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.Eric Glyman says Ramp follow’s Elon Musk’s algorithm for building products: 1. Make your requirements less dumb. 2. Try very hard to delete the part or process. 3. Simplify and optimize. 4. Accelerate. 5. Automate. “What we are trying to do is take that methodology and style of thinking... show more

David Senra

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149,782 просмотров • 1 месяц назад •via X (Twitter)

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Elon Musk explains the 5-step process he tries to implement in his companies to ensure efficient engineering: 1. Make your requirements less dumb 2. Try very hard to delete parts or processes 3. Simplify/optimize 4. Accelerate cycle time 5. Automate Elon Musk Everyday Astronaut

Elon Musk explains the 5-step process he tries to implement in his companies to ensure efficient engineering: 1. Make your requirements less dumb 2. Try very hard to delete parts or processes 3. Simplify/optimize 4. Accelerate cycle time 5. Automate Elon Musk Everyday Astronaut

ELON CLIPS

120,886 просмотров • 2 лет назад

Elon's Algorithm: 1. Make Requirements Less Dumb 2. Delete the Part or Process Step 3. Optimize 4. Accelerate 5. Automate "The Algorithm is a five step process that [Elon] installs at all his companies — it's his method for breaking bottlenecks. It starts by questioning the requirements. Question every requirement. It doesn't matter how smart the person is. Accept no requirements from departments, they must have a human name attached to them. The second step is to delete and simplify. Delete anything you possibly can. The most useful heuristic is you have to over-delete. If you aren't adding back at least 10% of what you deleted then you haven't been deleting enough. The reason to simplify is that you get both reliability and low cost. You want fewer parts and fewer lines of code. Complexity is recursive...each additional element causes more complexity and more work. Those first two steps carry 80% of the weight. Number three is optimize which is typical engineering work. The forth is accelerate which is just...go faster. And the fifth is automate. The problem is almost everybody does these five steps in reverse order."

Elon's Algorithm: 1. Make Requirements Less Dumb 2. Delete the Part or Process Step 3. Optimize 4. Accelerate 5. Automate "The Algorithm is a five step process that [Elon] installs at all his companies — it's his method for breaking bottlenecks. It starts by questioning the requirements. Question every requirement. It doesn't matter how smart the person is. Accept no requirements from departments, they must have a human name attached to them. The second step is to delete and simplify. Delete anything you possibly can. The most useful heuristic is you have to over-delete. If you aren't adding back at least 10% of what you deleted then you haven't been deleting enough. The reason to simplify is that you get both reliability and low cost. You want fewer parts and fewer lines of code. Complexity is recursive...each additional element causes more complexity and more work. Those first two steps carry 80% of the weight. Number three is optimize which is typical engineering work. The forth is accelerate which is just...go faster. And the fifth is automate. The problem is almost everybody does these five steps in reverse order."

Ti Morse

40,518 просмотров • 4 месяцев назад

Elon Musk's Elon Musk Five Step Improvement Process: 1. First, make your requirements less dumb. 2. Try very hard to delete the part of the process. 3. Only the third step is to simplify or optimize. 4. Accelerate cycle time. 5. Automate "Everyone's wrong. No matter who you are. Everyone's wrong some of the time. The most common error of a smart engineer is to optimize a thing that should not exist. I have personally made a mistake of going backwards on all 5 steps. Multiple times." Elon is so real & authentic! 💯🙏

Elon Musk's Elon Musk Five Step Improvement Process: 1. First, make your requirements less dumb. 2. Try very hard to delete the part of the process. 3. Only the third step is to simplify or optimize. 4. Accelerate cycle time. 5. Automate "Everyone's wrong. No matter who you are. Everyone's wrong some of the time. The most common error of a smart engineer is to optimize a thing that should not exist. I have personally made a mistake of going backwards on all 5 steps. Multiple times." Elon is so real & authentic! 💯🙏

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12,008 просмотров • 10 месяцев назад

