Pages

Showing posts with label Y Combinator. Show all posts
Showing posts with label Y Combinator. Show all posts

Wednesday, June 11, 2025

YC Is the New IBM — And That’s the Problem

The Plateau of Plenty: Why VCs Are the Seers of Our Time
Why OpenAI Has Failed Compared to Early Google
The Slow Descent of Apple: Missing the AI Wave Like Microsoft Missed Mobile
Beyond Full Self-Driving: The Smarter, Faster Path to Safer Transit


YC Is the New IBM — And That’s the Problem

Y Combinator is one of the most iconic institutions in the startup world. It has funded over 4,000 startups, including legendary names like Airbnb, Stripe, and Dropbox. It redefined what early-stage acceleration could mean. It made demo day a cultural event. It scaled.

But here’s the uncomfortable truth: Y Combinator never grew up. Yes, it scaled like a factory—like you used to make five ceramic cups and now you produce 50. But scale isn’t evolution. And YC hasn’t evolved for the era we’re in. It was designed for 2005, and it’s still running the same playbook in 2025.

Can the next OpenAI be born inside YC? The answer is clear: No. And here's why that matters.

The Myth of Scalability as Innovation

Y Combinator perfected the pipeline of churning out “fundable” startups, often with minimal innovation risk. You don’t go to YC to build a moonshot—you go to YC to get a bridge round and validation. The model optimizes for safe bets, not world-changing bets.

That’s why the biggest tech bets of the last decade didn’t come from YC:

  • OpenAI? Born out of an elite coalition of thinkers and capitalists, not a YC batch.

  • NVIDIA’s AI bet? Vision from within a hardware company with deep technical roots.

  • DeepMind? U.K.-based and far more academically anchored than YC-style hustle.

  • SpaceX? Elon didn't start it with $125k and a pitch deck.

YC didn’t—and perhaps couldn’t—incubate these.

The Platform Problem: YC Is Craigslist

YC today is like Craigslist. Once, it was everything—jobs, housing, gigs. But then a thousand verticals unbundled it: Airbnb took housing, LinkedIn took jobs, Uber took rides, and so on.

YC is waiting to be unbundled in the same way.

It is a generalist factory in a world now defined by the intersections of specialized, emerging technologies—AI + biotech, crypto + supply chain, robotics + mental health. These aren’t demo-day darlings. These are decade-long labs. These are fund-and-build platforms. They require long-term, infrastructure-level thinking.

The Old Playbook Can’t Win New Games

YC was built for Web 2.0. It flourished when minimal viable products and agile iterations could quickly lead to market traction. But the new wave of innovation doesn’t move in 3-month cycles. We’re entering a world of:

  • Pre-trained models that cost tens of millions

  • Deep tech that requires regulation-savvy founders

  • Climate tech with long feedback loops

  • Decentralized protocols with complex incentive engineering

What these ventures need is not YC’s playbook. They need patient capital, deep integration with research institutions, infrastructure support, cross-disciplinary expertise, and a new breed of founder networks.

YC Is IBM. Where’s the Next Apple?

In many ways, YC is IBM now—respected, still powerful, but stagnant. You know what that makes the opportunity? We need 100 new post-YCs. Each one laser-focused on a vertical. Each one optimized for depth, not breadth. Just like Airbnb pulled one vertical out of Craigslist and ran with it, the accelerators of the next decade will do the same with YC.

We’ll see:

  • An OpenAI-style research-to-commercialization lab for AGI

  • A biotech founder accelerator with embedded labs and FDA navigation

  • A climate moonshot studio building infrastructure, not MVPs

  • A sovereign-technology accelerator for deep geopolitical alignment

Each of these would make YC look like a hobby club for hustlers with slide decks.

Point Be Noted

Let’s not confuse ubiquity with relevance. YC’s continued dominance in the startup discourse is a legacy effect. Its true limitations are masked by volume. But volume is not vision. And in the AI era, in the climate era, in the post-scarcity, post-crypto, post-Web2 world, we need vision.

The most important companies of the next 20 years won’t come out of YC.

They will be born elsewhere—on new platforms, with new rules, under new accelerators that know how to build for complexity, capital intensity, and global impact.

YC lit the flame.

But it's time for a new fire.

