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Every autonomous system depends on one thing above anything else – data. The challenge is that most organizations struggle with data that is static, siloed and too slow to shape real decisions. That gap is where the hardest problems live. At Vantor, you work at the center of a...

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Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."
1:37

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

TBPN

34,529 görüntüleme • 4 ay önce

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."
1:37

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

TBPN

383,762 görüntüleme • 5 ay önce

Elon Musk: Starting a company means working on the problems that the company needs you to work on and not the problems you want to work on. “There's a friend of mine who says, starting a company is like staring into the abyss and eating glass. And there's some truth to that. The staring into the abyss part is that you're going to be constantly facing the extermination of the company. Because most startups fail. It's like 90%, it could be 99% of startups fail. So that's the staring into the abyss part. You're constantly saying, OK, if I don't get this right, the company will die, which can be quite stressful. And then the eating glass part is you've got to work on the problems that the company needs you to work on and not the problems you want to work on. So you end up working on problems that you really wish you weren't working on. And that goes on for a long time.” Source: Interview with Sal Khan, Khan Academy, April 22, 2013.
1:10

Elon Musk: Starting a company means working on the problems that the company needs you to work on and not the problems you want to work on. “There's a friend of mine who says, starting a company is like staring into the abyss and eating glass. And there's some truth to that. The staring into the abyss part is that you're going to be constantly facing the extermination of the company. Because most startups fail. It's like 90%, it could be 99% of startups fail. So that's the staring into the abyss part. You're constantly saying, OK, if I don't get this right, the company will die, which can be quite stressful. And then the eating glass part is you've got to work on the problems that the company needs you to work on and not the problems you want to work on. So you end up working on problems that you really wish you weren't working on. And that goes on for a long time.” Source: Interview with Sal Khan, Khan Academy, April 22, 2013.

ELON CLIPS

18,619 görüntüleme • 15 gün önce

Q: What made Steve Jobs great? Tony Fadell is the co-creator of the iPod, iPhone, and Nest. In the clip below, he describes some of the things that made Steve Jobs great: “Really pushing you. Relentless on the details. Challenging you for the right reasons. It wasn’t bullying, it wasn’t demeaning. He would critique the work, not judge the person—at least not in front of them or a group. Extreme attention to detail.” But, as Tony describes, one of the most impressive things about Steve was his ability to make great opinion-based decisions, which is critical for any revolutionary product: “When you make the first version of anything—something revolutionary—there are a lot of opinion-based decisions… And when you have those opinions, and you’re trying to work with a team to implement those decisions, you have to really tell the ‘why’ of those decisions. That way everyone can feel like they’re a part of those decisions and understand the tradeoffs... A lot of times, people want a data-driven decision, but with v1s you don’t have data.” He continues: “If you look at most companies that are paralyzed and cannot make new innovations and new products, it’s because they’re trying to turn opinion-based decisions into data-driven decisions so that they don’t lose their jobs… with a v1 product, you need to be able to articulate opinion-based decisions and own them. If you don’t get them right, you own them, fix them, and move on.” This is something Steve did exceptionally well, and Tony highlights the iPhone’s virtual keyboard as an example. At the time, the Blackberry dominated the productivity phone market. It was called the “crackberry” for a reason: people loved it. Moving to a virtual keyboard that wouldn’t work as well was an opinion-based decision that was the exact opposite of what the market data said. But Steve explained to the team that the iPhone was going to be a productivity AND entertainment device. Videos, apps, and the web browser would need to be full screen. Half of the device can’t be a keyboard because you won’t need a keyboard for everything you do. Steve understood that the Blackberry was a productivity device where the primary use case was messaging and phone calls. The iPhone was going to be so much more, and he explained this ‘why’ to the team in a way that everyone could understand. Tony also shares an example of how Jobs would also reverse an opinion-based decision if the data convinced him that his underlying assumptions were wrong. This ability to make great opinion-based decisions is paramount for creating revolutionary products. And as Tony explains, Steve might’ve been the best in the world at it.
6:16

