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Richard Hamming stood in front of Navy graduate students in 1995 and explained why smart engineers build the wrong systems. The camera caught 45 minutes of it. Almost nobody watches it. Hamming ran computing at Bell Labs when Bell Labs was inventing the modern world. Error-correcting codes carry his...

10,846 views • 2 months ago •via X (Twitter)

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Gilbert Strang taught linear algebra at MIT for fifty years. His last lecture is on YouTube. It has fewer views than his worst lecture. Nobody told students it was the last one. He just walked in, said "the final class in linear algebra at MIT," and started reviewing old exams. Google built a $2,000,000,000,000 company on one concept from this course. He is 88 years old. He still answers emails. This is MIT 18.06. Linear Algebra. The most watched mathematics course in history. Then the Markov matrix. Strang writes a transition matrix on the board. Three states. People moving between them every step. After enough steps - the system locks into a steady state that never changes. That steady state is an eigenvector. Google's PageRank works the same way. Websites are states. Clicks are transitions. The importance of every page on the internet is one eigenvector of one enormous matrix. Then least squares. Three data points. No line passes through all three. So you find the line that minimizes total error. That is how every AI model on earth is trained - including the ones running inside Goldman Sachs trading desks. Then the projection. The closest point on a plane to a vector outside it. Strang draws it in 30 seconds. That same operation is how Netflix decides what to recommend to 280,000,000 subscribers. Watch the moment he gives back the final exam answer and asks students to work backwards to the question - the room solves it in silence faster than any other lecture all semester. A software engineer told me 18.06 was the course that got her from $90,000 to $200,000 in two years. Same company. Different title. Bookmark this and watch later - after this lecture every dataset you touch will feel like a geometry problem waiting to be solved. MIT 18.06 Lecture 34 | Linear Algebra Final Review | Gilbert Strang

Zyphor

56,603 views • 28 days ago

Elon Musk was asked how fast AI is moving. His answer wasn’t about the technology. It was about the one man who got it all right and was still too conservative. Musk: “I have to give credit to Ray Kurzweil in being actually remarkably accurate in his predictions. If anything, I think he was perhaps a bit conservative in his predictions.” Kurzweil spent 30 years making forecasts that made serious people uncomfortable. He predicted timelines that sounded impossible. He was mocked for it. He was right about nearly all of them. And Musk just called him conservative. Musk: “The dedicated AI compute appears to be growing by a factor of 10 every six months.” 10x every six months. Musk: “Almost a 100x improvement per year, at least for the next few years.” Moore’s Law was a 2x improvement every two years. That single curve drove every technological shift of the last 50 years. The internet. Smartphones. Cloud computing. All of it rode a 2x curve. AI is on a 100x curve. And the current infrastructure isn’t running beside the new one. It’s becoming it. Musk: “Probably a lot of the data centers, maybe most of the data centers that currently do conventional compute, will transition to AI compute.” Everything that runs the world you know is being rewired for the world that comes next. Human beings process the future in straight lines. We take the speed of the last decade and project it forward. Exponential growth doesn’t work that way. It’s invisible until it’s everywhere. The most aggressive forecaster in the history of technology was too conservative. That’s not about Kurzweil being wrong about the direction. That’s about the human brain being wrong about the speed. The limit was never the technology. It was the organ we use to comprehend it. And that organ hasn’t been upgraded in 200,000 years.

Dustin

214,257 views • 4 months ago

A hedge fund returned 50% a year for ten years straight. In 2005 the man who ran it sat on a desk at Columbia and taught the entire method to 30 students for free. No bank, no fund, no business school has ever promoted the recording. His name is Joel Greenblatt. He ran Gotham Capital from 1985 to 1994. Almost nobody sustains 50% annually for a single year. He did it for ten. Then in 1995 he returned all outside capital, kept running his own money, and walked into a classroom. The first lecture is about corners of the market where the usual buyers are structurally forced to sell regardless of price. Spinoffs, restructurings, situations where an index fund must dump a stock the day it leaves the index. He does not teach a screener or a formula. He teaches why these corners exist at all, and why they keep existing after everybody knows about them. The uncomfortable part is what he says about diversification. He held very few positions. It runs directly against everything the business school teaches two floors down. Columbia charges $80K a year in tuition. The man upstairs gave away the method for free. Every screener is free now. Every filing is searchable. The constraint was never information. It was knowing which information to ignore. Filmed from the back row, audio uneven, students blocking the frame. He gave away 50% a year to a room of 30 people. Almost nobody traded on it. One classroom. One camera. The full lecture is free. It is in the video.