Elon Musk explains his 5-step algorithm for solving any problem: "The most common mistake of smart engineers is to optimize a thing that should not exist." "I have this very basic first principles algorithm that I run as a mantra." Elon breaks it down: Step 1: Question the requirements. "Make the requirements less dumb. The requirements are always dumb to some degree, no matter how smart the person who gave you those requirements. You have to start there, because otherwise you could get the perfect answer to the wrong question." Step 2: Try to delete it. "Try to delete the part or the process step entirely. If you're not forced to put back at least 10% of what you delete, you're not deleting enough. Most people feel like they've succeeded if they haven't been forced to put things back in. But actually they haven't, they've been overly conservative and left things in that shouldn't be there." Step 3: Optimize or simplify. "The most common mistake of smart engineers is to optimize a thing that should not exist. So you don't optimize until after you've tried to delete." Step 4: Speed it up. "Any given thing can be done faster than you think. But you shouldn't speed things up until you've tried to delete it and optimize it otherwise, you're speeding up something that shouldn't exist." Step 5: Automate. "And then the fifth thing is to automate it." Elon explains why the order matters: "I've gone backwards so many times where I've automated something, sped it up, simplified it, and then deleted it. I got tired of doing that. So that's why I have this mantra."

Elon Musk explains his 5-step algorithm for solving any problem: "The most common mistake of smart engineers is to optimize a thing that should not exist." "I have this very basic first principles algorithm that I run as a mantra." Elon breaks it down: Step 1: Question the requirements. "Make the requirements less dumb. The requirements are always dumb to some degree, no matter how smart the person who gave you those requirements. You have to start there, because otherwise you could get the perfect answer to the wrong question." Step 2: Try to delete it. "Try to delete the part or the process step entirely. If you're not forced to put back at least 10% of what you delete, you're not deleting enough. Most people feel like they've succeeded if they haven't been forced to put things back in. But actually they haven't, they've been overly conservative and left things in that shouldn't be there." Step 3: Optimize or simplify. "The most common mistake of smart engineers is to optimize a thing that should not exist. So you don't optimize until after you've tried to delete." Step 4: Speed it up. "Any given thing can be done faster than you think. But you shouldn't speed things up until you've tried to delete it and optimize it otherwise, you're speeding up something that shouldn't exist." Step 5: Automate. "And then the fifth thing is to automate it." Elon explains why the order matters: "I've gone backwards so many times where I've automated something, sped it up, simplified it, and then deleted it. I got tired of doing that. So that's why I have this mantra."

Jaynit

383,881 просмотров • 14 дней назад

Elon Musk’s Elon Musk first principles algorithm: “Well, it's easy to say simplify and it's very difficult to do it. You know, I have this very basic first principles algorithm that I run kind of as a mantra, which is to first question the requirements, make the requirements less dumb. The requirements are always dumb to some degree, so you want to start off by reducing the number of requirements. And no matter how smart the person who gave you those requirements, they're still dumb to some degree. You have to start there because otherwise you could get the perfect answer to the wrong question. So try to make the question the least wrong possible. That's what question the requirements means. And then the second thing is to try to delete whatever the step is, the part, or the process step. It sounds very obvious, but people often forget to try deleting it entirely. And if you're not forced to put back at least 10% of what you delete, you're not deleting enough. And it's somewhat illogical, people often, most of the time, feel as though they've succeeded if they've not been forced to put things back in. But actually, they haven't because they've been overly conservative and have left things in there that shouldn't be. And only the third thing is to try to optimize it or simplify it. Again, these all sound, I think, very obvious when I say them, but the number of times I've made these mistakes is more than I care to remember. That's why I have this mantra. So in fact, I'd say the most common mistake of smart engineers is to optimize a thing that should not exist.”

