’t happen 9-to-5. She is user smart. No matter the industry, she understands her “get it right the next time around. She is self-directed creative. She doesn’t wait to be told what to do and sometimes ignores direction if she doesn’t agree with it. She takes action based on her own initiative, which is considerable.
She is open creative. She freely collaborates, and judges ideas and analyses on their merits and not their provenance. If she were into needlepoint, she would sew a pillow that said, “If I give you a penny, then you’re a penny richer and I’m a penny poorer, but if I give you an idea, then you will have a new idea but I’ll have it too.” Then she would figure out a way to make the pillow fly around the room and shoot lasers.
She is thorough creative. She is always on and can recite the details, not because she studies and memorizes, but because she knows them. They are her details. She is communicative creative. She is funny and expresses herself with flair and even charisma, either one-to-one or one-to-many.”
“Hippopotamuses are among the deadliest animals, faster than you think and capable of crushing (or biting in half) any enemy in their path. Hippos are dangerous in companies too, where they take the form of the Highest-Paid Person’s Opinion. When it comes to the quality of decision-making, pay level is intrinsically irrelevant and experience is valuable only if it is used to frame a winning argument. Unfortunately, in most companies experience is the winning argument. We call these places “tenurocracies,” because power derives from tenure, not merit. It reminds us of our favorite quote from Jim Barksdale, erstwhile CEO of Netscape: “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.”
When you stop listening to the hippos, you start creating a meritocracy, which our colleague Shona Brown concisely describes as a place where “it is the quality of the idea that matters, not who suggests it.” Sounds easy, but of course it isn’t. Creating a meritocracy requires equal participation by both the hippo, who could rule the day by fiat, and the brave smart creative, who risks getting trampled as she stands up for quality and merit.”
On technical insights as a driver of innovation:
“Bet on technical insights, not market research. Product leaders create product plans, but those product plans often (usually!) lack the most important component: What is the technical insight upon which those new features, products, or platforms will be built? A technical insight is a new way of applying technology or design that either drives down the cost or increases the functions and usability of the product by a significant factor. The result is something that is better than the competition in a fundamental way. The improvement is often obvious; it doesn’t take a lot of marketing for customers to figure out that this product is different from everything else.
For example, at that time Google was experimenting in applying some of our expertise from online advertising to other advertising markets, including print, radio, and TV. These were clever efforts, supported by smart people, but they lacked that fundamental technical insight that would shift the cost-performance curve non-incrementally and provide significant differentiation. All three ultimately failed. And when we look back at other Google products that didn’t make it (iGoogle, Desktop, Notebook, Sidewiki, Knol, Health, even the popular Reader), they all either lacked underlying technical insights from the outset, or the insights upon which they were based became dated as the Internet evolved.”
Free, open to everyone and highly educational Stanford class “How to Start a Startup” has just ended. But all the materials, including talks by star speakers, such as Paul Graham, Peter Thiel, Ben Horowitz, Sam Altman, Brian Chesky and others are going to be available online. For quick reference, here is the complete collection of all course materials:
|9/23/14||Sam Altman, President, Y Combinator
Dustin Moskovitz, Cofounder, Facebook, Cofounder, Asana, Cofounder, Good Ventures
|Welcome, and Ideas, Products, Teams and Execution Part I
Why to Start a Startup
|9/25/14||Sam Altman, President, Y Combinator||Ideas, Products, Teams and Execution Part II|
|9/30/14||Paul Graham, Founder, Y Combinator||Before the Startup|
|10/2/14||Adora Cheung, Founder, Homejoy||Building Product, Talking to Users, and Growing|
|10/7/14||Peter Thiel, Founder, Paypal, Founder, Palantir, and Founder, Founders Fund||Competition is For Losers|
There was a mention in the “The Hard Thing About Hard Things” of “Good Product Manager – Bad Product Manager” document written by Ben Horowitz himself during his tenure as Opsware CEO. So I’ve decided to look it up. In my experience as a brand manager in consumer goods companies, characteristics and behaviors that make a good PM in tech are very consistent with those that make a good brand manager in CPG or even a general manager in general.
Here is the full version found on khoslaventures.com worth looking at: