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🔴🚨“𝐓𝐘𝐋𝐄𝐑 𝐈𝐒 𝐀 𝐑𝐄𝐀𝐋 𝐓𝐀𝐋𝐄𝐍𝐓, 𝐀 𝐑𝐄𝐀𝐋 𝐒𝐌𝐀𝐑𝐓 𝐅𝐎𝐎𝐓𝐁𝐀𝐋𝐋𝐄𝐑”🏴󠁧󠁢󠁥󠁮󠁧󠁿😮‍💨-𝐉𝐔𝐑𝐆𝐄𝐍 𝐊𝐋𝐎𝐏𝐏 He is dispossessed less than once every 2 full games what a game vs Angers🤯 Crazy how he would solve most problems at Liverpool rn🥶

The Stat Guy

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127,842 просмотров • 3 месяцев назад •via X (Twitter)

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🔵🔴🚨 “𝐌𝐘 𝐑𝐎𝐋𝐄 𝐌𝐎𝐃𝐄𝐋 𝐈𝐒 𝐓𝐇𝐈𝐄𝐑𝐑𝐘 𝐇𝐄𝐍𝐑𝐘 𝐈 𝐄𝐍𝐉𝐎𝐘 𝐏𝐋𝐀𝐘𝐈𝐍𝐆 𝐀𝐒 𝐀 ‘𝟗’ 𝐌𝐎𝐑𝐄” - 𝐑𝐀𝐒𝐇𝐅𝐎𝐑𝐃 🏴󠁧󠁢󠁥󠁮󠁧󠁿 Rashford As No 9 Has 4 G/A in 4 Games he has 1.24 G/A as CF🤯 Last Time Rashford Played CF he got 2G and 1A🥶

🔵🔴🚨 “𝐌𝐘 𝐑𝐎𝐋𝐄 𝐌𝐎𝐃𝐄𝐋 𝐈𝐒 𝐓𝐇𝐈𝐄𝐑𝐑𝐘 𝐇𝐄𝐍𝐑𝐘 𝐈 𝐄𝐍𝐉𝐎𝐘 𝐏𝐋𝐀𝐘𝐈𝐍𝐆 𝐀𝐒 𝐀 ‘𝟗’ 𝐌𝐎𝐑𝐄” - 𝐑𝐀𝐒𝐇𝐅𝐎𝐑𝐃 🏴󠁧󠁢󠁥󠁮󠁧󠁿 Rashford As No 9 Has 4 G/A in 4 Games he has 1.24 G/A as CF🤯 Last Time Rashford Played CF he got 2G and 1A🥶

The Stat Guy

420,531 просмотров • 4 месяцев назад

🚨 THIS KID DID SOMETHING MOST ADULTS WOULDN’T A video is going viral showing a young boy explaining how he spent every dollar of the reward money he earned at school, and it wasn’t on toys, games, or anything for himself. He earns “reward money” at school for good behavior, talks through the fact that he could’ve spent it on whatever he wanted, then casually admits he used all of it to enter a raffle he hoped would win his sister a bike. When his sister realizes what he did, the reaction hits immediately. The comments are split between people saying this kind of choice says everything about how kids are raised, and others saying most adults wouldn’t even make that call. So is this something kids are born with, or something they learn by watching the people around them?

🚨 THIS KID DID SOMETHING MOST ADULTS WOULDN’T A video is going viral showing a young boy explaining how he spent every dollar of the reward money he earned at school, and it wasn’t on toys, games, or anything for himself. He earns “reward money” at school for good behavior, talks through the fact that he could’ve spent it on whatever he wanted, then casually admits he used all of it to enter a raffle he hoped would win his sister a bike. When his sister realizes what he did, the reaction hits immediately. The comments are split between people saying this kind of choice says everything about how kids are raised, and others saying most adults wouldn’t even make that call. So is this something kids are born with, or something they learn by watching the people around them?

HustleBitch

419,380 просмотров • 6 месяцев назад

"The average employee spends 5 hours typing." Tanay is on a mission to change this with Wispr Flow, an AI product that I use even more than ChatGPT, Claude, and Gemini. In my new episode, he shares: → A live tutorial of how he uses AI voice to write and code 10x faster → How he got his brain-to-text device working and why he didn't ship it → How he built an AI product with 70% annual retention (unheard of!) by studying games Some quotes from Tanay: "We don't look at other software for inspiration because most are terrible at building habits. What I look at are games. In Mario, playing the game is the onboarding." "I told my board: We are no longer having ARR as a North Star metric. We're going to track habit formation instead." "Competency precedes passion. When I started coding at 9, I was a terrible programmer. But a year later, I was less shit." 📌 Watch now: Thanks to our sponsors: bolt.new - Create stunning apps and website with AI Linear - The best platform for agents

"The average employee spends 5 hours typing." Tanay is on a mission to change this with Wispr Flow, an AI product that I use even more than ChatGPT, Claude, and Gemini. In my new episode, he shares: → A live tutorial of how he uses AI voice to write and code 10x faster → How he got his brain-to-text device working and why he didn't ship it → How he built an AI product with 70% annual retention (unheard of!) by studying games Some quotes from Tanay: "We don't look at other software for inspiration because most are terrible at building habits. What I look at are games. In Mario, playing the game is the onboarding." "I told my board: We are no longer having ARR as a North Star metric. We're going to track habit formation instead." "Competency precedes passion. When I started coding at 9, I was a terrible programmer. But a year later, I was less shit." 📌 Watch now: Thanks to our sponsors: bolt.new - Create stunning apps and website with AI Linear - The best platform for agents

Peter Yang

31,798 просмотров • 7 месяцев назад

A Chinese mathematician posted a 3 minute video on Bilibili explaining how he lost his $10,000 a month gig to AI. The model he had been training started writing harder math problems than he could invent. He admitted his own mistake in business positioning. He had spent four years hand writing PhD level math problems for Scale AI's reinforcement learning pipeline. $50 to $100 per problem. 200 problems a month. Then synthetic data killed his entire contract category. He was no longer able to invent a problem the machine could not solve. At 2:13 he says the word agent. He says it once. He never says it again in the video. The way he says it is the only thing on screen that did not come off the teleprompter. He has been recording videos off a teleprompter for three months. The teleprompter runs on the same agent that killed his Scale AI work. Every script is generated by Claude. Every word he reads to camera is the agent's. The new job is reading. Someone pulled the script repository from a Cursor instance the dev had left public. The folder was labeled bilibili-laments. Inside were 47 video scripts. All in his voice. All written by Claude. Six months ago a 14 year old in Shenzhen pushed an AI agent to GitHub. Judges said no real world application. 3,100 forks later. The mathematician had been one of them. He had wired the agent into his content pipeline the week Scale AI cut him off. He had been a PhD candidate at one of the top five Chinese math schools. He taught there for two years before going full time on Scale AI contracts. He still has the credentials. He still has the office. He just no longer writes anything. He wanted to show people how AI took his career. He accidentally showed them how AI also took his post mortem.

