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.David Sacks: Anthropic is good at two things—product releases, and scaring people. “They have a proven pattern of using fear as a way to market their new products.” He had Grok create a list of every time they’ve used scare tactics on the public. “At the same time they... show more

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81,234 次观看 • 4 个月前 •via X (Twitter)

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🚨 DAVID SACKS: “Anthropic has proven that it's very good at two things — One is product releases, the second is scaring people … At the same time they roll out a new model … they also roll out some study showing the worst possible implication where the technology could lead.”

🚨 DAVID SACKS: “Anthropic has proven that it's very good at two things — One is product releases, the second is scaring people … At the same time they roll out a new model … they also roll out some study showing the worst possible implication where the technology could lead.”

Chief Nerd

294,983 次观看 • 4 个月前

David Sacks: Anthropic Is Great at Two Things, Releasing Products and Scaring People “Anthropic has proven that it's very good at two things. One is product releases. The second is scaring people. And we've seen a pattern in their previous releases where, at the same time they roll out a new model or a new model card, something like that, they also roll out some study showing really the worst possible implications of where the technology could lead.” Source: The All-In Podcast

David Sacks: Anthropic Is Great at Two Things, Releasing Products and Scaring People “Anthropic has proven that it's very good at two things. One is product releases. The second is scaring people. And we've seen a pattern in their previous releases where, at the same time they roll out a new model or a new model card, something like that, they also roll out some study showing really the worst possible implications of where the technology could lead.” Source: The All-In Podcast

Mario Nawfal

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MPJ: "Some of the shots and some of the ways they (the Nuggets) probably could have used me we had enough good players to where we could create a good shot in a different way...it is good to be able to kinda show what I'm capable of"

MPJ: "Some of the shots and some of the ways they (the Nuggets) probably could have used me we had enough good players to where we could create a good shot in a different way...it is good to be able to kinda show what I'm capable of"

Oh No He Didn't

158,302 次观看 • 7 个月前

Steve Jobs explains why it's dangerous for sales and marketing people to run tech companies: Jobs starts with PepsiCo and John Sculley: "At PepsiCo, they at most would change their product once every 10 years. To them, a new product was like a new-size bottle." In that world, sales and marketing people drove success and ran the company. For PepsiCo, that worked. But Jobs warns about what happens in tech: "The same thing can happen in technology companies that get monopolies like IBM and Xerox. When you have a monopoly market share, sales and marketing people end up running the companies." The danger? "The product people get driven out of the decision-making forums and the companies forget what it means to make great products. The product genius that brought them to that monopolistic position gets rotted out by people who have no conception of a good product versus a bad product, no conception of the craftsmanship required to turn a good idea into a good product, and no feeling in their hearts about wanting to really help the customers." Jobs uses Xerox as his cautionary tale, where marketing executives had "no clue" about the revolutionary technology they owned: "They grabbed defeat from the greatest victory in the computer industry. Xerox could have been the IBM of the '90s. Could have been the Microsoft of the '90s." The bottom line: Jobs argues that sales and marketing people can run companies where products don't change. But in technology, they'll hurt what made the company great.

Steve Jobs explains why it's dangerous for sales and marketing people to run tech companies: Jobs starts with PepsiCo and John Sculley: "At PepsiCo, they at most would change their product once every 10 years. To them, a new product was like a new-size bottle." In that world, sales and marketing people drove success and ran the company. For PepsiCo, that worked. But Jobs warns about what happens in tech: "The same thing can happen in technology companies that get monopolies like IBM and Xerox. When you have a monopoly market share, sales and marketing people end up running the companies." The danger? "The product people get driven out of the decision-making forums and the companies forget what it means to make great products. The product genius that brought them to that monopolistic position gets rotted out by people who have no conception of a good product versus a bad product, no conception of the craftsmanship required to turn a good idea into a good product, and no feeling in their hearts about wanting to really help the customers." Jobs uses Xerox as his cautionary tale, where marketing executives had "no clue" about the revolutionary technology they owned: "They grabbed defeat from the greatest victory in the computer industry. Xerox could have been the IBM of the '90s. Could have been the Microsoft of the '90s." The bottom line: Jobs argues that sales and marketing people can run companies where products don't change. But in technology, they'll hurt what made the company great.

Data Desk

234,989 次观看 • 7 个月前

Is Anthropic altering model performance to force costly upgrades? Chapter Co-Founder and CEO Cobi Blumenfeld-Gantz outlines a shift his team recently noticed: "Anthropic has kind of taken a page out of the Apple playbook, where they have...decreased the quality of the prior models right before they launched the new model, so that the new model feels better."

Is Anthropic altering model performance to force costly upgrades? Chapter Co-Founder and CEO Cobi Blumenfeld-Gantz outlines a shift his team recently noticed: "Anthropic has kind of taken a page out of the Apple playbook, where they have...decreased the quality of the prior models right before they launched the new model, so that the new model feels better."

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36,707 次观看 • 2 个月前

David Sacks: Trump took a huge risk asking the Democrats to stand for Americans at the SOTU, but they failed the test David Sacks "It's because the Democrats have become a party of radicalism and extremism, and the viewpoints that they expressed through their aesthetics the other night, they do express those things in policy and in speeches all the time."