Paul Graham's Favorite History Books
Paul Graham: The Shape of the Essay Field
Elon Musk's Leadership Mistakes At Tesla
Paul Graham’s Timeless Advice for Tech Startups: A Masterclass in Building the Future

Liquid Computing: The Future of Human-Tech Symbiosis
Velocity Money: Crypto, Karma, and the End of Traditional Economics
The Next Decade of Biotech: Convergence, Innovation, and Transformation
Beyond Motion: How Robots Will Redefine The Art Of Movement
ChatGPT For Business: A Workbook
Becoming an AI-First Organization
Quantum Computing: Applications And Implications
Challenges In AI Safety
AI-Era Social Network: Reimagined for Truth, Trust & Transformation

Paul Graham, Brad Feld, Me, BBC (2010)
United States to woo entrepreneurs with new visa law

100 Emergent Technologies Of The Recent Decades And Their Intersections
Skip the Landline: Why Perplexity AI Must Leap Boldly Into the Future
Prompts Are Thoughts
The Five Year Window: A Smarter Lens for Navigating the Future
Government Tech: The Next Great Leap in Nation-Building (GovTech)
Is Tesla Really a $25 Trillion Company Because of Optimus? A Deep Dive into Elon's Claim
AI-Era Social Network: The Facebook Killer That Looks Nothing Like Facebook
Why Thinking Big Is the Safest Bet in the Age of AI and Exponential Technologies
10 Trends In ClimateTech
Solve Drinking Water
Deep Ocean, Surface Of Mars: Colonization Prospects
Why Is Crypto Regulation Hard?
The Collision of Emerging Technologies: Where the Future of Tech Ignites
Unicorns, Elephants, And Plentiful Trillion Dollar Companies
The Physics: Bigger Rockets Are Harder To "Get Right"
Solugen: The Tesla of Chemicals—Why Isn’t It a Household Name Yet?
Software Ate the World. Now AI Is Eating Software.
Google vs. Google: The AI Disruption and the Innovator’s Dilemma

 

Y Combinator (YC) holds a 7% equity stake in each of its ~5,000 portfolio companies via its standard deal (ycombinator.com).

Industry estimates put the combined valuation of YC-backed startups at approximately:

Using those ranges:

  • At $600 billion total, YC’s 7% stake is worth:

    0.07×$600 billion=$42 billion0.07 \times \$600\,\text{billion} = \$42\,\text{billion}

  • At an upper estimate of $900 billion, YC’s stake would be:

    0.07×$900 billion=$63 billion0.07 \times \$900\,\text{billion} = \$63\,\text{billion}

๐Ÿ“Š Summary

Assumed Portfolio Valuation YC’s Stake (7%) Estimated Worth
$600B 7% $42 billion
$900B 7% $63 billion

So, YC’s 7% equity across its ~5,000 companies is likely worth between $42 billion and $63 billion, depending on how you calculate “total portfolio value.”


Opinion: First Lady Melania and Pope Leo are right — it’s “unum” time Unum doesn’t erase conflict or pretend we all agree. It’s not utopia. It’s the hard, daily work of choosing coexistence over chaos ..... a time when America — and the world — feels dangerously divided. ....... Unum means Jewish and Muslim Americans grieving side-by-side. It means a First Lady who grew up Catholic in Slovenia invoking a motto that speaks across American synagogues, mosques and churches alike. It means a Pope who spent years in Latin America calling for peace — not as an abstract dream, but as an urgent task. .......... In moments like these, we face two temptations. One is despair: to give up, to believe the divisions are too deep. The other is rage: to blame, punish and retreat into our tribes. ......... Pope Leo XIV said it plainly: “Be bridgebuilders, peace seekers, and companions on the journey.” That’s not just a prayer. It’s a plan. ......... Because in a world driven by algorithms that divide and outrage that sells, choosing Unum is radical. It means staying at the table when you’d rather storm out. It means believing that pluralism — people of different faiths, races, beliefs and stories — can still build a shared life. ......... belonging isn’t partisan. It’s American. It always has been.

at No comments:
Labels: , , , ,

Monday, May 26, 2025

Software Ate the World. Now AI Is Eating Software.

 

Software Ate the World. Now AI Is Eating Software.

In 2011, Marc Andreessen famously declared that “software is eating the world.” And he was right. Over the next decade, nearly every industry was digitized, disrupted, or demolished by software. From how we shop to how we bank, from how we communicate to how we date, software became the invisible infrastructure of modern life. Every company became, in part, a software company.

But something new is happening now.

AI is eating software.

The New Eater Emerges

Artificial Intelligence, particularly large language models (LLMs), generative AI, and autonomous agents, are transforming how software is built, deployed, and even conceptualized. AI isn’t just another software tool—it’s a new layer that sits above software development itself.

Where once humans wrote code, now AI can generate it. Where once we had to meticulously design workflows, AI can infer and optimize them in real-time. AI doesn’t just use software—it writes, fixes, tests, and even replaces it.

From Apps to Agents

Apps used to be the endpoint of software innovation. You needed a team of developers to build a new productivity app, or a customer support system, or a recommendation engine. Now, an LLM can spin up an AI agent that handles all of that, learning as it goes.

Instead of building a CRM, businesses are deploying AI agents that are the CRM—automatically conversing with clients, managing data, summarizing interactions, and improving with every customer touchpoint.