A Chinese mathematician posted a 3 minute video on Bilibili explaining how he lost his $10,000 a month gig to AI. The model he had been training started writing harder math problems than he could invent. He admitted his own mistake in business positioning. He had spent four years hand writing PhD level math problems for Scale AI's reinforcement learning pipeline. $50 to $100 per problem. 200 problems a month. Then synthetic data killed his entire contract category. He was no longer able to invent a problem the machine could not solve. At 2:13 he says the word agent. He says it once. He never says it again in the video. The way he says it is the only thing on screen that did not come off the teleprompter. He has been recording videos off a teleprompter for three months. The teleprompter runs on the same agent that killed his Scale AI work. Every script is generated by Claude. Every word he reads to camera is the agent's. The new job is reading. Someone pulled the script repository from a Cursor instance the dev had left public. The folder was labeled bilibili-laments. Inside were 47 video scripts. All in his voice. All written by Claude. Six months ago a 14 year old in Shenzhen pushed an AI agent to GitHub. Judges said no real world application. 3,100 forks later. The mathematician had been one of them. He had wired the agent into his content pipeline the week Scale AI cut him off. He had been a PhD candidate at one of the top five Chinese math schools. He taught there for two years before going full time on Scale AI contracts. He still has the credentials. He still has the office. He just no longer writes anything. He wanted to show people how AI took his career. He accidentally showed them how AI also took his post mortem.

Carver

11,906 просмотров • 1 месяц назад

$Lex Fridman asked Jensen Huang if he is afraid of death. Huang did not flinch. Huang: “The outcome that I seek, that I hope for, is that I die on the job instantaneously.” That is not a figure of speech. That is a man telling you he has already decided how this ends. No retirement. No transition plan. No golden years on a beach somewhere tallying what he built. He wants to be mid-sentence in a meeting the moment his heart gives out. And when you understand why, it changes how you see everything Nvidia is doing. Huang: “This is not a once in a lifetime experience. This is a once in a humanity experience.” Once in a lifetime means others have lived through something comparable. He is saying no one has. Not Edison. Not Ford. Not anyone at Bell Labs or Xerox PARC. The deployment of artificial intelligence at this scale, at this speed, with this much consequence has no precedent in the history of the species. And Huang is sitting at the center of it. That is not ego. That is geography. Nvidia’s chips power virtually every major AI system on Earth right now. He knows what that means. And he treats it with a seriousness most people cannot even summon for their own lives, let alone the trajectory of civilization. Then Lex asked about succession planning. Huang’s answer should be framed on the wall of every founder alive. Huang: “I don’t believe in succession planning.” Not because he thinks he is immortal. Because he thinks it is the wrong question entirely. The right question is what are you doing today to make yourself unnecessary. Huang: “The most important thing you should do today is to pass on knowledge, information, insight, skills, experience as often and continuously as you can.” He does not wait until retirement to hand over what he knows. He does not save his best thinking for a memoir. The second he learns something, it is already moving to someone else on his team. Before he has even finished processing it himself. Huang: “Nothing I learn ever sits on my desk longer than a fraction of a second.” Most executives hoard knowledge. It is how they stay relevant. How they justify the title. How they make themselves impossible to replace. Huang does the opposite. He treats his own mind like a relay station. Information comes in, gets amplified, fires out to every node that needs it. Every meeting is a transfer. Every conversation is a download. The goal is not to be the smartest person in the building. The goal is to make the building smarter than any one person in it. That is why he does not need a succession plan. If you spend every day making the people around you capable of running without you, the org never notices the moment you are gone. Your fingerprints are in how they think. But he is not planning to leave. Huang: “I really don’t want to die. I have a great life. I have a great family. I have really important work.” No drama. No existential spiral. Just a man who looked at death and filed it under problems that can wait. There is still too much to build. The people planning their exit strategies are playing a different game than Jensen Huang. He is not building a company he can walk away from. He is building one that outlasts his heartbeat because every person inside it already thinks in patterns he installed. That is not a death wish. That is a man who found the only thing worth doing and refused to do anything else.$

Lex Fridman asked Jensen Huang if he is afraid of death. Huang did not flinch. Huang: “The outcome that I seek, that I hope for, is that I die on the job instantaneously.” That is not a figure of speech. That is a man telling you he has already decided how this ends. No retirement. No transition plan. No golden years on a beach somewhere tallying what he built. He wants to be mid-sentence in a meeting the moment his heart gives out. And when you understand why, it changes how you see everything Nvidia is doing. Huang: “This is not a once in a lifetime experience. This is a once in a humanity experience.” Once in a lifetime means others have lived through something comparable. He is saying no one has. Not Edison. Not Ford. Not anyone at Bell Labs or Xerox PARC. The deployment of artificial intelligence at this scale, at this speed, with this much consequence has no precedent in the history of the species. And Huang is sitting at the center of it. That is not ego. That is geography. Nvidia’s chips power virtually every major AI system on Earth right now. He knows what that means. And he treats it with a seriousness most people cannot even summon for their own lives, let alone the trajectory of civilization. Then Lex asked about succession planning. Huang’s answer should be framed on the wall of every founder alive. Huang: “I don’t believe in succession planning.” Not because he thinks he is immortal. Because he thinks it is the wrong question entirely. The right question is what are you doing today to make yourself unnecessary. Huang: “The most important thing you should do today is to pass on knowledge, information, insight, skills, experience as often and continuously as you can.” He does not wait until retirement to hand over what he knows. He does not save his best thinking for a memoir. The second he learns something, it is already moving to someone else on his team. Before he has even finished processing it himself. Huang: “Nothing I learn ever sits on my desk longer than a fraction of a second.” Most executives hoard knowledge. It is how they stay relevant. How they justify the title. How they make themselves impossible to replace. Huang does the opposite. He treats his own mind like a relay station. Information comes in, gets amplified, fires out to every node that needs it. Every meeting is a transfer. Every conversation is a download. The goal is not to be the smartest person in the building. The goal is to make the building smarter than any one person in it. That is why he does not need a succession plan. If you spend every day making the people around you capable of running without you, the org never notices the moment you are gone. Your fingerprints are in how they think. But he is not planning to leave. Huang: “I really don’t want to die. I have a great life. I have a great family. I have really important work.” No drama. No existential spiral. Just a man who looked at death and filed it under problems that can wait. There is still too much to build. The people planning their exit strategies are playing a different game than Jensen Huang. He is not building a company he can walk away from. He is building one that outlasts his heartbeat because every person inside it already thinks in patterns he installed. That is not a death wish. That is a man who found the only thing worth doing and refused to do anything else.