Q: What made Steve Jobs great? Tony Fadell is the co-creator of the iPod, iPhone, and Nest. In the clip below, he describes some of the things that made Steve Jobs great: “Really pushing you. Relentless on the details. Challenging you for the right reasons. It wasn’t bullying, it wasn’t demeaning. He would critique the work, not judge the person—at least not in front of them or a group. Extreme attention to detail.” But, as Tony describes, one of the most impressive things about Steve was his ability to make great opinion-based decisions, which is critical for any revolutionary product: “When you make the first version of anything—something revolutionary—there are a lot of opinion-based decisions… And when you have those opinions, and you’re trying to work with a team to implement those decisions, you have to really tell the ‘why’ of those decisions. That way everyone can feel like they’re a part of those decisions and understand the tradeoffs... A lot of times, people want a data-driven decision, but with v1s you don’t have data.” He continues: “If you look at most companies that are paralyzed and cannot make new innovations and new products, it’s because they’re trying to turn opinion-based decisions into data-driven decisions so that they don’t lose their jobs… with a v1 product, you need to be able to articulate opinion-based decisions and own them. If you don’t get them right, you own them, fix them, and move on.” This is something Steve did exceptionally well, and Tony highlights the iPhone’s virtual keyboard as an example. At the time, the Blackberry dominated the productivity phone market. It was called the “crackberry” for a reason: people loved it. Moving to a virtual keyboard that wouldn’t work as well was an opinion-based decision that was the exact opposite of what the market data said. But Steve explained to the team that the iPhone was going to be a productivity AND entertainment device. Videos, apps, and the web browser would need to be full screen. Half of the device can’t be a keyboard because you won’t need a keyboard for everything you do. Steve understood that the Blackberry was a productivity device where the primary use case was messaging and phone calls. The iPhone was going to be so much more, and he explained this ‘why’ to the team in a way that everyone could understand. Tony also shares an example of how Jobs would also reverse an opinion-based decision if the data convinced him that his underlying assumptions were wrong. This ability to make great opinion-based decisions is paramount for creating revolutionary products. And as Tony explains, Steve might’ve been the best in the world at it.

Michael McGuiness

36,083 görüntüleme • 2 yıl önce

.Ilya Sutskever on why OpenAI gave up on robotics: "Progress comes from the combination of compute and data. There was no path to data from robotics. I'd say that now it is possible to create a path forward, but one needs to really commit. You could imagine a gradual path of improvement where you build more robots, they do more things, you collect more data and so on. But you need to really love robots and need to be really willing to solve all the physical and logistical problems of dealing with them. It's not the same as software at all."
1:57

.Ilya Sutskever on why OpenAI gave up on robotics: "Progress comes from the combination of compute and data. There was no path to data from robotics. I'd say that now it is possible to create a path forward, but one needs to really commit. You could imagine a gradual path of improvement where you build more robots, they do more things, you collect more data and so on. But you need to really love robots and need to be really willing to solve all the physical and logistical problems of dealing with them. It's not the same as software at all."

Dwarkesh Patel

325,857 görüntüleme • 2 yıl önce

Elon Musk explains why the CEO must work on the “most pernicious and painful problems” “A lot of times people think creating a company is going to be fun. I would say it’s really not that fun. There are periods of fun, and there are periods where it’s just awful. Particularly if you’re the CEO of the company. You actually have a distillation of all the worst problems in the company. There’s no point in spending your time on things that are going right. So you only spend your time on things that are going wrong that other people can’t take care of… the most pernicious and painful problems.” Elon believes founders need to have a “fairly high pain threshold” and explains that starting a company is like “staring into the abyss and eating glass.” “The staring into the abyss part is that you’re going to be constantly facing the extermination of the company because most startups fail… You’re constantly saying, okay, if I don’t get this right, the company will die. It’s going to be quite stressful. And then the eating glass part is you’ve got to work on the problems that the company needs you to work on, not the problems you want to work on. And so you end up working on problems that you’d really wish you weren’t working on… And that goes on for a long time.” Video source: Khan Academy
0:59

