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Massachusetts needs an ADU assembly line. When the state legalized accessory dwelling units, I was genuinely excited. Granny flats and backyard units create more housing capacity without changing what a neighborhood feels like. I also assumed there would be economies of scale, that someone would design a beautiful ADU,...

14,583 просмотров • 16 дней назад •via X (Twitter)

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Zohran Mamdani rent controls will make things worse, New York regulations are the problem “Looking at our friend, Javier Milei, the president of Argentina, he has removed all rent regulation — In a year and a half, supply has increased and rents are down 30%” “You look at New York, for example, without going into too much detail, there's all these policies that are in place to help create more affordable housing. But unfortunately, it's a fundamental misunderstanding of supply and demand. There's a state program, for example, that says, okay, if you build a building that's over a certain number of units, then you have to change these wage structures and you need to have this percentage affordable and all that, and that cap is about 100 units, 100 apartments. So if you look at all of the 100% of the applications under the new program, to build these buildings in New York, 100% of them are 99 units or below. Looking at our friend, Javier Milei, the president of Argentina, he has removed all rent regulation from Argentina and Buenos Aires. In a year and a half, supply has increased and rents are down 30%. That's incredible. In a year and a half, two years, there is 40 to 50,000 by our estimates, vacant apartments in Manhattan that because of rent regulation are not being put onto the market. That's insane. So you could have, by just changing policy, you could increase increase a huge number of units, and you could also bring all these units back online, and you could cut the price of housing in New York, and we don't have to resort to socialism. They're only able to freeze rents on the regulated units, which means the free market rents can float. And also, if you make it impossible under that regime to build more apartments, guess what happens to the price of free market rents? They keep going up. They are going to skyrocket.”

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Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”

Startup Archive

162,101 просмотров • 2 лет назад

Jeff Bezos explains the “releasing the work” framework he used to build Amazon In the early days of Amazon, Jeff Bezos had too many ideas. Then Jeff Wilke, a new Amazon executive at the time, told his boss, “Jeff, you have enough ideas to destroy Amazon.” “This was just a shocking idea for me,” Bezos recalls. “As a founder, I had the great luxury of always being able to hire my tutors. I would hire these experienced, senior executives . . . And I would listen to them and they would teach me.” When Bezos asked Wilke what he meant by this, Wilke responded, “You have to release the work at the right rate so that the organization can accept it.” Bezos reflects on this point: “Every time I released an idea, I was creating a backlog of work in process. And because it was just stacking up, it was adding no value. In fact, it was creating distraction . . . This sounds so obvious, but it was not obvious to me at the time. And this was a profound insight for me. So I started prioritizing the ideas better, keeping lists of them, and keeping ideas to myself until the organization was ready for the ideas.” He continues: “I also started figuring out how to build an organization that can be ready for more ideas. That’s about having the right senior team and leadership and giving those people the executive bandwidth so they could do more ideas per unit of time. And that is what we built. We built a company that’s very good at inventing and doing more than one thing at a time. And as the company gets bigger, you do want to be able to do more than one thing at a time. But that idea of ‘releasing the work’ was very profound for me. It made us operationally more effective while still being inventive.” Video source: Reuters (2025)

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My cousins and my brother and I were exploring Coney Island, we saw the sights, hung out at the arcades and before we went back to the apartment we decided to go and get something to eat, we had some money on us but not much so we decided to see what we could get at one of the vendors. This was back in the early 90’s when most of them had dollar slices of pizza wherever we went. So we got 4 pieces of pizza, should have been $4 because that’s the price we were used to. The guy wanted to charge us $24 at $6 a slice. We argues with him because one of my cousins already took a bite being so hungry. But at the least we owed $4. We gave the other slices back and refused them but had to pay for the partially eaten one, it was embarrassing that an adult would try that on a bunch of kids. We told our uncle what happened and he went back and yelled at the vendor. He was familiar with them because he used to get slices all the time from the same guy and he never charged my uncle that price. I couldn’t imagine paying that exurban amount, like this guy who was being charged $54 for a hotdog by one of the vendors. At first he thought it was a typo and it was $5.40 but the vendor. Learned it up when he said no it was $54. Would you have paid that amount? I would have walked away, clearly he was trying to possibly scam a the man for looking like a tourist. Part of the experience when visiting a new area is the street food but it’s becoming more and more a chore avoiding places like this.

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