Elon Musk’s Elon Musk first principles algorithm: “Well, it's easy to say simplify and it's very difficult to do it. You know, I have this very basic first principles algorithm that I run kind of as a mantra, which is to first question the requirements, make the requirements less dumb. The requirements are always dumb to some degree, so you want to start off by reducing the number of requirements. And no matter how smart the person who gave you those requirements, they're still dumb to some degree. You have to start there because otherwise you could get the perfect answer to the wrong question. So try to make the question the least wrong possible. That's what question the requirements means. And then the second thing is to try to delete whatever the step is, the part, or the process step. It sounds very obvious, but people often forget to try deleting it entirely. And if you're not forced to put back at least 10% of what you delete, you're not deleting enough. And it's somewhat illogical, people often, most of the time, feel as though they've succeeded if they've not been forced to put things back in. But actually, they haven't because they've been overly conservative and have left things in there that shouldn't be. And only the third thing is to try to optimize it or simplify it. Again, these all sound, I think, very obvious when I say them, but the number of times I've made these mistakes is more than I care to remember. That's why I have this mantra. So in fact, I'd say the most common mistake of smart engineers is to optimize a thing that should not exist.”

Beanie👾

271,445 просмотров • 9 месяцев назад

Elon Musk explains his 5-step process for running companies: "First, make your requirements less dumb. Your requirements are definitely dumb. It does not matter who gave them to you. It's particularly dangerous if a smart person gave you the requirements because you might not question them enough. Everyone's wrong no matter who you are. Everyone's wrong some of the time. So make your requirements less dumb. Then try very hard to delete the part or process. This is actually very important. If you're not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards let's add this part or process step in case we need it. But you can basically make in-case arguments for so many things and for a rocket that is trying to be the first fully reusable rocket. There's never been a fully reusable rocket. People don't understand. This is like the holy grail of rocketry. So you've got to delete the part or process step. Super important. You can't hedge your bets. That's why the grid funds, for example, do not fall down because that's a whole extra mechanism that we don't need. Also, whatever requirement or constraint you have, it must come with a name, not a department. Because you can't ask the department. You have to ask a person. That person who's putting forward their requirement or constraint must agree that they must take responsibility for that requirement. Otherwise, you can have a requirement that basically an intern two years ago randomly came up with off the cuff and they're not even at the company anymore. These things are often just way more silly than you think. So step one, make your requirements less dumb. Step two, delete the part or process step. If you're not adding things back in 10% of the time, you're clearly not deleting enough. And then only the third step is simplify or optimize. The third step, not the first step. The reason it's the third step is because possibly the most common error of a smart engineer is to optimize a thing that should not exist. Everyone's been trained in high school and college that you've got to answer the question. Convergent logic. So you can't tell the professor your question is dumb. You'll get a bad grade. You have to answer the question. So everyone's basically, without knowing it, they've got a mental straitjacket on. They'll work on optimizing the thing that should simply not exist. And then finally, you get to step four, which is accelerate cycle time. You're moving too slowly, go faster. But don't go faster until you have worked on the other three things first. You can always make things go faster. And then the final step is automate. Now, I've personally made the mistake of going backwards on all five steps multiple times. Literally, I automated, accelerated, simplified, and then deleted. One example I've talked about before is there were these fiberglass mats on top of the Model 3 battery pack that were in between the floor pan and the battery. And it was at one point choking the battery pack production line. And I was basically living on the battery pack production line trying to fix the line. It was choking the entire Model 3 production program. So the first mistake was I tried to fix the automation, like make the robot better. So automating was a mistake. Then accelerating was a mistake. Then optimizing was a mistake. And finally, I said, what the hell are these mats for? And I asked the battery safety team, what are these mats for? Are they for fire protection or something? They said, no, they're for noise and vibration. Then I asked an NVH, a noise, vibration, harshness team, what's it for? They said fire safety. So literally, it was like being in a Dilbert cartoon. Actually, I feel like I'm in a Dilbert cartoon quite frequently. So then finally, OK, great, let's try a car with the fiberglass mats and without. And they put a microphone to both and see if you can tell the difference. In fact, I was like, which one is which? So we just deleted them and just bypassed this $2 million robot cell. It was just a complete pile of nonsense."