Tigerflow

1,328,623 views • 1 month ago

Jeff Bezos said the AI companies everyone is watching are the smallest part of the story. Bezos: “Today we talk about AI-first companies like OpenAI and Anthropic and Mistral and so on and so on and so on. There are so many startup companies that are kind of AI companies of various kinds, and that’s normal for this phase.” He called it a phase, and phases end. There was such a thing as an internet company for about ten years, and then every company had a website and the word stopped meaning anything. Bezos: “But that is not the biggest impact that AI is gonna have.” The people selling a new technology are always the loudest part of it. The change lands on everyone using it. Bezos: “The biggest impact that AI is gonna have is it is going to affect every company in the world.” Every company. That includes the ones with no engineers, no research budget, and no interest in any of this. Bezos: “It is gonna make their quality go up- And their productivity go up.” Those two numbers decide whether a business survives a decade. He is describing both of them moving everywhere at once, whether or not anyone asked for it. Bezos: “Uh, it- it’s I mean, by every company, I literally mean every company. Every manufacturing company, every hotel, every, you know, consumer products company, et cetera, et cetera, et cetera.” He reached for the word literally because the claim sounds like exaggeration, and he needed it heard as a measurement. Electricity worked the same way. The companies selling generators had a good run, and the bigger fortunes were made by the factories that used them. Factories electrified in the 1890s and productivity barely moved for thirty years. They had swapped the steam engine for one big electric motor and kept the same building, the same belts, the same layout. The gains came when someone put a small motor on every machine and rebuilt the floor around the work instead of around the power source. Same technology, four decades apart. The difference was willingness to change the shape of the company. That gap is opening again. Access to these models is close to universal. Almost nobody has redesigned the actual work around them. The tools that changed the most lives were the ones that stopped being remarkable. Everyone ends up with the same models. The gap comes from who was willing to rebuild around them.

Dustin

72,961 views • 1 month ago

Every pane of glass around you. 🪟 Every window. Every phone screen. Every car windscreen. Every skyscraper.🇬🇧 All made the same way. All using the same process. Invented in a kitchen sink in Lancashire. His name was Sir Alastair Pilkington. He wasn't even related to the glass company. He just happened to share the name and married into the family. In 1952 he was doing the washing up at home. He watched the grease float on the water. Perfectly flat. Undisturbed. And thought: what if molten glass could do that? Before this moment, flat glass had been made the same way for three hundred years. 😰 You melted sand. You poured it into sheets. Then you ground it. And polished it. By hand. For hours. A third of every sheet was wasted in the process. The work was brutal. The results were inconsistent. Nobody questioned it. That was just how glass was made. Pilkington went to his bosses at Pilkington Brothers in St Helens with his idea. They backed him. It took seven years. It cost £7 million. An enormous sum in the 1950s. There were years where nothing worked. The company nearly went bankrupt. His idea: pour molten glass at 1,100°C onto a bath of molten tin. Glass is less dense than tin. It floats. It spreads. Both surfaces fire-polished perfectly flat by the heat. No grinding. No polishing. No waste. 🔥 In January 1959, it worked. The float glass process was licensed to manufacturers across the world. Over 40 companies. Over 30 countries. Today it accounts for over 90% of all flat glass production on Earth. Every window you have ever looked through in your entire life was almost certainly made using this single British process. Sir Alastair Pilkington was knighted in 1970. Elected Fellow of the Royal Society in 1969. Made a life peer in 1995. Baron Pilkington of St Helens. He died the same year. Before he could take his seat in the House of Lords. A British man with an idea who changed every building on Earth. 🇬🇧 Be part of us - Be proud of us. 🙏🇬🇧

Proudofus.uk

130,952 views • 6 months ago

In 1950 a scientist at Bell Labs admitted, out loud, that he was envious of the geniuses in the offices around him. He was sharing an attic with Claude Shannon. So instead of resenting them, he spent the rest of his career studying exactly what separated the great ones from everyone else, and near the end of his life he laid the whole answer out in a single talk. His name was Richard Hamming. He was honest about where he started. At Los Alamos, he called himself a janitor of science, one of the people who kept things running while the important decisions happened without him. He was, in his own words, plain envious. And rather than swallow it, he turned it into a question. What actually is the difference between the first-class people and the rest of us? His first answer is uncomfortable, because it removes every excuse. It is not luck, though luck plays a part. It is not raw IQ, since plenty of the greats did not test especially well, and Einstein spent seven years in a patent office before anyone noticed him. What it comes down to, again and again, is that the able people simply work on important problems, and they work on them relentlessly, while everyone else stays busy with whatever happens to be in front of them. Then he tells the story that stays with you. For years he ate lunch with the physicists, the Nobel winners, and learned how they thought. One day he turned to a chemist at the table and asked, if what you are working on is not important, and not likely to lead to anything important, why are you working on it? The man was offended. But months later he stopped Hamming in the hallway and admitted the question had gotten under his skin. That chemist went on to run his department and join the National Academy. Of everyone else at that table, Hamming says, he never heard of a single one again. He noticed the same pattern in something as small as an office door. The people who worked with their doors closed got more done in the moment, but ten years later they no longer knew what was worth doing. The ones who left their doors open stayed connected to what actually mattered, even at the cost of constant interruption. And underneath all of it was a habit most people never build. He set aside Friday afternoons, every week, for nothing but great thoughts. No task, no email, just the question of what the important problems in his field really were, and whether he was working on any of them. He was not claiming to be the smartest man in the building. He knew he was not. That was the entire point. He watched the smartest men closely, took what he could use, and made himself into someone who did work that lasted. As he put it near the end, no one ever told him these things. He had to find them alone. You have no such excuse.

Zyron

15,886 views • 2 months ago