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Marc Andreesen explains Elon’s management approach: 1. Engineer-first organizations and find truth by speaking with those working on the floor (avoid management layers). 2. Every week, find the most important bottleneck at a company and parachute in to fix it. 3. Keep model of all engineering and business moving... show more

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1,161,698 次观看 • 8 个月前 •via X (Twitter)

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Marc Andreessen: "There's 2 reasons they're incurious about it... Elon Musk also generates emotion in people." For a hundred years, management books taught us the exact same system for running a company: put someone at the top to oversee the machine, wait for reports, and enforce the rules. "And then there's Elon who just doesn't do any of that and has a completely different playbook." The Elon Playbook in a nutshell: 1- It’s only engineers. "People who matter in your company are the engineers, the people who understand the technical content of what you're doing." 2- Ruthlessly violate the chain of command. "You never ever talk to mid-level management. If they need it for whatever vacation policy, it's fine. But if you are the CEO to get the truth, you only talk to the line engineer." 3- Parachute into the bottleneck. "Your job as the CEO is every week to fix whatever is the most important bottleneck to the company's progress. You parachute in, find the engineers that are working on that problem, and you basically stay up with them all night until they fix the problem." 4- Engineering reviews, NOT product reviews. "You get all the engineers together and you have them each present what they're doing for 5 minutes. The result of that is you know every single engineer in the company, you know exactly what they're working on." 5- Act instantly on talent. "If somebody's not good you fire them on the spot. If somebody's great you go all out to get them." Traditional CEOs rely on reports and middle management. Elon ignores the rules to get straight to the truth.

Marc Andreessen: "There's 2 reasons they're incurious about it... Elon Musk also generates emotion in people." For a hundred years, management books taught us the exact same system for running a company: put someone at the top to oversee the machine, wait for reports, and enforce the rules. "And then there's Elon who just doesn't do any of that and has a completely different playbook." The Elon Playbook in a nutshell: 1- It’s only engineers. "People who matter in your company are the engineers, the people who understand the technical content of what you're doing." 2- Ruthlessly violate the chain of command. "You never ever talk to mid-level management. If they need it for whatever vacation policy, it's fine. But if you are the CEO to get the truth, you only talk to the line engineer." 3- Parachute into the bottleneck. "Your job as the CEO is every week to fix whatever is the most important bottleneck to the company's progress. You parachute in, find the engineers that are working on that problem, and you basically stay up with them all night until they fix the problem." 4- Engineering reviews, NOT product reviews. "You get all the engineers together and you have them each present what they're doing for 5 minutes. The result of that is you know every single engineer in the company, you know exactly what they're working on." 5- Act instantly on talent. "If somebody's not good you fire them on the spot. If somebody's great you go all out to get them." Traditional CEOs rely on reports and middle management. Elon ignores the rules to get straight to the truth.

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164,839 次观看 • 3 个月前

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

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Marc Andreessen worked at IBM at the peak of their power. There were 12 layers of management between him as an intern and the CEO. He describes what that meant: if one layer lies to the layer above it, maybe that's okay. Two or three layers, the lies compound. Six layers, they really compound. Twelve layers... The CEO has absolutely no idea what's happening inside his own company. IBM even had a name for it. They called it the Big Gray Cloud, the cloud of men in gray suits that followed the CEO everywhere and made it physically impossible for him to ever talk to someone actually doing the work. "It was like a visit from the king. The king and the traveling court. A completely impervious bubble." That company controlled 80% of tech. Then it didn't. Elon looked at that model and built the opposite. The most dangerous thing in a large organization isn't incompetence. It's the distance between the truth and the top.