We’re moving from a world of static software products to dynamic, self-improving, conversational systems.

Zero UI, Zero Code, Infinite Potential

AI is beginning to erode the traditional interfaces of software. Why click buttons and navigate menus when you can just say what you want?

Want a new dashboard? Tell your AI agent.

Need an email campaign launched, a spreadsheet analyzed, a bug fixed? Just describe the problem in plain English.

In this world, the real power isn’t in knowing how to code—it’s in knowing how to communicate. Prompting is the new programming. And anyone can prompt.

Implications: The Developer's Role Evolves

Developers are not becoming obsolete—they are becoming conductors rather than technicians. AI handles the repetitive, boilerplate code. Developers steer, architect, and integrate. More focus shifts to system design, governance, ethics, and human-AI collaboration.

Meanwhile, millions who were previously excluded from software creation now have tools to build, automate, and create at the speed of thought.

Beyond Software: Eating the World, Again

If software ate the world by digitizing it, AI is now reimagining it. AI is poised to redefine what’s possible in medicine, education, law, entertainment, science, and even governance.

It’s not just eating software—it’s reshaping intelligence itself.

Conclusion:

Software once transformed industries. Now AI is transforming software.

We’re not witnessing an incremental shift—we’re witnessing a recursive one: intelligence building intelligence, software creating software, and ideas becoming products without the friction of traditional development.

It’s not the end of software.

It’s the beginning of something much bigger.

The frontier tech prisoners dilemma

at No comments:
Labels: , , , , ,

Tuesday, April 29, 2025

Paul Graham’s Timeless Advice for Tech Startups: A Masterclass in Building the Future

Beyond Motion: How Robots Will Redefine The Art Of Movement
ChatGPT For Business: A Workbook
Becoming an AI-First Organization
Quantum Computing: Applications And Implications
Challenges In AI Safety
AI-Era Social Network: Reimagined for Truth, Trust & Transformation

Beyond Motion: How Robots Will Redefine The Art Of Movement
ChatGPT For Business: A Workbook
Becoming an AI-First Organization
Quantum Computing: Applications And Implications
Challenges In AI Safety
AI-Era Social Network: Reimagined for Truth, Trust & Transformation


Paul Graham’s Timeless Advice for Tech Startups: A Masterclass in Building the Future

When it comes to tech startups, few voices are as respected — and reread — as Paul Graham’s. As a cofounder of Y Combinator and author of dozens of seminal essays, Graham has shaped how generations of founders think about startups. His advice is practical, deceptively simple, and deeply wise.

Here’s a distilled guide to Paul Graham’s best advice for building a successful tech startup:

1. Start With a Real Problem

"The very best startup ideas tend to have three things in common: they’re something the founders themselves want, that they themselves can build, and that few others realize are worth doing."

Don't chase trends. Find a real problem — ideally one you personally feel — and solve it. The best ideas come from founders solving problems they deeply understand, not from brainstorming sessions or market research alone.

2. Build Something People Want

"Make something people want."

This is the core of everything. A startup succeeds by creating real value for users. If users truly love what you’ve built, everything else — growth, revenue, buzz — follows. If they don’t, no clever marketing or fundraising will save you.

3. Start Small, Grow Fast

"It’s better to make a few people really happy than to make a lot of people semi-happy."

Start with a small group of users — even 10 or 100 — and obsess over making them love you. Dominating a small niche is the seed from which larger success grows.

4. Launch Early

"If you’re not embarrassed by the first version of your product, you’ve launched too late."

Don't over-perfect in secret. Get something out quickly, even if it's basic. Real feedback from real users is infinitely more valuable than speculation.

5. Do Things That Don’t Scale

"A lot of would-be founders believe that startups either take off or don't. Actually, startups take off because the founders make them take off."

Hand-hold users. Recruit them one by one. Deliver an exceptional experience manually if needed. Early scrappiness lays the foundation for later automation and scaling.

6. Be Relentlessly Resourceful

"What matters is not ideas, but the people who have them. Good people can fix bad ideas, but good ideas can’t save bad founders."

Founders succeed through resourcefulness, determination, and adaptability. Being able to figure things out and push through walls is more important than initial brilliance.

7. Find a Great Cofounder

"It's like getting married. Choose carefully."

Solo founders have a harder time. A great cofounder complements your skills, shares your vision, and sticks through hard times. The chemistry between cofounders often determines a startup’s fate.

8. Stay Focused

"Startups rarely die because of competition. They die because they get distracted."

Most startup death comes from losing focus: chasing too many ideas, pivoting aimlessly, or burning out. Ruthless prioritization is key.

9. Understand the Importance of Growth

"Startup = growth."