Dustin

25,617 просмотров • 3 месяцев назад

🎙️ Bill Simmons: "LaMelo Ball is a real winner this season." "He's actually had seasons with better 'stats.' This is a classic eye test; you have to watch it. I love the way he's playing... there's real thoughtfulness in how he's playing the point guard position now and how he's not as risky and reckless as he was. He doesn't seem like he's in an AND1 tournament anymore." "There's a wherewithal with what he's doing now and how he understands, they have these two incredible wings... Kon Knueppel has a chance to get 300 made threes, which would be nuts. Brandon Miller, when you watch him, this is like the best version of Paul George in the 2010s. And LaMelo's really good at using them, at using Moussa Diabate... he just knows how to drive the (Hornets) car." 🎙️ Zach Lowe: "Everybody got so disgusted with the 5-6 crazy things he would do every game that they unjustifiably dismissed all the statistical indicators that he was actually good and actually was driving Charlotte's offense at a high level when he was on the floor." Full episode: — —

🎙️ Bill Simmons: "LaMelo Ball is a real winner this season." "He's actually had seasons with better 'stats.' This is a classic eye test; you have to watch it. I love the way he's playing... there's real thoughtfulness in how he's playing the point guard position now and how he's not as risky and reckless as he was. He doesn't seem like he's in an AND1 tournament anymore." "There's a wherewithal with what he's doing now and how he understands, they have these two incredible wings... Kon Knueppel has a chance to get 300 made threes, which would be nuts. Brandon Miller, when you watch him, this is like the best version of Paul George in the 2010s. And LaMelo's really good at using them, at using Moussa Diabate... he just knows how to drive the (Hornets) car." 🎙️ Zach Lowe: "Everybody got so disgusted with the 5-6 crazy things he would do every game that they unjustifiably dismissed all the statistical indicators that he was actually good and actually was driving Charlotte's offense at a high level when he was on the floor." Full episode: — —

r/CharlotteHornets

62,123 просмотров • 3 месяцев назад

WHY Wirtz needs to SLOW DOWN | Tactical Report 56 high-speed runs per 90, MORE than ANYONE ELSE in the league but before we get to that... At Bayer Leverkusen, Wirtz averaged 9.7km per game. In England, he’s already gone up a level: ⏫11km twice 🔼10km once ➡️ Every PL game (including community shield) so far he’s out-run his Bundesliga norm. His Liverpool heat maps show him everywhere... right, central, left ... whereas at Leverkusen he was mainly a left inside forward in a 3-4-2-1, scanning the same pictures, linking up with the same set of team mates down one side of the pitch (for the most part). Now he’s: 🔴Roaming as a No.10, scanning constant new pictures 🔴Playing without a settled midfield pairing behind him 🔴Building chemistry with new teammates On top of that eager to please, but patience both from him and the fans (It is only GW3!!!!), as well as possible tweaks to enable him to play more from the left before drifting midway through games may eventually yield benefit. #LFC #LIVARS #Liverpool

WHY Wirtz needs to SLOW DOWN | Tactical Report 56 high-speed runs per 90, MORE than ANYONE ELSE in the league but before we get to that... At Bayer Leverkusen, Wirtz averaged 9.7km per game. In England, he’s already gone up a level: ⏫11km twice 🔼10km once ➡️ Every PL game (including community shield) so far he’s out-run his Bundesliga norm. His Liverpool heat maps show him everywhere... right, central, left ... whereas at Leverkusen he was mainly a left inside forward in a 3-4-2-1, scanning the same pictures, linking up with the same set of team mates down one side of the pitch (for the most part). Now he’s: 🔴Roaming as a No.10, scanning constant new pictures 🔴Playing without a settled midfield pairing behind him 🔴Building chemistry with new teammates On top of that eager to please, but patience both from him and the fans (It is only GW3!!!!), as well as possible tweaks to enable him to play more from the left before drifting midway through games may eventually yield benefit. #LFC #LIVARS #Liverpool

Pythagoras In Boots ⚽️

170,416 просмотров • 10 месяцев назад

THIS GUY VIBE CODED A FULL CAPYBARA FOOD DELIVERY GAME IN 2 WEEKS WITH CLAUDE CODE you play as a capybara delivering food on a bike. orders stack on the back, you have a phone with apps in-game and the whole delivery system is realistic 2 weeks, zero game dev experience, and ENTIRELY AI generated the full stack: > claude code for all the code > three.js for the 3D engine > suno for original music > elevenlabs for sound effects and voice > GPT images-2 and grok for textures and illustrations > tripo3d for generating all the 3D assets the cinematics are all in-game too. he asked claude to build a cinematic editor with timeline controls, camera animation, and transitions. then he just placed the cameras himself his workflow was more planning than coding (obviously): > come up with the core mechanic > plan every feature using claude /plan mode > generate assets with AI tools > spend most of his time on the final polish, prop placement, and making the design feel right he said the human part is what most vibe coded games are missing. AI can generate everything but having taste for what looks good and what feels right is still on you the game is playable right now in the browser this is what vibe coding is actually capable of in the game dev space right now a year ago this would have taken a small team of developers, a sound designer, and an artist working together for months now one person with no experience can ship a polished playable game with story, music, and mechanics in 14 days the tools keep getting better and the barrier to making real games keeps getting lower

THIS GUY VIBE CODED A FULL CAPYBARA FOOD DELIVERY GAME IN 2 WEEKS WITH CLAUDE CODE you play as a capybara delivering food on a bike. orders stack on the back, you have a phone with apps in-game and the whole delivery system is realistic 2 weeks, zero game dev experience, and ENTIRELY AI generated the full stack: > claude code for all the code > three.js for the 3D engine > suno for original music > elevenlabs for sound effects and voice > GPT images-2 and grok for textures and illustrations > tripo3d for generating all the 3D assets the cinematics are all in-game too. he asked claude to build a cinematic editor with timeline controls, camera animation, and transitions. then he just placed the cameras himself his workflow was more planning than coding (obviously): > come up with the core mechanic > plan every feature using claude /plan mode > generate assets with AI tools > spend most of his time on the final polish, prop placement, and making the design feel right he said the human part is what most vibe coded games are missing. AI can generate everything but having taste for what looks good and what feels right is still on you the game is playable right now in the browser this is what vibe coding is actually capable of in the game dev space right now a year ago this would have taken a small team of developers, a sound designer, and an artist working together for months now one person with no experience can ship a polished playable game with story, music, and mechanics in 14 days the tools keep getting better and the barrier to making real games keeps getting lower

Om Patel

240,620 просмотров • 2 месяцев назад

Professor David Clements, once a Never Trumper, highlights four key reasons he will Not turn on President Trump right now 1. If Trump was bad, evil would not try to kill him 2. If Trump did not threaten the old order, the bot press would not lie about him every hour of every day 3. A man cannot be the servant of evil if his mere being has woken more people to the face of evil than any other thing in our time 4. No man can play the deep game, and at the same time be led around by the nose like a fool Number 3 is spot on… His full Substack

Professor David Clements, once a Never Trumper, highlights four key reasons he will Not turn on President Trump right now 1. If Trump was bad, evil would not try to kill him 2. If Trump did not threaten the old order, the bot press would not lie about him every hour of every day 3. A man cannot be the servant of evil if his mere being has woken more people to the face of evil than any other thing in our time 4. No man can play the deep game, and at the same time be led around by the nose like a fool Number 3 is spot on… His full Substack

