This scared me. I’m open to changes, but I also think a few million years of evolution has gotten human beings to be pretty good at surviving around the nature’s balancing point we have today.
We’ve been hearing about the rise of CO2 level for some time now, but I feel like we’ve actually gotten to a point where we may end up turning our planet into an inhabitable one. Living in the bay area, it’s hard to actually experience what it’s like to live in a harsh environment, but whenever I’m on a business trip to Korea/China, I definitely feel the air quality can and is killing lives already. The pollution is wide spread over a massive area and it’s very, very real.
AlphaGo won twice against Lee Sedol, one of the greatest Go players in history. This is a significant milestone in the history of AI, because the sheer scale of the problem space Go has is one of the biggest among the games humans play.
This makes me think hard about how and what to teach our future generation to prepare for the era when people will blindly follow many decisions that have been made by AI without (or incapable of) fully comprehending their meaning and consequences.
At Y Combinator‘s Tuesday dinner event last Tuesday (2/23/2016), Michael Moritz came for a talk. It was deeply inspiring to see him in person, but it was even more energizing to see him still so ‘obsessed’ about his work at Sequoia Capital.
Here’s a brief excerpt from his talk:
That’s what, at Sequoia, we’ve always been focused on: How do we maintain a consistent level of exceptional performance? Most entities, most organizations are capable of doing it through a year, or five years, maybe ten years. Very few are able to do it over multiple decades. And I’m not saying that we’re exemplary, but we’ve worked really, really hard on trying to perform at an extremely high level.
How have we done it? It all sounds very, very mundane. You can read a book about the principles of high performance, or great leadership, and it’ll all sound very straightforward and rudimentary. The difficulty is doing it every day, doing it every week, month, quarter, year, and keeping that beat up.
Which is part of the reason we don’t have all sorts of lucite blocks commemorating this or that anniversary of some company hanging around the office at Sequoia: Because all of that is yesterday, and it’s irrelevant to the future.
One thing I’ve noticed going through Y Combinator was how consistent were the messages repeated by the partners, the staffs, and the alumni network. As a startup founder, you should do two things: “write code and talk to users.” The more recent version is: “build product, talk to customers, and exercise” – which I think is a natural evolution, since YC funds a lot of non-software-only companies these days and the partners are getting a bit older. 😉
The entire message is around “Growth” and the way to get there is by writing code and talking to users. And stop doing anything else. Sounds simple, right?