Elon Musk explains his 5-step process for running companies: "First, make your requirements less dumb. Your requirements are definitely dumb. It does not matter who gave them to you. It's particularly dangerous if a smart person gave you the requirements because you might not question them enough. Everyone's wrong no matter who you are. Everyone's wrong some of the time. So make your requirements less dumb. Then try very hard to delete the part or process. This is actually very important. If you're not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards let's add this part or process step in case we need it. But you can basically make in-case arguments for so many things and for a rocket that is trying to be the first fully reusable rocket. There's never been a fully reusable rocket. People don't understand. This is like the holy grail of rocketry. So you've got to delete the part or process step. Super important. You can't hedge your bets. That's why the grid funds, for example, do not fall down because that's a whole extra mechanism that we don't need. Also, whatever requirement or constraint you have, it must come with a name, not a department. Because you can't ask the department. You have to ask a person. That person who's putting forward their requirement or constraint must agree that they must take responsibility for that requirement. Otherwise, you can have a requirement that basically an intern two years ago randomly came up with off the cuff and they're not even at the company anymore. These things are often just way more silly than you think. So step one, make your requirements less dumb. Step two, delete the part or process step. If you're not adding things back in 10% of the time, you're clearly not deleting enough. And then only the third step is simplify or optimize. The third step, not the first step. The reason it's the third step is because possibly the most common error of a smart engineer is to optimize a thing that should not exist. Everyone's been trained in high school and college that you've got to answer the question. Convergent logic. So you can't tell the professor your question is dumb. You'll get a bad grade. You have to answer the question. So everyone's basically, without knowing it, they've got a mental straitjacket on. They'll work on optimizing the thing that should simply not exist. And then finally, you get to step four, which is accelerate cycle time. You're moving too slowly, go faster. But don't go faster until you have worked on the other three things first. You can always make things go faster. And then the final step is automate. Now, I've personally made the mistake of going backwards on all five steps multiple times. Literally, I automated, accelerated, simplified, and then deleted. One example I've talked about before is there were these fiberglass mats on top of the Model 3 battery pack that were in between the floor pan and the battery. And it was at one point choking the battery pack production line. And I was basically living on the battery pack production line trying to fix the line. It was choking the entire Model 3 production program. So the first mistake was I tried to fix the automation, like make the robot better. So automating was a mistake. Then accelerating was a mistake. Then optimizing was a mistake. And finally, I said, what the hell are these mats for? And I asked the battery safety team, what are these mats for? Are they for fire protection or something? They said, no, they're for noise and vibration. Then I asked an NVH, a noise, vibration, harshness team, what's it for? They said fire safety. So literally, it was like being in a Dilbert cartoon. Actually, I feel like I'm in a Dilbert cartoon quite frequently. So then finally, OK, great, let's try a car with the fiberglass mats and without. And they put a microphone to both and see if you can tell the difference. In fact, I was like, which one is which? So we just deleted them and just bypassed this $2 million robot cell. It was just a complete pile of nonsense."

Founder Mode

73,916 просмотров • 5 месяцев назад

co-founder of Ramp, Eric Glyman on hiring: "We often like to write very short job descriptions. If there's one thing that matters, go just for that. Have the interviews center around just one thing and look for extraordinary spikes." some of the early hires at Ramp were 15 or 17 and known in the Minecraft community for being kids making private servers and building successful businesses to pay their way through college. their code wouldn't pass a Google review, but it was an early sign that they could build something from nothing, figure out the hard parts, and ship it to real users. as we build out the team at Lyra, this is something I keep coming back to, because as Eric said: "It's so hard to be excellent at anything. And if you can find someone who is excellent at something, even if it's very distinct or weird or a certain hobby, that's a sign that someone probably has what you're really looking for."

co-founder of Ramp, Eric Glyman on hiring: "We often like to write very short job descriptions. If there's one thing that matters, go just for that. Have the interviews center around just one thing and look for extraordinary spikes." some of the early hires at Ramp were 15 or 17 and known in the Minecraft community for being kids making private servers and building successful businesses to pay their way through college. their code wouldn't pass a Google review, but it was an early sign that they could build something from nothing, figure out the hard parts, and ship it to real users. as we build out the team at Lyra, this is something I keep coming back to, because as Eric said: "It's so hard to be excellent at anything. And if you can find someone who is excellent at something, even if it's very distinct or weird or a certain hobby, that's a sign that someone probably has what you're really looking for."