MJTruthUltra

270,460 просмотров • 3 месяцев назад

Elon Musk explained how he makes every decision in a single sentence. Musk: “Whatever the limiting factor is on speed, I’m gonna attack that.” Not manage it. Not commission a study on it. Not make peace with it. Attack it. Musk: “If capital is a limiting factor, then I’ll solve for capital. If it’s not a limiting factor, I’ll solve for something else.” Sounds simple. It’s the furthest thing from simple. The entire professional class is built on the opposite instinct. They identify the constraint. Then they build a career around managing it. They become the expert on why things can’t move faster. Why it’s too expensive. Too risky. Too early. They don’t solve for the limiting factor. They become the limiting factor. And they get promoted for it. The biggest bottleneck in most organizations isn’t capital. Isn’t technology. Isn’t regulation. It’s the person in the room whose entire identity depends on the problem staying unsolved. Because once the problem is solved, so is their job title. Musk doesn’t manage that loop. He breaks it. He asks the one question the room agreed to stop asking. Why is this the speed. Why is this the cost. Why is this the timeline. And when the only answer is “because that’s how we’ve always done it”… He knows he’s found the real constraint. The human one. This is why he operates across rockets, cars, AI, brain interfaces, tunnels, and social media at once. Not because he’s reckless. Because the method works everywhere. Find the bottleneck. Solve for it. Move to the next one. Repeat until physics stops you. Not politics. Not bureaucracy. Not consensus. Physics. Most people never get anywhere near the physics. They stop at the first human objection and treat it like a law of nature. Musk treats human objections as engineering problems. That’s what his competitors can’t solve for. Not his capital. Not his reach. He refuses to honor the constraints they’ve spent entire careers respecting. And once you watch someone walk straight through the wall you built your whole life around… You don’t just question the wall. You question everything you built against it.

Elon Musk explained how he makes every decision in a single sentence. Musk: “Whatever the limiting factor is on speed, I’m gonna attack that.” Not manage it. Not commission a study on it. Not make peace with it. Attack it. Musk: “If capital is a limiting factor, then I’ll solve for capital. If it’s not a limiting factor, I’ll solve for something else.” Sounds simple. It’s the furthest thing from simple. The entire professional class is built on the opposite instinct. They identify the constraint. Then they build a career around managing it. They become the expert on why things can’t move faster. Why it’s too expensive. Too risky. Too early. They don’t solve for the limiting factor. They become the limiting factor. And they get promoted for it. The biggest bottleneck in most organizations isn’t capital. Isn’t technology. Isn’t regulation. It’s the person in the room whose entire identity depends on the problem staying unsolved. Because once the problem is solved, so is their job title. Musk doesn’t manage that loop. He breaks it. He asks the one question the room agreed to stop asking. Why is this the speed. Why is this the cost. Why is this the timeline. And when the only answer is “because that’s how we’ve always done it”… He knows he’s found the real constraint. The human one. This is why he operates across rockets, cars, AI, brain interfaces, tunnels, and social media at once. Not because he’s reckless. Because the method works everywhere. Find the bottleneck. Solve for it. Move to the next one. Repeat until physics stops you. Not politics. Not bureaucracy. Not consensus. Physics. Most people never get anywhere near the physics. They stop at the first human objection and treat it like a law of nature. Musk treats human objections as engineering problems. That’s what his competitors can’t solve for. Not his capital. Not his reach. He refuses to honor the constraints they’ve spent entire careers respecting. And once you watch someone walk straight through the wall you built your whole life around… You don’t just question the wall. You question everything you built against it.

Dustin

71,180 просмотров • 1 месяц назад

Jensen Huang just reverse-engineered why Elon Musk operates at a speed no one on the planet can match. Three traits. The first is deletion. Huang: “He has the ability to question everything to the point where everything’s down to its minimal amount.” Most engineers solve problems by adding. Musk solves them by subtracting. Every part. Every process. Every assumption that survived because no one had the nerve to kill it. He picks it up. Asks if it’s load-bearing. If the answer is anything less than absolutely, it is gone. Not simplified. Not optimized. Removed. What survives is the skeleton. The bare physics of the problem. Nothing between intent and execution. Huang said it plainly. As minimalist as you could possibly imagine. And he does it at system scale. Not at a product level. Not at a department level. Across entire companies. Entire industries. Entire supply chains. He strips a rocket the same way he strips a meeting. Down to the load-bearing walls and nothing else. The second is presence. Huang: “He is present at the point of action. If there’s a problem, he’ll just go there and show me the problem.” Not a Slack message. Not a report filtered through four layers of people who weren’t there when it broke. He walks to the failure. Stands over it. Puts his hands on it. Most executives have never seen the actual problem their company is trying to solve. They have seen slides about it. Read summaries of it. Formed opinions about it in rooms that are nowhere near it. Musk stands over the broken hardware and does not leave until it works. That collapses the distance that buries most organizations. The gap between something breaking and the person with authority to fix it actually understanding what broke. In most companies, that gap is weeks. For Musk, it is hours. The third is the one that bends everyone around him. Huang: “When you act personally with so much urgency, it causes everybody else to act with urgency.” Every supplier has a hundred customers. Every vendor has a dozen priorities. Every manufacturer has a backlog stretching months into the future. Musk makes himself the top of every single one of those lists. Not by demanding it. By demonstrating it. When the CEO shows up at your facility at midnight. When he is moving faster than your own internal team. When his timeline makes yours look like a suggestion. You do not put him in the queue. You rearrange the queue around him. Huang watched this up close. Huang: “He does that by demonstrating.” Not by asking. Not by negotiating. Not by leveraging a contract clause. By moving so fast that everyone else’s normal pace feels like standing still. Three traits. Strip everything down. Show up at the failure. Move so fast the world rearranges around you. That is not a management philosophy. That is why one man runs six companies while entire boards cannot keep one moving.

Jensen Huang just reverse-engineered why Elon Musk operates at a speed no one on the planet can match. Three traits. The first is deletion. Huang: “He has the ability to question everything to the point where everything’s down to its minimal amount.” Most engineers solve problems by adding. Musk solves them by subtracting. Every part. Every process. Every assumption that survived because no one had the nerve to kill it. He picks it up. Asks if it’s load-bearing. If the answer is anything less than absolutely, it is gone. Not simplified. Not optimized. Removed. What survives is the skeleton. The bare physics of the problem. Nothing between intent and execution. Huang said it plainly. As minimalist as you could possibly imagine. And he does it at system scale. Not at a product level. Not at a department level. Across entire companies. Entire industries. Entire supply chains. He strips a rocket the same way he strips a meeting. Down to the load-bearing walls and nothing else. The second is presence. Huang: “He is present at the point of action. If there’s a problem, he’ll just go there and show me the problem.” Not a Slack message. Not a report filtered through four layers of people who weren’t there when it broke. He walks to the failure. Stands over it. Puts his hands on it. Most executives have never seen the actual problem their company is trying to solve. They have seen slides about it. Read summaries of it. Formed opinions about it in rooms that are nowhere near it. Musk stands over the broken hardware and does not leave until it works. That collapses the distance that buries most organizations. The gap between something breaking and the person with authority to fix it actually understanding what broke. In most companies, that gap is weeks. For Musk, it is hours. The third is the one that bends everyone around him. Huang: “When you act personally with so much urgency, it causes everybody else to act with urgency.” Every supplier has a hundred customers. Every vendor has a dozen priorities. Every manufacturer has a backlog stretching months into the future. Musk makes himself the top of every single one of those lists. Not by demanding it. By demonstrating it. When the CEO shows up at your facility at midnight. When he is moving faster than your own internal team. When his timeline makes yours look like a suggestion. You do not put him in the queue. You rearrange the queue around him. Huang watched this up close. Huang: “He does that by demonstrating.” Not by asking. Not by negotiating. Not by leveraging a contract clause. By moving so fast that everyone else’s normal pace feels like standing still. Three traits. Strip everything down. Show up at the failure. Move so fast the world rearranges around you. That is not a management philosophy. That is why one man runs six companies while entire boards cannot keep one moving.