Elon Musk explains why the CEO must work on the “most pernicious and painful problems” “A lot of times people think creating a company is going to be fun. I would say it’s really not that fun. There are periods of fun, and there are periods where it’s just awful. Particularly if you’re the CEO of the company. You actually have a distillation of all the worst problems in the company. There’s no point in spending your time on things that are going right. So you only spend your time on things that are going wrong that other people can’t take care of… the most pernicious and painful problems.” Elon believes founders need to have a “fairly high pain threshold” and explains that starting a company is like “staring into the abyss and eating glass.” “The staring into the abyss part is that you’re going to be constantly facing the extermination of the company because most startups fail… You’re constantly saying, okay, if I don’t get this right, the company will die. It’s going to be quite stressful. And then the eating glass part is you’ve got to work on the problems that the company needs you to work on, not the problems you want to work on. And so you end up working on problems that you’d really wish you weren’t working on… And that goes on for a long time.” Video source: Khan Academy

Startup Archive

41,088 görüntüleme • 1 yıl önce

We’re hiring embedded systems, electrical, and machine learning engineers to build autonomous systems that defend against drones. If you want to work on the future of defense tech, reach out or apply.
0:25

We’re hiring embedded systems, electrical, and machine learning engineers to build autonomous systems that defend against drones. If you want to work on the future of defense tech, reach out or apply.

Allen Control Systems

205,129 görüntüleme • 1 yıl önce

Alexandr Wang on why Paul Graham’s “Schlep Blindness” essay was seminal for Scale AI “One of the secrets to Scale AI — and I think this applies to almost every industry — was that the problem we were solving of building really high quality data sets was something that most machine learning teams knew was very important but it wasn’t necessarily the sexiest problem that every AI scientist wanted to spend their days and nights working on.” Alexandr continues: “There was one article that was pretty seminal for me early on. It was an essay by Paul Graham called ‘Schlep Blindness.’ I’d encourage everyone to read it if you get a chance. But basically the idea was that most people avoid thinking about the really difficult, hairy, ugly, and annoying problems that exist in the world but they’re really important. He actually uses Stripe as one of the examples in his essay, but these problems are everywhere. The ugly, hairy problems that everyone knows are important but aren’t sexy to work on — if you can identify what those problems are, they generally make really exciting startup ideas.” This was a lot of the original pitch for Scale: “You know this is important but you probably aren’t the most excited to work on it.” And then the early Scale team was super scrappy, which helped them earn the trust of their customers: “They saw our product velocity and how fast we were moving. They thought to themselves, ‘Even if they don’t have the perfect product today, they’re going to get to a product that we’re going to be able to rely on really quickly.’” Source: Startup Grind (Apr 2022)
2:03

Alexandr Wang on why Paul Graham’s “Schlep Blindness” essay was seminal for Scale AI “One of the secrets to Scale AI — and I think this applies to almost every industry — was that the problem we were solving of building really high quality data sets was something that most machine learning teams knew was very important but it wasn’t necessarily the sexiest problem that every AI scientist wanted to spend their days and nights working on.” Alexandr continues: “There was one article that was pretty seminal for me early on. It was an essay by Paul Graham called ‘Schlep Blindness.’ I’d encourage everyone to read it if you get a chance. But basically the idea was that most people avoid thinking about the really difficult, hairy, ugly, and annoying problems that exist in the world but they’re really important. He actually uses Stripe as one of the examples in his essay, but these problems are everywhere. The ugly, hairy problems that everyone knows are important but aren’t sexy to work on — if you can identify what those problems are, they generally make really exciting startup ideas.” This was a lot of the original pitch for Scale: “You know this is important but you probably aren’t the most excited to work on it.” And then the early Scale team was super scrappy, which helped them earn the trust of their customers: “They saw our product velocity and how fast we were moving. They thought to themselves, ‘Even if they don’t have the perfect product today, they’re going to get to a product that we’re going to be able to rely on really quickly.’” Source: Startup Grind (Apr 2022)

Startup Archive

56,503 görüntüleme • 1 ay önce

At AIPCon 10, Palantir CEO Alex Karp shares our secret to sales: “We’re hoping that you’ll go to a large language model company and learn that they don’t care about you at all.” “What you will find is there are a myriad of problems that these very important models solve, and there are even bigger problems that they create.” “We’re in the business of giving you the ability to solve those problems for yourself and own the means of production.”
1:20

At AIPCon 10, Palantir CEO Alex Karp shares our secret to sales: “We’re hoping that you’ll go to a large language model company and learn that they don’t care about you at all.” “What you will find is there are a myriad of problems that these very important models solve, and there are even bigger problems that they create.” “We’re in the business of giving you the ability to solve those problems for yourself and own the means of production.”