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Marc Andreessen explains the "Elon Method" of leadership, and it completely contradicts how most CEOs operate today. Most leaders get bogged down trying to manage every single moving part of their business. But according to Andreessen, Elon's approach is actually the exact opposite: he delegates almost everything. He isn't involved in 99% of what his companies are doing on a daily basis. Instead, his entire focus is hunting for one specific thing: The Bottleneck. In any manufacturing chain, there is always a bottleneck keeping the line from running the way it's supposed to. It could be a lack of raw materials at the beginning, or a shortage of warehouse space at the end. Whatever it is, that bottleneck is holding everything up. Job number one is to remove it and get things flowing again. Elon has universalized this concept. He looks at every company like it's a conceptual assembly line—sometimes a literal one making cars and rockets. He knows that on any given week, there is guaranteed to be one main bottleneck holding his people back. So, what’s the secret to his management paradox? He relentlessly micromanages the solution to that one specific problem. He doesn't need to manage everything else because, by definition, the rest of the company is running better than the bottleneck. Once it's fixed, he moves on to the next biggest problem. But here is the part where most non-technical CEOs would completely fail trying to replicate this method: When Elon identifies the bottleneck, he has zero patience for bureaucracy. He doesn't ask the VP of Engineering to ask the Director to ask the Manager to ask the individual contributor to write a report to be reviewed in three weeks. He would throw that entire chain of command out the window. Instead, he bypasses the middleman completely. He goes straight to the manufacturing line or the software group, personally finds the exact line engineer who actually understands the technical nature of the bottleneck, sits in a room with them, and fixes the problem together.

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Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

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1,571,804 次观看 • 1 年前

Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

Startup Archive

1,666,076 次观看 • 1 年前

Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson

Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson

a16z

140,451 次观看 • 5 个月前

Milliband needs to stand up for the Prax-Lindsey Oil Refinery workers and not his Net Zero Paymasters. Today, I met with workers from Prax. This is strategically an important business for Britain and our energy security. With the workforce and permanent private contractors, around 800 jobs are at risk, and in the next week, they need to take another delivery of crude oil to survive. Prax has a direct line to Heathrow. If they close, it will not only be devastating for local people, but the wider economy. We will always need oil. We need to produce it here in Britain and in Lincolnshire. The management company handling this is saying it is a viable business and just needs better management. Its time Milliband and Labour listened to the workers and stopped focusing on Net zero utopia. They need to find a buyer and, in the interim, support the workers. Talk

Milliband needs to stand up for the Prax-Lindsey Oil Refinery workers and not his Net Zero Paymasters. Today, I met with workers from Prax. This is strategically an important business for Britain and our energy security. With the workforce and permanent private contractors, around 800 jobs are at risk, and in the next week, they need to take another delivery of crude oil to survive. Prax has a direct line to Heathrow. If they close, it will not only be devastating for local people, but the wider economy. We will always need oil. We need to produce it here in Britain and in Lincolnshire. The management company handling this is saying it is a viable business and just needs better management. Its time Milliband and Labour listened to the workers and stopped focusing on Net zero utopia. They need to find a buyer and, in the interim, support the workers. Talk

Dame Andrea Jenkyns 🇬🇧

26,649 次观看 • 1 年前

A blockchain project can be designed to be 100% technically decentralized, but if a single developer or a team within a single country controls the development and decision-making, the project may not be fully decentralized in terms of governance and decision-making. ## Differences between technical decentralization and governance decentralization - *Technical decentralization*: The blockchain project uses decentralized technology, such as distributed ledgers, to ensure transparency and security. - *Governance decentralization*: The blockchain project is managed and decided by a decentralized community, not by a single individual or organization. ## Conditions for a blockchain project to be considered decentralized For a blockchain project to be considered truly decentralized, it needs to meet both conditions: - *Technical decentralization*: Uses decentralized technology to ensure transparency and security. - *Decentralized governance*: Managed and decided by a decentralized community, with transparent and fair decision-making mechanisms. If a blockchain project only meets one of the above two conditions, it may not be fully decentralized. ## Building a 100% Decentralized Ecosystem: A New Model for the Future In the context of rapidly developing blockchain technology, building a 100% decentralized ecosystem is not only a goal but also an essential need. The SkyPirl (PIRL coin) project has pioneered the application of a decentralized model not only in terms of technology but also in terms of governance. This article will analyze and demonstrate the importance of this model and convince the community, developers and organizations to support this policy. ## Why 100% Decentralization is Necessary 100% decentralization ensures that no single individual or organization can control the entire system. This enhances transparency, security and fairness. When applied to an ecosystem this model will bring many benefits: - *Increased transparency*: With the decentralization of power and management by many organizations and individuals, the system will become more transparent. - *Higher security*: The use of multi-signature wallets and treasury management by many representatives will reduce security risks. - *Fairness and democracy*: The decentralized model ensures that all decisions are made fairly and democratically. ## SkyPirl's Decentralized Governance Model SkyPirl project has adopted a decentralized governance model from the beginning by: - *Decentralized development team*: Multiple development teams from different countries, ensuring that no single country or organization controls the entire project. - *Restrict developer power*: Developers are not allowed to hold websites, domains and social media channels, helping to disperse power. - *Use smart contracts and multi-signature wallets*: To ensure transparency and security in treasury management and transactions. ## Applying the Model to the Ecosystem The ecosystem will apply this 100% decentralized model to all projects. This includes: - *Decentralization of power*: Many organizations and individuals will participate in management and decision-making. - *Use multi-signature wallets*: To ensure security and transparency in treasury management. - *Representatives from organizations*: Organizations will send representatives to participate in management and decision-making. #SkyPirl #PIRL #PIRLmeet #SLOFI #CLO #2BearsExchange