Dustin

777,469 просмотров • 3 месяцев назад

‼️🚨🔵PRESSER🔵🚨‼️ 🎙 Enzo Maresca's Full Pre-Leeds United Press Conference – Part 1/2 🔹 Enzo Maresca on the team news: "Everyone is fine 👍🏽. Romeo is still recovering. Dario — he was okay and started some sessions with us. He now needs to slow down a little bit. He will be out again, hopefully nothing important." 🤕⚠️ 🔹 Enzo Maresca on if James starts: "It's complicated. I would like to start him every game, but we need to see." 😅🔵 🔹 Enzo Maresca on James midfield plan: "He can play in both positions. He has been a full-back his whole life, and he has also played as a midfielder. He can be good in both positions. When we decide for him as a midfielder, we want physicality in the middle 💪🏽. It depends on the game plan, but as you said, he is doing very well in both positions." 🔵⚽ 🔹 Enzo Maresca on Sánchez improvement: "I think Robert, in terms of saving, has always been good 🧤. Since day one, our build-up depends on how the other team presses. Robert's game against Arsenal was also one of his best games in terms of build-up. He is improving especially in the build-up." 📈🔵 🔹 Enzo Maresca on less distance covered against 'lesser teams': "It's probably also the way the other teams try to defend against us. When they just sit back, there is not much space to cover in terms of space in behind. So it depends on how the other teams set up." 🏟️〽️ 🔹 Enzo Maresca on Cole Palmer: "He is available. He was on the bench last game. With 10 players, it was more complicated for Cole because he needs to come back in terms of fitness condition. The idea is to give him some minutes until he can play 90 minutes." ⚽🔥 #CFC | #Chelsea | #LEECHE | #Interviews 📲 CFC_ChelseaFC via Telegram 🎥ChelseaFootballClub via Youtube

‼️🚨🔵PRESSER🔵🚨‼️ 🎙 Enzo Maresca's Full Pre-Leeds United Press Conference – Part 1/2 🔹 Enzo Maresca on the team news: "Everyone is fine 👍🏽. Romeo is still recovering. Dario — he was okay and started some sessions with us. He now needs to slow down a little bit. He will be out again, hopefully nothing important." 🤕⚠️ 🔹 Enzo Maresca on if James starts: "It's complicated. I would like to start him every game, but we need to see." 😅🔵 🔹 Enzo Maresca on James midfield plan: "He can play in both positions. He has been a full-back his whole life, and he has also played as a midfielder. He can be good in both positions. When we decide for him as a midfielder, we want physicality in the middle 💪🏽. It depends on the game plan, but as you said, he is doing very well in both positions." 🔵⚽ 🔹 Enzo Maresca on Sánchez improvement: "I think Robert, in terms of saving, has always been good 🧤. Since day one, our build-up depends on how the other team presses. Robert's game against Arsenal was also one of his best games in terms of build-up. He is improving especially in the build-up." 📈🔵 🔹 Enzo Maresca on less distance covered against 'lesser teams': "It's probably also the way the other teams try to defend against us. When they just sit back, there is not much space to cover in terms of space in behind. So it depends on how the other teams set up." 🏟️〽️ 🔹 Enzo Maresca on Cole Palmer: "He is available. He was on the bench last game. With 10 players, it was more complicated for Cole because he needs to come back in terms of fitness condition. The idea is to give him some minutes until he can play 90 minutes." ⚽🔥 #CFC | #Chelsea | #LEECHE | #Interviews 📲 CFC_ChelseaFC via Telegram 🎥ChelseaFootballClub via Youtube

Miki Djan

25,530 просмотров • 7 месяцев назад

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.

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.

Ian Miles Cheong

71,460 просмотров • 3 месяцев назад

“How can Kobe be Top 1-2 scorer all time he only has two scoring titles”. It’s because Kobe wasn’t the ball hog yall think he is and he sacrificed to WIN. Kobe’s scoring finishes each season between 2001 - 2013: 2001 #4 at 28.5PPG sharing W/Shaq 2002 #6 at 25.2 PPG sharing W/Shaq 2003 #2 at 30 PPG sharing W/Shaq 2004 #4 at 24 PPG sharing W/Shaq *Shaq leaves: 2005 #2 at 27.7 PPG 2006 #1 at 35.4 PPG 2007 #1 at 31.6 PPG 2008 #2 at 28.3 PPG AS SOON AS HE LEAVES SHAQ, 4 years in a row Kobe finishes Top 2. Kobe playing with Shaq held back averages and scoring titles because he had to sacrifice to feed Shaq and keep the big man’s ego up. 2009 #3 at 26.8 PPG 2010 #4 at 27.0 PPG 2011 #5 at 25.3 PPG 2012 #2 at 27.9 PPG (sat out last game/lost by .01) 2013 #3 at 27.3 PPG (34 Y.O. no signs of slowing) 2014 injury that all but ended his career Kobe finished #2 four times and Shared 4 of these seasons with Shaq. Kobe CLEARLY could have had more scoring titles but was focused on winning. He wanted teammates he could trust and share the ball with. Kobe wasn’t a stat stuffer like people think. If he was he would have kept “trash” teammates and won the scoring title every year. He had that 35PPG just to show you what he could do if he wanted. That 35 PPG hadn’t been done since Jordan pulled it off in 1988 and wasn’t done again until 2018 when Harden did it. No one else will probably do that for another 15-20 years. Few other reasons why KOBE IS A TOP 1-2 SCORER ALL TIME. All accolades accomplished in the hardest era of all time IMO: -Had 4-game in a row w/50+ PTS in 2007 recording: 65PTS, 50PTS, 60PTS, 50PTS -Had 9-game stretch of 40PTS in 2003 Had 6 60PT games (2nd all time behind Wilt) -Had 25 50PT games (3rd all time behind Wilt/Jordan) -Had 122 40PT games (3rd all time behind Wilt/Jordan) -Led the league in total points 4 times -Scored the most PTS in the 2000s with 21,605 PTS -Most PTS scored in a modern era: 81 PTS -4th in all time points with 33,643 -Most points for a shooting guard all time -Scored 60 PTS at 37 years old (record) Kobe was an elite scorer and was only stopped because of injury. And this is why all that “Kobe had only two scoring titles” means nothing in regards to how elite of a scorer he is. There is no one you can name besides MJ in the modern era that had the scoring peak, ability and stats that Kobe had when it comes to scoring. There’s no one that measures up. NO ONE. Don’t let the scoring titles fool you. Kobe was pretty much Micheal Jordan in a better era when it comes to scoring (MJ still the GOAT though).