David Sacks: Trump took a huge risk asking the Democrats to stand for Americans at the SOTU, but they failed the test David Sacks "It's because the Democrats have become a party of radicalism and extremism, and the viewpoints that they expressed through their aesthetics the other night, they do express those things in policy and in speeches all the time."

jay plemons

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Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Startup Archive

36,753 次观看 • 5 个月前

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

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David Sacks: Anthropic Is Trying to Crush Open Source AI and the American Developers Who Use It David Sacks: “I know people don't have a lot of sympathy for Chinese companies, that's fine. I'm not defending Chinese companies. I'm defending American developers who need to be able to use everything in the public domain. And let me give you an example. Cursor rolled out its new product, Composer 2. They were able to post-train that model using Kimi K2.5 on their own proprietary coding data. They started with a Chinese open source model, and then they used their own data, and they came up with a new derivative product. This is the way that open source works. You take things that are in the public domain, you fork them, you make them your own. And by the way, once it's in the public domain, it's not a Chinese model anymore. No data is going back to China, nothing's going back to China. An American company has taken open source contributions in the public domain, made it their own, and then developed their own model. And if you say that American companies can't do that, or that somehow it's tainted with IP theft, you are basically going to put a dagger through the heart of the entire American open source ecosystem. And that is exactly what Anthropic wants, because they do not want to have the competition.”

David Sacks: Anthropic Is Trying to Crush Open Source AI and the American Developers Who Use It David Sacks: “I know people don't have a lot of sympathy for Chinese companies, that's fine. I'm not defending Chinese companies. I'm defending American developers who need to be able to use everything in the public domain. And let me give you an example. Cursor rolled out its new product, Composer 2. They were able to post-train that model using Kimi K2.5 on their own proprietary coding data. They started with a Chinese open source model, and then they used their own data, and they came up with a new derivative product. This is the way that open source works. You take things that are in the public domain, you fork them, you make them your own. And by the way, once it's in the public domain, it's not a Chinese model anymore. No data is going back to China, nothing's going back to China. An American company has taken open source contributions in the public domain, made it their own, and then developed their own model. And if you say that American companies can't do that, or that somehow it's tainted with IP theft, you are basically going to put a dagger through the heart of the entire American open source ecosystem. And that is exactly what Anthropic wants, because they do not want to have the competition.”

The All-In Podcast

277,924 次观看 • 1 个月前

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: - A public chat room to provide support to people integrating Stripe - For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird - All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead." Source: Y Combinator (Oct 2018)

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: - A public chat room to provide support to people integrating Stripe - For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird - All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead." Source: Y Combinator (Oct 2018)

Startup Archive

32,192 次观看 • 23 天前

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

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45,833 次观看 • 7 个月前

There it is… 🚨Scott Bessent says they are using the same tactics they used to take down the MAFIA Say it with me…. RICOOOOOOOOOOOOOOOO Remember, Good things TAKE TIME. In the 1970’s-1980’s operation to take down the mafia, they DID NOT pull the trigger until they had absolutely everything and there were no holes to slither out of. It took over a decade. Because, It had to be done right. It had to be done according to the rule of law. It had to carry weight. It had to be proven in the court of law. There could be no mistakes. Q#3725

There it is… 🚨Scott Bessent says they are using the same tactics they used to take down the MAFIA Say it with me…. RICOOOOOOOOOOOOOOOO Remember, Good things TAKE TIME. In the 1970’s-1980’s operation to take down the mafia, they DID NOT pull the trigger until they had absolutely everything and there were no holes to slither out of. It took over a decade. Because, It had to be done right. It had to be done according to the rule of law. It had to carry weight. It had to be proven in the court of law. There could be no mistakes. Q#3725

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Kyle Kulinski on the MAGA cult: “There’s a solid 32% of the public that are fucking mental. They are deranged. They are demented. They have lost their minds. They actively want pain and hurt and devastation and they want evil. They want bad things to happen to people they don’t like. They are the worst of the worst”

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#SAGAFTRAStrike: Mike Schur, co-creator of "Parks and Recreation" and creator of "The Good Place" says scare tactics won't work this time and "Everyday that goes by where nothing is getting made is another day where they have nothing new to offer their subscribers"

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TheWrap

62,800 次观看 • 3 年前

David Sacks: Anthropic Wants to Ban Open Source AI in America Listen to All-In to stay a few weeks (or months) ahead of everyone else David Sacks back in May: “I think where it's all leading to is an effort to ban open source models. There's a lot of breadcrumbs leading here. You look at a lot of the rhetoric around how models need to have guardrails, and that with open source models, the guardrails can be removed and therefore they're dangerous. You see this rhetoric already in Anthropic's blog posts. Any threat that they describe, they kind of go out of their way to take that shot at open source models. They're trying to create ideas or put predicate facts in the public record to justify an action later on. I think it's just a matter of time before they feel like they're at a position where maybe they can push for that type of ban directly.”

David Sacks: Anthropic Wants to Ban Open Source AI in America Listen to All-In to stay a few weeks (or months) ahead of everyone else David Sacks back in May: “I think where it's all leading to is an effort to ban open source models. There's a lot of breadcrumbs leading here. You look at a lot of the rhetoric around how models need to have guardrails, and that with open source models, the guardrails can be removed and therefore they're dangerous. You see this rhetoric already in Anthropic's blog posts. Any threat that they describe, they kind of go out of their way to take that shot at open source models. They're trying to create ideas or put predicate facts in the public record to justify an action later on. I think it's just a matter of time before they feel like they're at a position where maybe they can push for that type of ban directly.”

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I’ll have some of my record collection for sale at The Merch Market at Troxy Need to make some room and time that some of the vinyl had a new home….

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A noteworthy moment came after almost two hours of what appeared to be a Fox News B-roll livestream, when footage showed an altercation between American staff & press and Chinese security at the Temple of Heaven. Some of the U.S. staff traveling with Trump claimed they were being prevented from leaving until they physically pushed their way out.

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Here is an example of a new Venezuela song in which they call all out china and Russia! It starts where is China? Where is Russia? Why didn’t they act? What’s their excuse? Maduro’s in a federal prison. The communist, you have to ask where they at the communist why didn’t the communist help him out?

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