Courtne Marland

53,316 просмотров • 5 месяцев назад

🗣️ Mikel Arteta on Arsenal's transfer business and being "ruthless": "There is more that we want to do. Every time we have an opportunity to improve the squad and bring more quality and depth to the squad, we need to do that. We are actively trying to do so. "The thing with the market is that it doesn’t just depend on you, and we are very clear on that. But the approach, the will and the desire of the club, that’s unquestionable, and we’re going to try to do that." "But we cannot promise that we’re going to do it because, again, it doesn’t only depend on us."

🗣️ Mikel Arteta on Arsenal's transfer business and being "ruthless": "There is more that we want to do. Every time we have an opportunity to improve the squad and bring more quality and depth to the squad, we need to do that. We are actively trying to do so. "The thing with the market is that it doesn’t just depend on you, and we are very clear on that. But the approach, the will and the desire of the club, that’s unquestionable, and we’re going to try to do that." "But we cannot promise that we’re going to do it because, again, it doesn’t only depend on us."

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134,877 просмотров • 22 дней назад

Marc Andreessen reveals the ultimate danger for entrepreneurs trying to lead like the greats. Before you try to run your startup by inserting yourself into every detail, you need to hear this reality check: "The thing you don't get is as follows, which is that... assumes you have somebody like Elon who can hold the entirety of every engineering topic and every business topic in their head all at the same time." "And so when you're sitting there with the 23-year-old engineer and you're working with them to redesign the database architecture or whatever, you actually are like qualified to do that. And that you're qualified to do that not just that one time, but EVERY time." It forces us to ask a tough question about the actual talent pool in tech right now: "This goes right back to the last topic we just talked about, which is like, OK, how many of those people exist who can possibly do that? And, you know, we know the answer is one." But here is where his perspective completely shifts... "I believe the answer is ten or a hundred or a thousand. I don't know if it's a million. I tend to think we have more of those people than we think we do."

Marc Andreessen reveals the ultimate danger for entrepreneurs trying to lead like the greats. Before you try to run your startup by inserting yourself into every detail, you need to hear this reality check: "The thing you don't get is as follows, which is that... assumes you have somebody like Elon who can hold the entirety of every engineering topic and every business topic in their head all at the same time." "And so when you're sitting there with the 23-year-old engineer and you're working with them to redesign the database architecture or whatever, you actually are like qualified to do that. And that you're qualified to do that not just that one time, but EVERY time." It forces us to ask a tough question about the actual talent pool in tech right now: "This goes right back to the last topic we just talked about, which is like, OK, how many of those people exist who can possibly do that? And, you know, we know the answer is one." But here is where his perspective completely shifts... "I believe the answer is ten or a hundred or a thousand. I don't know if it's a million. I tend to think we have more of those people than we think we do."

Ian Miles Cheong

37,516 просмотров • 4 месяцев назад

"Every team wants to win a championship, but not every team wants to do the things required for a championship. And here's the thing: it's easy to be an average team. It doesn't require a lot. It's less adversity to be average in the world. The consequences of being average aren't easy. We end up wearing them. There's strain and struggle that comes with that too. The standard is just lower to be an average team. To be a championship team, to be champion, to be a championship team member here . . . I'm not gonna lie to you . . . I'm going to tell you the truth. It is harder. It is. The question is: Is it worth it? Some people say, "Oh it's not harder work." Yes it is. It's harder work. You can pursue comfort or you can pursue excellence. If we pursue comfort, we gotta give up some excellence. But if we pursue excellence, then we're just going to face more adversity. Everyone who's ever accomplished something excellence has had to overcome it. We are here today for a reason. Two reasons actually. Reason #1 is let's make sure that we identify and realize the opportunities that are in front of us. Reason #2 is let's make sure that we are preparing for the adversity that those opportunities require. And just understand: every single time you lever up your opportunities and you identify, "Oh there's something more I can do, more I can achieve. I can get better. I can earn more. I can do this." It's going to be matched with the adversity that comes with it. I want to make sure we are prepared for both of those, so that we're not chasing big opportunities and then getting mad when things start getting harder along the way. Is that fair? Does that make sense?"