“How can Kobe be Top 1-2 scorer all time he only has two scoring titles”. It’s because Kobe wasn’t the ball hog yall think he is and he sacrificed to WIN. Kobe’s scoring finishes each season between 2001 - 2013: 2001 #4 at 28.5PPG sharing W/Shaq 2002 #6 at 25.2 PPG sharing W/Shaq 2003 #2 at 30 PPG sharing W/Shaq 2004 #4 at 24 PPG sharing W/Shaq *Shaq leaves: 2005 #2 at 27.7 PPG 2006 #1 at 35.4 PPG 2007 #1 at 31.6 PPG 2008 #2 at 28.3 PPG AS SOON AS HE LEAVES SHAQ, 4 years in a row Kobe finishes Top 2. Kobe playing with Shaq held back averages and scoring titles because he had to sacrifice to feed Shaq and keep the big man’s ego up. 2009 #3 at 26.8 PPG 2010 #4 at 27.0 PPG 2011 #5 at 25.3 PPG 2012 #2 at 27.9 PPG (sat out last game/lost by .01) 2013 #3 at 27.3 PPG (34 Y.O. no signs of slowing) 2014 injury that all but ended his career Kobe finished #2 four times and Shared 4 of these seasons with Shaq. Kobe CLEARLY could have had more scoring titles but was focused on winning. He wanted teammates he could trust and share the ball with. Kobe wasn’t a stat stuffer like people think. If he was he would have kept “trash” teammates and won the scoring title every year. He had that 35PPG just to show you what he could do if he wanted. That 35 PPG hadn’t been done since Jordan pulled it off in 1988 and wasn’t done again until 2018 when Harden did it. No one else will probably do that for another 15-20 years. Few other reasons why KOBE IS A TOP 1-2 SCORER ALL TIME. All accolades accomplished in the hardest era of all time IMO: -Had 4-game in a row w/50+ PTS in 2007 recording: 65PTS, 50PTS, 60PTS, 50PTS -Had 9-game stretch of 40PTS in 2003 Had 6 60PT games (2nd all time behind Wilt) -Had 25 50PT games (3rd all time behind Wilt/Jordan) -Had 122 40PT games (3rd all time behind Wilt/Jordan) -Led the league in total points 4 times -Scored the most PTS in the 2000s with 21,605 PTS -Most PTS scored in a modern era: 81 PTS -4th in all time points with 33,643 -Most points for a shooting guard all time -Scored 60 PTS at 37 years old (record) Kobe was an elite scorer and was only stopped because of injury. And this is why all that “Kobe had only two scoring titles” means nothing in regards to how elite of a scorer he is. There is no one you can name besides MJ in the modern era that had the scoring peak, ability and stats that Kobe had when it comes to scoring. There’s no one that measures up. NO ONE. Don’t let the scoring titles fool you. Kobe was pretty much Micheal Jordan in a better era when it comes to scoring (MJ still the GOAT though).

Whoz Meech

121,552 просмотров • 1 год назад

🚨 JUST IN: JD Vance was asked, "What have you learned from President Trump?" VANCE: "He has better instincts about human beings than ANYBODY I have EVER met." 💯 "The president is amazing at compartmentalizing things. When something is going on, there's always a crisis. The very best day in the West Wing, there's at least one crisis somewhere in the world that somebody's putting your desk." "The president has an incredible ability to sort of say - 'focus on that for 15 minutes, and then go and focus on something totally different for 15 minutes.'" "That's not naturally how I am. If something bad is going on, I tend to want to think about that thing and solve that problem before I go on to something else." "The president is incredible at that compartmentalization. I think that's one of the reasons why he can handle 10 different problems at once - is because he's able to troubleshoot and then move on to the next thing." I believe it!

🚨 JUST IN: JD Vance was asked, "What have you learned from President Trump?" VANCE: "He has better instincts about human beings than ANYBODY I have EVER met." 💯 "The president is amazing at compartmentalizing things. When something is going on, there's always a crisis. The very best day in the West Wing, there's at least one crisis somewhere in the world that somebody's putting your desk." "The president has an incredible ability to sort of say - 'focus on that for 15 minutes, and then go and focus on something totally different for 15 minutes.'" "That's not naturally how I am. If something bad is going on, I tend to want to think about that thing and solve that problem before I go on to something else." "The president is incredible at that compartmentalization. I think that's one of the reasons why he can handle 10 different problems at once - is because he's able to troubleshoot and then move on to the next thing." I believe it!

Eric Daugherty

743,619 просмотров • 8 месяцев назад

🇺🇸 PIZZAGATE WAS REAL... EPSTEIN USED SAME FOOD CODE WORDS, FILES DESTROYED LIKE MKULTRA Philip D'Amico says he's 26 years old and was a child when Pizzagate happened. The idea it could be true was unthinkable to most people. It didn't align with what we imagined logically possible in our society. Turns out that's exactly what Epstein was doing. The food code words are real. Philip says at every step, everything he's seen in the last two weeks continues to reveal itself worse than he originally thought. We're only seeing 2% of what the FBI retrieved, and most serious stuff would be on Signal, not Gmail. Just like MKUltra, the real files were destroyed. Whatever the truth is, it's probably worse than we can imagine. Full interview with philip simon d’amico below

🇺🇸 PIZZAGATE WAS REAL... EPSTEIN USED SAME FOOD CODE WORDS, FILES DESTROYED LIKE MKULTRA Philip D'Amico says he's 26 years old and was a child when Pizzagate happened. The idea it could be true was unthinkable to most people. It didn't align with what we imagined logically possible in our society. Turns out that's exactly what Epstein was doing. The food code words are real. Philip says at every step, everything he's seen in the last two weeks continues to reveal itself worse than he originally thought. We're only seeing 2% of what the FBI retrieved, and most serious stuff would be on Signal, not Gmail. Just like MKUltra, the real files were destroyed. Whatever the truth is, it's probably worse than we can imagine. Full interview with philip simon d’amico below

Mario Nawfal

53,117 просмотров • 4 месяцев назад

Forget about the “colored sorority” comment for a second & think about what he’s asking: Why hasn’t someone who’s been a presidential for 3 days done a 1-on-1 interview like her opponent (who hasn’t done hasn’t done one in 2 months)? Why would a presidential candidate want to address an organization that represents 350,000 of the most loyal voters who outperform every other demographic? If Harris missing Netanyahu’s speech is such a travesty, why didn’t he mention the fact that she will meet with him separately at the White House? You think he knows that MOST Republicans boycotted the last speech to Congress by a visiting head of state? Even though Brian Kilmeade has a history of white nationalism, right-wing extremism, Islamophobia and scientific racism, here’s why I would NEVER call Brian Kilmeade racist or accuse him of being biased: A lot of what we attribute to privilege or racism can more easily be explained by something much simpler. It’s likely that Brian doesn’t KNOW that calling someone “colored” can be considered a racial slur. Who would tell him? His white cohosts? Fox News’ 94% white, 1% Black audience? Most people know because of their life experience life experience? Well, he attended a high school that less was than 1% Black going to college play soccer in a 1% Black town. Then he was a UFC commentator and a sports talk show host. He has never worked in politics or covered it as a journalist. Now if you’re asking how a failed soccer player turned sports reporter got a job covering politics on the most watched political platform in America, the answer is: HOW THE FUCK WOUKD I KNOW? In any case, the fact that the host of one of cable news’ most-watched shows doesn’t know things is irrelevant. He doesn’t HAVE to know things. Not knowing things has not impacted his life in any way. If Brian Kilmeade was Black, Brian Kilmeade would DEFINITELY call Brian Kilmeade a diversity hire. He is living proof of one thing we all know: Being dumb is a white privilege