Palantir

59,043,574 görüntüleme • 1 ay önce

#BudgetSession2025 | Lok Sabha LoP and Congress MP Rahul Gandhi says "People talk about AI, but it's important to understand that AI on its own is absolutely meaningless because AI operates on top of data. Without data, AI means nothing. And if we look at data today, there is one thing which is very clear. Every single piece of data that comes out of the production system in the world. The data that was used to make this phone, the data that is used to make electric cars. The data that is used to make basically all electronics on the planet today is owned by China. And the consumption data is owned by the United States... China has at least a 10 year lead on India in this space. China has been working on batteries, robots, motors, optics for the last 10 years and we are behind...We would ensure that our banking system is not captured by 2-3 companies that basically do not allow you to build a production system. But our banking system is open, dynamic and accessible to small and medium businesses and to millions and millions of entrepreneurs who want to take part in this revolution. Our foreign policy would take into account this revolution. When we talk to the United States, we would not send our foreign minister to invite our Prime Minister to his coronation...Because if we had a production system and if we were working on these technologies, the American President would come here and invite the Prime Minister."
3:20

#BudgetSession2025 | Lok Sabha LoP and Congress MP Rahul Gandhi says "People talk about AI, but it's important to understand that AI on its own is absolutely meaningless because AI operates on top of data. Without data, AI means nothing. And if we look at data today, there is one thing which is very clear. Every single piece of data that comes out of the production system in the world. The data that was used to make this phone, the data that is used to make electric cars. The data that is used to make basically all electronics on the planet today is owned by China. And the consumption data is owned by the United States... China has at least a 10 year lead on India in this space. China has been working on batteries, robots, motors, optics for the last 10 years and we are behind...We would ensure that our banking system is not captured by 2-3 companies that basically do not allow you to build a production system. But our banking system is open, dynamic and accessible to small and medium businesses and to millions and millions of entrepreneurs who want to take part in this revolution. Our foreign policy would take into account this revolution. When we talk to the United States, we would not send our foreign minister to invite our Prime Minister to his coronation...Because if we had a production system and if we were working on these technologies, the American President would come here and invite the Prime Minister."

ANI

163,581 görüntüleme • 1 yıl önce

We’re live at #GEOINT2026, where earlier today on the main stage, Ronda Schrenk, President of the United States Geospatial Intelligence Foundation (USGIF), highlighted how Vantor is combining highly detailed, accurate spatial data with advanced AI to deliver agentic intelligence that empowers human analysts in new ways. Visit us at Booth #1111 to experience those capabilities firsthand through live demos, conversations with mission experts, and real-world use cases. This week, we’re looking forward to connecting with customers, partners, and the broader GEOINT community — and to joining the conversations shaping mission speed, decision advantage, and the future of spatial intelligence. Catch our featured sessions: Monday, May 4 | 2:45–3:30 p.m. MT GEOINT at the Edge: How Software Is Breaking the Tactical Bottleneck Speaker: Susanne Hake Tuesday, May 5 | 9:45–10:30 a.m. The Intelligence Inflection Point: AI, GEOINT, and Decision Security Speaker: Dan Smoot See you at Booth #1111. 📸: Vantor x Google vignette highlighting agentic geospatial intelligence — using AI agents to turn complex imagery and spatial data into faster, mission-ready insight.
2:13