"Every team wants to win a championship, but not every team wants to do the things required for a championship. And here's the thing: it's easy to be an average team. It doesn't require a lot. It's less adversity to be average in the world. The consequences of being average aren't easy. We end up wearing them. There's strain and struggle that comes with that too. The standard is just lower to be an average team. To be a championship team, to be champion, to be a championship team member here . . . I'm not gonna lie to you . . . I'm going to tell you the truth. It is harder. It is. The question is: Is it worth it? Some people say, "Oh it's not harder work." Yes it is. It's harder work. You can pursue comfort or you can pursue excellence. If we pursue comfort, we gotta give up some excellence. But if we pursue excellence, then we're just going to face more adversity. Everyone who's ever accomplished something excellence has had to overcome it. We are here today for a reason. Two reasons actually. Reason #1 is let's make sure that we identify and realize the opportunities that are in front of us. Reason #2 is let's make sure that we are preparing for the adversity that those opportunities require. And just understand: every single time you lever up your opportunities and you identify, "Oh there's something more I can do, more I can achieve. I can get better. I can earn more. I can do this." It's going to be matched with the adversity that comes with it. I want to make sure we are prepared for both of those, so that we're not chasing big opportunities and then getting mad when things start getting harder along the way. Is that fair? Does that make sense?"

Brian Kight

125,742 просмотров • 2 лет назад

"We are all trying very hard and consulting with European intelligence services to see what we can do to make sure that Ukraine is informed in time and can defend herself. And European services can do a lot too. Together we will try to make sure that Ukraine is neither 'blind' nor 'deaf'." – German intelligence chief Bruno Kahl on helping Ukraine with intelligence. 📹: DW

"We are all trying very hard and consulting with European intelligence services to see what we can do to make sure that Ukraine is informed in time and can defend herself. And European services can do a lot too. Together we will try to make sure that Ukraine is neither 'blind' nor 'deaf'." – German intelligence chief Bruno Kahl on helping Ukraine with intelligence. 📹: DW

Anton Gerashchenko

36,297 просмотров • 1 год назад

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."

Brian Kight

308,877 просмотров • 1 год назад

HHS Secretary Robert Kennedy Jr. to those in a depression: "Instead of asking how you can make yourself happy, ask and pray how you can be useful to someone else today" "You have to renew the spiritual awakening every day, and the way that you do that is being useful to another person. I tell people who are unhappy with their lives, who lost a boyfriend or a girlfriend, who are in a depression, I say (that) one of the best ways to deal with that is to wake up in the morning and instead of saying, 'What can I do to make myself happy? What can I do to make myself more loved? What can I do to get my boyfriend back?' I say, 'When you get up in the morning... you have to ask one question and say one prayer: Please make me useful to another human being today.'" RFK Jr. concluded, saying, "I would encourage you all to think broadly about what our mission is, because... it's not just (about) prevention on the border, that's important. It's not just making sure that every addict when... they're willing to ask for help that there's a rehab ready for them to go to, and that is critically important. But there are bigger issues: How do we restore our families? How do we restore that commitment to community?"

HHS Secretary Robert Kennedy Jr. to those in a depression: "Instead of asking how you can make yourself happy, ask and pray how you can be useful to someone else today" "You have to renew the spiritual awakening every day, and the way that you do that is being useful to another person. I tell people who are unhappy with their lives, who lost a boyfriend or a girlfriend, who are in a depression, I say (that) one of the best ways to deal with that is to wake up in the morning and instead of saying, 'What can I do to make myself happy? What can I do to make myself more loved? What can I do to get my boyfriend back?' I say, 'When you get up in the morning... you have to ask one question and say one prayer: Please make me useful to another human being today.'" RFK Jr. concluded, saying, "I would encourage you all to think broadly about what our mission is, because... it's not just (about) prevention on the border, that's important. It's not just making sure that every addict when... they're willing to ask for help that there's a rehab ready for them to go to, and that is critically important. But there are bigger issues: How do we restore our families? How do we restore that commitment to community?"