Forget about the “colored sorority” comment for a second & think about what he’s asking: Why hasn’t someone who’s been a presidential for 3 days done a 1-on-1 interview like her opponent (who hasn’t done hasn’t done one in 2 months)? Why would a presidential candidate want to address an organization that represents 350,000 of the most loyal voters who outperform every other demographic? If Harris missing Netanyahu’s speech is such a travesty, why didn’t he mention the fact that she will meet with him separately at the White House? You think he knows that MOST Republicans boycotted the last speech to Congress by a visiting head of state? Even though Brian Kilmeade has a history of white nationalism, right-wing extremism, Islamophobia and scientific racism, here’s why I would NEVER call Brian Kilmeade racist or accuse him of being biased: A lot of what we attribute to privilege or racism can more easily be explained by something much simpler. It’s likely that Brian doesn’t KNOW that calling someone “colored” can be considered a racial slur. Who would tell him? His white cohosts? Fox News’ 94% white, 1% Black audience? Most people know because of their life experience life experience? Well, he attended a high school that less was than 1% Black going to college play soccer in a 1% Black town. Then he was a UFC commentator and a sports talk show host. He has never worked in politics or covered it as a journalist. Now if you’re asking how a failed soccer player turned sports reporter got a job covering politics on the most watched political platform in America, the answer is: HOW THE FUCK WOUKD I KNOW? In any case, the fact that the host of one of cable news’ most-watched shows doesn’t know things is irrelevant. He doesn’t HAVE to know things. Not knowing things has not impacted his life in any way. If Brian Kilmeade was Black, Brian Kilmeade would DEFINITELY call Brian Kilmeade a diversity hire. He is living proof of one thing we all know: Being dumb is a white privilege

Michael Harriot

186,394 просмотров • 2 лет назад

Hell yes!! Jhared Hack just won his first start on the India Pro Tour with a final round 59* to win by 5. Jhared has become a good friend, we helped raise money for him a few times. Truly one of the nicest people in golf. Won the 2007 Western Am, beat Rickie and DJ in match play. Turned pro at 18. Now 20 years into his pro career he is still grinding. Years of driver yips. It got so bad his friends would try to convince him to not play in Vegas money games, they would feel guilty taking his money. He refused. Found his way out of them. Battled back. A ton of mini-tour players have been broke, but no one as many times as Jhared. And no one plays better when he's broke. Has won mini-tour events multiple times when his cards were maxed and it was win or be done. Has played most every tour in the world. DP, PGA, KFT, Latin, Canada, Morocco, China, and now India. After he missed at 2nd stage here he told Mark Baldwin he was going to play in India. We thought he was crazy (we still think he's crazy) . He won 1st stage there, finished 2nd at final, now won in his first start. Gets $25,000 for the win, will get into 2 Hotel Planners events, possible a DP event. Moved up 2000 spots in OWGR. Talked to him this morning when I woke up, he was ecstatic. “Going to have some beers” before he gets on his way to next weeks event. I love it, every second of it. This is why I started this account, for wins like this at events no one has ever heard of. (* par 69, around 6,000 yards. A 59 to win is impressive regardless, but for full context)

Hell yes!! Jhared Hack just won his first start on the India Pro Tour with a final round 59* to win by 5. Jhared has become a good friend, we helped raise money for him a few times. Truly one of the nicest people in golf. Won the 2007 Western Am, beat Rickie and DJ in match play. Turned pro at 18. Now 20 years into his pro career he is still grinding. Years of driver yips. It got so bad his friends would try to convince him to not play in Vegas money games, they would feel guilty taking his money. He refused. Found his way out of them. Battled back. A ton of mini-tour players have been broke, but no one as many times as Jhared. And no one plays better when he's broke. Has won mini-tour events multiple times when his cards were maxed and it was win or be done. Has played most every tour in the world. DP, PGA, KFT, Latin, Canada, Morocco, China, and now India. After he missed at 2nd stage here he told Mark Baldwin he was going to play in India. We thought he was crazy (we still think he's crazy) . He won 1st stage there, finished 2nd at final, now won in his first start. Gets $25,000 for the win, will get into 2 Hotel Planners events, possible a DP event. Moved up 2000 spots in OWGR. Talked to him this morning when I woke up, he was ecstatic. “Going to have some beers” before he gets on his way to next weeks event. I love it, every second of it. This is why I started this account, for wins like this at events no one has ever heard of. (* par 69, around 6,000 yards. A 59 to win is impressive regardless, but for full context)

Monday Q Info

49,441 просмотров • 5 месяцев назад

Warren Buffett on the costly mistake investors make when sizing up a new deal: At a Berkshire Hathaway meeting, a shareholder named Mike Riiffken asks Buffett to explain why five recent transactions all carried such different terms. Goldman at 5 billion and 10% plus warrants. GE at 5 billion and 10% plus warrants. Dow Chemical at 3 billion and 8.5% convertible. Wrigley/Mars at 4.4 billion and 11.45%. Swiss Re at 2.7 billion and 12%. Why the different interest rates, and why warrants in only some cases? Buffett's answer comes down to one idea: every deal was done at a different time, under different conditions. As he puts it, "our opportunity costs were different in every single one of those five transactions." He's quick to admit he isn't perfect at this: "we could have done a much better, I could have done a much better job of allocating our money." "we not only don't have perfect foresight, sometimes it's pretty, it's pretty bad." Then he explains how he actually thinks when capital is on the table. He wasn't measuring the Swiss Re deal against the Dow Chemical deal committed a year earlier. He was only weighing what that money could do right now: "I was thinking about what else I could do with $2.7 billion dollars. And that, that's the way all the decisions are made." Every decision, he says, goes through "a mind that is looking at everything available that day," including how much cash they hold and what might come along next week or next month. Past deals, in his words, "don't really make any difference." That leads to the lesson every investor should sit with: "one of the errors people make in business, and sometimes it can be a huge error, is that they try and measure every deal against the best deal that they've ever made." The trap is subtle. Once you anchor to your greatest trade, you become determined never to accept anything less attractive again. And the result, Buffett warns, is that "they, in effect, sometimes they take themselves out of the game." His reframe: "The goal is not to make a better deal than you've ever made before; the goal is to make a satisfactory deal. It's the best deal that you can make at the time." He closes with no room for ambiguity: "There's no other rational way to make deals."