A blockchain project can be designed to be 100% technically decentralized, but if a single developer or a team within a single country controls the development and decision-making, the project may not be fully decentralized in terms of governance and decision-making. ## Differences between technical decentralization and governance decentralization - Technical decentralization: The blockchain project uses decentralized technology, such as distributed ledgers, to ensure transparency and security. - Governance decentralization: The blockchain project is managed and decided by a decentralized community, not by a single individual or organization. ## Conditions for a blockchain project to be considered decentralized For a blockchain project to be considered truly decentralized, it needs to meet both conditions: - Technical decentralization: Uses decentralized technology to ensure transparency and security. - Decentralized governance: Managed and decided by a decentralized community, with transparent and fair decision-making mechanisms. If a blockchain project only meets one of the above two conditions, it may not be fully decentralized. ## Building a 100% Decentralized Ecosystem: A New Model for the Future In the context of rapidly developing blockchain technology, building a 100% decentralized ecosystem is not only a goal but also an essential need. The SkyPirl (PIRL coin) project has pioneered the application of a decentralized model not only in terms of technology but also in terms of governance. This article will analyze and demonstrate the importance of this model and convince the community, developers and organizations to support this policy. ## Why 100% Decentralization is Necessary 100% decentralization ensures that no single individual or organization can control the entire system. This enhances transparency, security and fairness. When applied to an ecosystem this model will bring many benefits: - Increased transparency: With the decentralization of power and management by many organizations and individuals, the system will become more transparent. - Higher security: The use of multi-signature wallets and treasury management by many representatives will reduce security risks. - Fairness and democracy: The decentralized model ensures that all decisions are made fairly and democratically. ## SkyPirl's Decentralized Governance Model SkyPirl project has adopted a decentralized governance model from the beginning by: - Decentralized development team: Multiple development teams from different countries, ensuring that no single country or organization controls the entire project. - Restrict developer power: Developers are not allowed to hold websites, domains and social media channels, helping to disperse power. - Use smart contracts and multi-signature wallets: To ensure transparency and security in treasury management and transactions. ## Applying the Model to the Ecosystem The ecosystem will apply this 100% decentralized model to all projects. This includes: - Decentralization of power: Many organizations and individuals will participate in management and decision-making. - Use multi-signature wallets: To ensure security and transparency in treasury management. - Representatives from organizations: Organizations will send representatives to participate in management and decision-making. #SkyPirl #PIRL #PIRLmeet #SLOFI #CLO #2BearsExchange

SkyPirl Official 🎈🎈

16,135 次观看 • 1 年前

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Michael McGuiness

180,634 次观看 • 2 年前

WOW. Marcelo Bielsa is 70 years of age, and his parting message to Uruguay carries a lesson every coach should sit with. No group is the same. No individual is the same. Nobody. Bielsa admits he has never tried to be the “friendly” coach. He values order, discipline, seriousness, obsession. That has made him one of the most respected minds in football. But even Bielsa seems to accept something powerful here: That approach does not work for every player. It does not work in every environment. And knowledge alone is never enough. As a coach, you have to find a way to connect. Quote us on this: “You can have all the knowledge in the world, but it is absolutely useless if the people playing don’t like you. Player management and people management might not be on coaching courses, but don’t be kidded by associations. It is the most important quality a coach can have.” Football is about tactics, detail, preparation and standards. But above all, it is about people. So many coaches out there fail to grasp this, they think they can shout their way to development or success, and this day and age you simply can't.