Christian Movick

126,332 просмотров • 1 год назад

Elon Musk about the meaning of life and the trap of wishful thinking : “When I was a kid, I was wondering what's the meaning of life? Like, why are we here? What's it all about? And I came to the conclusion that what really matters is trying to understand the right questions to ask. And the more that we can increase the scope and scale of human consciousness, the better we are able to ask these questions. And so I think that there are certain things that are necessary to ensure that the future is good. One of the biggest mistakes people generally make, and I'm guilty of it too, is wishful thinking. You know, like, you want something to be true even if it isn't true. And so you ignore the things that you ignore the real truth because of what you want to be true. This is a very difficult trap to avoid.”

Elon Musk about the meaning of life and the trap of wishful thinking : “When I was a kid, I was wondering what's the meaning of life? Like, why are we here? What's it all about? And I came to the conclusion that what really matters is trying to understand the right questions to ask. And the more that we can increase the scope and scale of human consciousness, the better we are able to ask these questions. And so I think that there are certain things that are necessary to ensure that the future is good. One of the biggest mistakes people generally make, and I'm guilty of it too, is wishful thinking. You know, like, you want something to be true even if it isn't true. And so you ignore the things that you ignore the real truth because of what you want to be true. This is a very difficult trap to avoid.”

Eva Fo𝕏 🦊 Claudius Nero's Legion

75,023 просмотров • 9 месяцев назад

The labs want to rent you intelligence. Palantir is building the stack for you to own it. “We are building a stack that is fully aligned with you capturing and maintaining the alpha of your business. Every single technology decision we are making is aligned with that.“ That is AI sovereignty. We have the product. We have the scale. We know how to do it. Now we take the market.

The labs want to rent you intelligence. Palantir is building the stack for you to own it. “We are building a stack that is fully aligned with you capturing and maintaining the alpha of your business. Every single technology decision we are making is aligned with that.“ That is AI sovereignty. We have the product. We have the scale. We know how to do it. Now we take the market.

Chad Wahlquist

43,085 просмотров • 1 месяц назад

The past few years have seen a tremendous decrease in our annual donations and we are starting to feel the bite. In order to sustain the Orphaned Wildlife Center and to be able to continue saving and helping wildlife, we just have to get some more help. Can you PLEASE consider becoming a monthly sponsor? It is easy to do - just go to our website, click donations, and subscribe to become a monthly sponsor. You can choose any amount, or we can custom make one for you. Please consider helping us, it has never been more true that we can not do this without you. We are asking for your help now and going forward.

The past few years have seen a tremendous decrease in our annual donations and we are starting to feel the bite. In order to sustain the Orphaned Wildlife Center and to be able to continue saving and helping wildlife, we just have to get some more help. Can you PLEASE consider becoming a monthly sponsor? It is easy to do - just go to our website, click donations, and subscribe to become a monthly sponsor. You can choose any amount, or we can custom make one for you. Please consider helping us, it has never been more true that we can not do this without you. We are asking for your help now and going forward.

Orphaned Wildlife

10,493 просмотров • 1 год назад

breakdown. - the short film is out now 🖤🖤🖤 “The universe is very, very big and we are so very, very small, and that used to terrify me, until I realised something. You see we are the only thing that gives meaning to the cosmos. We decide what matters. We can be cruel or kind, brave or fearful. We can decide that love is the most important thing in the world, and just like that it is. We can always choose – at least if we slow down enough to see where we’re going.”

breakdown. - the short film is out now 🖤🖤🖤 “The universe is very, very big and we are so very, very small, and that used to terrify me, until I realised something. You see we are the only thing that gives meaning to the cosmos. We decide what matters. We can be cruel or kind, brave or fearful. We can decide that love is the most important thing in the world, and just like that it is. We can always choose – at least if we slow down enough to see where we’re going.”