We’re live at #GEOINT2026, where earlier today on the main stage, Ronda Schrenk, President of the United States Geospatial Intelligence Foundation (USGIF), highlighted how Vantor is combining highly detailed, accurate spatial data with advanced AI to deliver agentic intelligence that empowers human analysts in new ways. Visit us at Booth #1111 to experience those capabilities firsthand through live demos, conversations with mission experts, and real-world use cases. This week, we’re looking forward to connecting with customers, partners, and the broader GEOINT community — and to joining the conversations shaping mission speed, decision advantage, and the future of spatial intelligence. Catch our featured sessions: Monday, May 4 | 2:45–3:30 p.m. MT GEOINT at the Edge: How Software Is Breaking the Tactical Bottleneck Speaker: Susanne Hake Tuesday, May 5 | 9:45–10:30 a.m. The Intelligence Inflection Point: AI, GEOINT, and Decision Security Speaker: Dan Smoot See you at Booth #1111. 📸: Vantor x Google vignette highlighting agentic geospatial intelligence — using AI agents to turn complex imagery and spatial data into faster, mission-ready insight.

Vantor

10,718 görüntüleme • 2 ay önce

The question we get the most with 8090 Enterprise engagements. Who maintains it and what happens when the software needs to change? Most custom software is built once and patched forever. Every change request becomes a six-week negotiation with a vendor who can no longer explain their own code. 8090 Enterprise inverts that. We design, build, host, AND maintain. Software Factory powers our delivery and is built for the second year of changes, the third year, and the tenth. Reach out to us about what system you want to replace: sales@8090.inc
0:40

The question we get the most with 8090 Enterprise engagements. Who maintains it and what happens when the software needs to change? Most custom software is built once and patched forever. Every change request becomes a six-week negotiation with a vendor who can no longer explain their own code. 8090 Enterprise inverts that. We design, build, host, AND maintain. Software Factory powers our delivery and is built for the second year of changes, the third year, and the tenth. Reach out to us about what system you want to replace: [email protected]

8090

120,538 görüntüleme • 1 ay önce

Introducing WorldView 3D, a first-of-its-kind satellite tasking product that delivers up-to-date 3D ground truth anywhere on Earth. From GPS-denied autonomy and intelligence analysis to consumer-grade mapping and disaster response, the world's most important missions increasingly depend on accurate, up-to-date 3D terrain. But for years, keeping 3D maps current at global scale hasn't been possible. WorldView 3D changes that. Built on Vantor’s trusted spatial foundation, our new tasking capability empowers customers to task and receive updated 3D data within 24 hours of image collection. For missions that require greater fidelity, they can also produce high-definition 3D maps anywhere in the world. 3D is the future of spatial intelligence, and Vantor is leading the change. Our trusted spatial foundation already includes 100 million sq km of the world mapped inhighly accurate 3D. Now customers can update the locations that matter most with the speed, scale, and fidelity required for critical missions. Read the full announcement:
0:35

Introducing WorldView 3D, a first-of-its-kind satellite tasking product that delivers up-to-date 3D ground truth anywhere on Earth. From GPS-denied autonomy and intelligence analysis to consumer-grade mapping and disaster response, the world's most important missions increasingly depend on accurate, up-to-date 3D terrain. But for years, keeping 3D maps current at global scale hasn't been possible. WorldView 3D changes that. Built on Vantor’s trusted spatial foundation, our new tasking capability empowers customers to task and receive updated 3D data within 24 hours of image collection. For missions that require greater fidelity, they can also produce high-definition 3D maps anywhere in the world. 3D is the future of spatial intelligence, and Vantor is leading the change. Our trusted spatial foundation already includes 100 million sq km of the world mapped inhighly accurate 3D. Now customers can update the locations that matter most with the speed, scale, and fidelity required for critical missions. Read the full announcement:

Vantor

15,434 görüntüleme • 10 gün önce

This is awesome for those learning to build AI Agents: It's a challenge where you'll need to build an autonomous agent to survive in a world full of zombies. It's super fun, and it's 10x better than reading yet another tutorial. Here, you'll need to write code if you want to solve the problem. This challenge is sponsored by OutSystems, a platform for building and deploying enterprise-grade software. They have the Agent Workbench that you can use to build agentic systems. To join the challenge, you can visit:
3:05

This is awesome for those learning to build AI Agents: It's a challenge where you'll need to build an autonomous agent to survive in a world full of zombies. It's super fun, and it's 10x better than reading yet another tutorial. Here, you'll need to write code if you want to solve the problem. This challenge is sponsored by OutSystems, a platform for building and deploying enterprise-grade software. They have the Agent Workbench that you can use to build agentic systems. To join the challenge, you can visit:

Santiago

22,466 görüntüleme • 8 ay önce

.Aaron Day breaks down how tokenization will lead to technocracy. Technocracy is political ideology that began in the 1930s at Columbia University built on the belief that scientists and engineers should make decisions for society. In that system, ownership disappears, the economy runs on social credit backed by energy credits, and access to your assets depends on compliance. Day calls it a War on Free Will because when a system can surveil you and shut off your access to money, you’re no longer truly free to make your own decisions.
2:18

.Aaron Day breaks down how tokenization will lead to technocracy. Technocracy is political ideology that began in the 1930s at Columbia University built on the belief that scientists and engineers should make decisions for society. In that system, ownership disappears, the economy runs on social credit backed by energy credits, and access to your assets depends on compliance. Day calls it a War on Free Will because when a system can surveil you and shut off your access to money, you’re no longer truly free to make your own decisions.

Bri Teresi

17,380 görüntüleme • 3 ay önce

This is one of my favorite movie endings... It has a powerful lesson: "At some point, everything is going to go south on you...and you're gonna say 'this is it, this is how I end.' Now you can either accept that, or you can get to work. That's all it is, you just begin. You do the math. You solve one problem. Then you solve the next one. And the next. And if you solve enough problems, you get to come home." This is the beautiful thing about life: No matter where you are today—no matter how deep in the darkness—you are always just one good decision away from being in a better place tomorrow. You can always focus on that one decision—that one problem—in front of you. Don't worry about the hundreds or thousands of decisions that you still have to make to get to where you want to be—just focus on the next decision. Just begin. Solve one problem. Then solve the next one. And the next. "Life is really simple, but we insist on making it complicated." - Confucius
0:50

This is one of my favorite movie endings... It has a powerful lesson: "At some point, everything is going to go south on you...and you're gonna say 'this is it, this is how I end.' Now you can either accept that, or you can get to work. That's all it is, you just begin. You do the math. You solve one problem. Then you solve the next one. And the next. And if you solve enough problems, you get to come home." This is the beautiful thing about life: No matter where you are today—no matter how deep in the darkness—you are always just one good decision away from being in a better place tomorrow. You can always focus on that one decision—that one problem—in front of you. Don't worry about the hundreds or thousands of decisions that you still have to make to get to where you want to be—just focus on the next decision. Just begin. Solve one problem. Then solve the next one. And the next. "Life is really simple, but we insist on making it complicated." - Confucius

Sahil Bloom

213,822 görüntüleme • 1 yıl önce

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”
1:50

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”

Startup Archive

13,007 görüntüleme • 5 ay önce

Anduril Founder Palmer Luckey on Building the Batmobile: “When you’re a defense product company one of the biggest risks is building the thing that you think is cool, rather than the right thing for the customer.” Anduril differs from most defense contractors who rely on slow "cost-plus" contracts. Traditional contractors are paid for their time and materials with a fixed percentage of profit on top. Instead, Anduril is a Defense Product Company, they build systems with their own money to move faster at lower costs. Palmer Luckey walks through the four critical questions he asks before deciding to build a product. And tells the story of the “Anduril Sentry Tank”, one of Anduril’s first products that failed due to political problems. “We still have two prototypes that sit in our warehouse waiting for the world to change.”
3:22

Anduril Founder Palmer Luckey on Building the Batmobile: “When you’re a defense product company one of the biggest risks is building the thing that you think is cool, rather than the right thing for the customer.” Anduril differs from most defense contractors who rely on slow "cost-plus" contracts. Traditional contractors are paid for their time and materials with a fixed percentage of profit on top. Instead, Anduril is a Defense Product Company, they build systems with their own money to move faster at lower costs. Palmer Luckey walks through the four critical questions he asks before deciding to build a product. And tells the story of the “Anduril Sentry Tank”, one of Anduril’s first products that failed due to political problems. “We still have two prototypes that sit in our warehouse waiting for the world to change.”

Anduril Appreciator

55,477 görüntüleme • 7 ay önce