Warren Buffett on the costly mistake investors make when sizing up a new deal: At a Berkshire Hathaway meeting, a shareholder named Mike Riiffken asks Buffett to explain why five recent transactions all carried such different terms. Goldman at 5 billion and 10% plus warrants. GE at 5 billion and 10% plus warrants. Dow Chemical at 3 billion and 8.5% convertible. Wrigley/Mars at 4.4 billion and 11.45%. Swiss Re at 2.7 billion and 12%. Why the different interest rates, and why warrants in only some cases? Buffett's answer comes down to one idea: every deal was done at a different time, under different conditions. As he puts it, "our opportunity costs were different in every single one of those five transactions." He's quick to admit he isn't perfect at this: "we could have done a much better, I could have done a much better job of allocating our money." "we not only don't have perfect foresight, sometimes it's pretty, it's pretty bad." Then he explains how he actually thinks when capital is on the table. He wasn't measuring the Swiss Re deal against the Dow Chemical deal committed a year earlier. He was only weighing what that money could do right now: "I was thinking about what else I could do with $2.7 billion dollars. And that, that's the way all the decisions are made." Every decision, he says, goes through "a mind that is looking at everything available that day," including how much cash they hold and what might come along next week or next month. Past deals, in his words, "don't really make any difference." That leads to the lesson every investor should sit with: "one of the errors people make in business, and sometimes it can be a huge error, is that they try and measure every deal against the best deal that they've ever made." The trap is subtle. Once you anchor to your greatest trade, you become determined never to accept anything less attractive again. And the result, Buffett warns, is that "they, in effect, sometimes they take themselves out of the game." His reframe: "The goal is not to make a better deal than you've ever made before; the goal is to make a satisfactory deal. It's the best deal that you can make at the time." He closes with no room for ambiguity: "There's no other rational way to make deals."

Black Edge

15,922 просмотров • 1 месяц назад

Kobe Bryant cold-called Jony Ive, Oprah, and Nike's CEO to learn how they think: "I just cold-call people. Absolutely. I just cold-call people and pick their brain about stuff. Some of the questions I'll ask will seem really, really simple and stupid, quite honestly, for them. But if I don't know, I don't know. I have to ask. I want to learn more about how they build their business, how they run their companies, how they see the world." On who he calls: "We could start in the Nike family. I cold-call Mark Parker all the time. Johnny Ive. Dan Wieden. Oprah Winfrey. Arianna Huffington. Hillary Swank. It just goes on and on and on." Kobe explains why he called Jony Ive: "He's obviously unique in what he does. I want to know how does he view product? How does he view the process of designing product? How does he know when he has the product exactly where he wants it to be? How is he seeing the world differently than everybody else who's manufacturing hardware? There's something going on from the moment he sees something to when it goes into his brain, that's a different process than other designers. I'm curious to know what that is." Kobe visited Apple to learn: "I spent the day there, talking with Johnny, picking his brain about product. What makes them who they are? And why? Once you have the passion the thing that you're passionate about, now you can look at other people, other entities, works of art, and draw things from that to help you be better at what you do. By looking for those common denominators." Jony Ive asked Kobe the same questions in return: "Johnny wanted to know, how do I prepare? How do I study? How do I view the game? How do you build your game? My response is much like the way he builds products. You think sequentially. You look at the end result of what you want to create. But in order to create that, there are so many little things that go into this massive entity or device." Kobe continues: "It's no different than building my basketball game. You start with: where do you want your game to be? What would make your game most unstoppable or hard to deal with? Now you work backwards from there. You start building it one piece at a time. One move at a time. One counter at a time. There's a lot of similarities." On building his company, Kobe Inc: "We're just cranking away every day, building out the internal structure. Communicating the culture internally. Where are we going? Building out that model, that plan. We also don't want to get too far ahead of ourselves. I have this vision of where I'd like us to go, but it's important for us to go one step at a time." On what he'd tell other athletes about marketing: "For me, doing that, it seems like I should really just do it for free. Because what I'm going to tell them is: be yourself. That's it. Be you. There's no gimmick. You don't have to contrive anything. Who are you? Where are you today? What is your story? Where does that come from? Then all you're doing is communicating that story to the public." Kobe reflects on LeBron going back to Cleveland: "It depends how you shape the story. You stay in Miami, there's a great story you can mold around that. You go to Cleveland, there's a way you can mold that too. It really just depends on what his personal truth is. I think he communicated his truth extremely well, and that's what you have to stick to."

Kobe Bryant cold-called Jony Ive, Oprah, and Nike's CEO to learn how they think: "I just cold-call people. Absolutely. I just cold-call people and pick their brain about stuff. Some of the questions I'll ask will seem really, really simple and stupid, quite honestly, for them. But if I don't know, I don't know. I have to ask. I want to learn more about how they build their business, how they run their companies, how they see the world." On who he calls: "We could start in the Nike family. I cold-call Mark Parker all the time. Johnny Ive. Dan Wieden. Oprah Winfrey. Arianna Huffington. Hillary Swank. It just goes on and on and on." Kobe explains why he called Jony Ive: "He's obviously unique in what he does. I want to know how does he view product? How does he view the process of designing product? How does he know when he has the product exactly where he wants it to be? How is he seeing the world differently than everybody else who's manufacturing hardware? There's something going on from the moment he sees something to when it goes into his brain, that's a different process than other designers. I'm curious to know what that is." Kobe visited Apple to learn: "I spent the day there, talking with Johnny, picking his brain about product. What makes them who they are? And why? Once you have the passion the thing that you're passionate about, now you can look at other people, other entities, works of art, and draw things from that to help you be better at what you do. By looking for those common denominators." Jony Ive asked Kobe the same questions in return: "Johnny wanted to know, how do I prepare? How do I study? How do I view the game? How do you build your game? My response is much like the way he builds products. You think sequentially. You look at the end result of what you want to create. But in order to create that, there are so many little things that go into this massive entity or device." Kobe continues: "It's no different than building my basketball game. You start with: where do you want your game to be? What would make your game most unstoppable or hard to deal with? Now you work backwards from there. You start building it one piece at a time. One move at a time. One counter at a time. There's a lot of similarities." On building his company, Kobe Inc: "We're just cranking away every day, building out the internal structure. Communicating the culture internally. Where are we going? Building out that model, that plan. We also don't want to get too far ahead of ourselves. I have this vision of where I'd like us to go, but it's important for us to go one step at a time." On what he'd tell other athletes about marketing: "For me, doing that, it seems like I should really just do it for free. Because what I'm going to tell them is: be yourself. That's it. Be you. There's no gimmick. You don't have to contrive anything. Who are you? Where are you today? What is your story? Where does that come from? Then all you're doing is communicating that story to the public." Kobe reflects on LeBron going back to Cleveland: "It depends how you shape the story. You stay in Miami, there's a great story you can mold around that. You go to Cleveland, there's a way you can mold that too. It really just depends on what his personal truth is. I think he communicated his truth extremely well, and that's what you have to stick to."

Jaynit

144,192 просмотров • 3 месяцев назад