YUNGBLUD

49,604 просмотров • 2 лет назад

NEW: Introducing Octane AI Agentic Commerce Quizzes - Increase sales with AI. What is it? A sales quiz AI agent that makes 1-1 personalized sales experiences for every single customer. In real time. Powered by our new AI model CORE-1. Examples: 📸 Want to ask your customer to take a selfie and your AI agent automatically recommends them a full outfit from your catalog? Octane AI agents can do that. 🪞 Want to have an AI agent hand pick out each product for a personalized skin care routine? Want them to upload a selfie to detect their skin tone? Octane AI agents can do can that. 📊 Want to create an incredibly detailed report with graphs and tables and graphics thats generated by AI for each customer? Octane AI agents can do that. We give you the building blocks and you can build anything. And you can build it fast because our AI will do the heavy lifting for you. This is v1 and a representation of where our commerce and quiz technology is headed. Available today to everyone at 🆕 What we are launching today: • Smart Quiz Builder: Have an AI agent plan out and build your Octane AI quiz for you. It can even write custom HTML for beautiful results pages and progress bars. • Smart Products: It can take forever to setup the recommendation logic for a quiz. For those of you who need help, simply add smart products to your Octane AI quiz and your very own AI agent will hand-pick products for each customer who takes your quiz. It’s amazing. • Smart Copy: Instead of showing everyone who takes your quiz the exact same copy, use AI to personalize the quiz for every single person who takes it. Explain why these specific products are perfect for specifically them. • Image Analyzer: Let your customers upload or take a photo during the quiz and have AI analyze it. You can use this for anything from skin tone detection to picking out outfits! • Shopping Assistant: An AI agent that lives on your store that can help your customers at the right time. We have been building quiz software for almost 10 years now and AI is enabling us to make quizzes even more powerful. This is just the v1 of what we will be releasing in this area. We are so excited to see what you create with these new agentic products. Get creative, we think you will be surprised at how many interesting experiences you can create with Octane AI now.

NEW: Introducing Octane AI Agentic Commerce Quizzes - Increase sales with AI. What is it? A sales quiz AI agent that makes 1-1 personalized sales experiences for every single customer. In real time. Powered by our new AI model CORE-1. Examples: 📸 Want to ask your customer to take a selfie and your AI agent automatically recommends them a full outfit from your catalog? Octane AI agents can do that. 🪞 Want to have an AI agent hand pick out each product for a personalized skin care routine? Want them to upload a selfie to detect their skin tone? Octane AI agents can do can that. 📊 Want to create an incredibly detailed report with graphs and tables and graphics thats generated by AI for each customer? Octane AI agents can do that. We give you the building blocks and you can build anything. And you can build it fast because our AI will do the heavy lifting for you. This is v1 and a representation of where our commerce and quiz technology is headed. Available today to everyone at 🆕 What we are launching today: • Smart Quiz Builder: Have an AI agent plan out and build your Octane AI quiz for you. It can even write custom HTML for beautiful results pages and progress bars. • Smart Products: It can take forever to setup the recommendation logic for a quiz. For those of you who need help, simply add smart products to your Octane AI quiz and your very own AI agent will hand-pick products for each customer who takes your quiz. It’s amazing. • Smart Copy: Instead of showing everyone who takes your quiz the exact same copy, use AI to personalize the quiz for every single person who takes it. Explain why these specific products are perfect for specifically them. • Image Analyzer: Let your customers upload or take a photo during the quiz and have AI analyze it. You can use this for anything from skin tone detection to picking out outfits! • Shopping Assistant: An AI agent that lives on your store that can help your customers at the right time. We have been building quiz software for almost 10 years now and AI is enabling us to make quizzes even more powerful. This is just the v1 of what we will be releasing in this area. We are so excited to see what you create with these new agentic products. Get creative, we think you will be surprised at how many interesting experiences you can create with Octane AI now.

Matt Schlicht

290,828 просмотров • 9 месяцев назад