WOW. Marcelo Bielsa is 70 years of age, and his parting message to Uruguay carries a lesson every coach should sit with. No group is the same. No individual is the same. Nobody. Bielsa admits he has never tried to be the “friendly” coach. He values order, discipline, seriousness, obsession. That has made him one of the most respected minds in football. But even Bielsa seems to accept something powerful here: That approach does not work for every player. It does not work in every environment. And knowledge alone is never enough. As a coach, you have to find a way to connect. Quote us on this: “You can have all the knowledge in the world, but it is absolutely useless if the people playing don’t like you. Player management and people management might not be on coaching courses, but don’t be kidded by associations. It is the most important quality a coach can have.” Football is about tactics, detail, preparation and standards. But above all, it is about people. So many coaches out there fail to grasp this, they think they can shout their way to development or success, and this day and age you simply can't.

Keepitonthedeck

118,642 次观看 • 18 天前

This business owner is a complete fool! He owns a real estate company! Or did! His company is below in the comments! There are so many other companies that you can do business with and they really should stay out of politics! Smh 🤦‍♀️

This business owner is a complete fool! He owns a real estate company! Or did! His company is below in the comments! There are so many other companies that you can do business with and they really should stay out of politics! Smh 🤦‍♀️

Kathleen Winchell ❤️🤍💙🇺🇸🇺🇸

259,454 次观看 • 9 个月前

Elon Musk: If you are creating a company or joining a company the most important thing is to attract great people "If you are creating a company or joining a company the most important thing is to attract great people, so either be with or join a group that's amazing that you really respect, or if you have building a company you have to gather great people I mean all the company is a group of people that have gathered together to create a product or service and so depending upon how talented and hardworking that group is, and the degree to which they're focused, cohesively, and in a good direction, that will determine the success of the company Do everything you can to gather great people, if you are creating a company"

Elon Musk: If you are creating a company or joining a company the most important thing is to attract great people "If you are creating a company or joining a company the most important thing is to attract great people, so either be with or join a group that's amazing that you really respect, or if you have building a company you have to gather great people I mean all the company is a group of people that have gathered together to create a product or service and so depending upon how talented and hardworking that group is, and the degree to which they're focused, cohesively, and in a good direction, that will determine the success of the company Do everything you can to gather great people, if you are creating a company"

SMX 🇺🇸

12,251 次观看 • 3 个月前

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

ELON CLIPS

193,027 次观看 • 1 年前

We need this type of automated drone landing and storage system installed on all tanks and IFVs. It will revolutionize small unit tactics basically World of Tanks in real life. The drone can spot and tag points of interests and enemy targets, which can then be displayed on the tankers' head-up-display or screen. The commander of the tank company commander can also use the drones' vantage view, to draw avenues of attack for other tanks, IFVs or infantries on the integrated battle management system.

We need this type of automated drone landing and storage system installed on all tanks and IFVs. It will revolutionize small unit tactics basically World of Tanks in real life. The drone can spot and tag points of interests and enemy targets, which can then be displayed on the tankers' head-up-display or screen. The commander of the tank company commander can also use the drones' vantage view, to draw avenues of attack for other tanks, IFVs or infantries on the integrated battle management system.

Zhao DaShuai 东北进修🇨🇳

16,435 次观看 • 8 个月前

Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."

Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."

DogeDesigner

24,515 次观看 • 5 个月前

Joe Sang, CEO of Kenya Pipeline Company, is one of the most sought-after business leaders in Kenya right now, with the state-owned company preparing to go public on the NSE PLC . In a recent sit-down with Eric Asuma, we explored his personal journey, his passion for running, and the resilience it instills. - Joe is up by 4:00 AM every day to run, and recently took on the Berlin Marathon with a sub-3-hour goal. - For him, running is about giving back to society and sharpening the endurance needed for leadership. We are looking forward to continuing this conversation with Joe during in front of global institutional investors at the inaugural #BullishKenya reception in New York this week.

Joe Sang, CEO of Kenya Pipeline Company, is one of the most sought-after business leaders in Kenya right now, with the state-owned company preparing to go public on the NSE PLC . In a recent sit-down with Eric Asuma, we explored his personal journey, his passion for running, and the resilience it instills. - Joe is up by 4:00 AM every day to run, and recently took on the Berlin Marathon with a sub-3-hour goal. - For him, running is about giving back to society and sharpening the endurance needed for leadership. We are looking forward to continuing this conversation with Joe during in front of global institutional investors at the inaugural #BullishKenya reception in New York this week.

Kenyan Wall Street

62,311 次观看 • 9 个月前