What defines a startup is not the type of product or the age of the company but the pursuit of rapid, exponential growth. Constantly measure and drive toward sustainable growth metrics.

10. Fundraising Is a Means, Not an End

"Raising money is not success."

Yes, venture capital can help. But building something users love is the real measure of success. Chasing investors instead of customers leads to hollow startups.

11. Default Alive or Default Dead?

"Are you on track to reach profitability before you run out of money?"

Always know whether you are on a trajectory to survive without new funding. Many startups die simply because they run out of money without clear paths to profitability.

12. Beware of Bad Advice and Conventional Wisdom

"Large organizations are very good at suppressing new ideas."

Startups thrive by questioning assumptions, moving fast, and staying unconventional. Herd mentality kills creativity.

13. Persistence Wins

"It's not about having an idea. It's about making it happen."

Many startups succeed simply because the founders refused to quit. Persistence through the “trough of sorrow” — the tough times when growth stagnates — is critical.

Final Thoughts

Paul Graham’s startup wisdom boils down to a few profound principles:

  • Solve real problems.

  • Start small and focus on delighting users.

  • Move fast and stay scrappy.

  • Stay alive at all costs.

Building a startup is a rollercoaster of uncertainty, excitement, and hard work. But armed with Graham’s timeless advice, founders can tilt the odds a little more in their favor — and maybe even change the world.


Beyond Motion: How Robots Will Redefine The Art Of Movement
ChatGPT For Business: A Workbook
Becoming an AI-First Organization
Quantum Computing: Applications And Implications
Challenges In AI Safety
AI-Era Social Network: Reimagined for Truth, Trust & Transformation

Beyond Motion: How Robots Will Redefine The Art Of Movement
ChatGPT For Business: A Workbook
Becoming an AI-First Organization
Quantum Computing: Applications And Implications
Challenges In AI Safety
AI-Era Social Network: Reimagined for Truth, Trust & Transformation

Beyond Motion: How Robots Will Redefine The Art Of Movement
ChatGPT For Business: A Workbook
Becoming an AI-First Organization
Quantum Computing: Applications And Implications
Challenges In AI Safety
AI-Era Social Network: Reimagined for Truth, Trust & Transformation

at No comments:
Labels: , , ,

Wednesday, March 12, 2025

12: Y Combinator

at No comments:
Labels:

Thursday, November 28, 2024

28: Y Combinator

at No comments:
Labels:

A Tech Incubator for Today

Corporate Culture/Operating System
30-30-30-10: A More Thoughtful And Egalitarian Formula For Equity Distribution In Tech Startups For The Age Of Abundance

When the internet became mainstream, it was a revolutionary time. No one alive had experienced anything like it before. Business and innovation seemed to move at the speed of imagination. Much has happened in the past 30 years, but all of it is merely a prologue. The real breakthroughs are happening now and will continue in the near future.

Today, we see nearly ten "internet-sized" technologies advancing in parallel, reaching new heights year after year. Each is remarkable on its own, but what happens when these technologies intersect is almost impossible to predict. It's difficult to foresee which companies or industries will dominate even a decade from now, let alone further into the future.

There has never been a more thrilling time to be a tech entrepreneur than today.

Now is the time to be bold. Entrepreneurs willing to tackle the biggest problems and boldest challenges will go the farthest. The tools available today were unimaginable just a few years ago, creating unprecedented opportunities for innovation. This is the age of boundless potential.

When Y Combinator launched, Silicon Valley was the ideal location. When TechStars emerged, it made sense to establish it in multiple cities across the United States. But today, neither model would suffice. A tech incubator launched in this era must be instantly and inherently global.

This shift doesn’t negate the importance of geography. Meeting in person still holds unique value, and perhaps always will. However, the global model embraces all geographies. It doesn’t diminish the importance of talent but rather recognizes that talent is everywhere. It doesn’t undermine the value of capital but highlights how capital is rapidly forming worldwide. Those who fail to adapt will be left behind.

The world is moving rapidly toward an *Age of Abundance,* a vision prophesied in scriptures thousands of years ago. Tech entrepreneurship plays a leading role in this transformation. At its core, tech entrepreneurship is service on a massive scale delivered with extraordinary efficiency.

If I were selecting tech entrepreneurs to fund, I’d start with those daring enough to tackle the most complex, pressing problems. The days of creating a simple photo-sharing app and earning billions are over. Now is the time to confront the big challenges head-on.

A tech incubator founded today must prioritize entrepreneurs who aim to solve these "big, bad problems." It should offer them world-class support systems to turn their visions into reality. The opportunity to make a difference is everywhere—and the boldest will seize it.



เค†เคœ เค•े เคฒिเค เคเค• เคคเค•เคจीเค•ी เค‡เคจเค•्เคฏूเคฌेเคŸเคฐ



เคœเคฌ เค‡ंเคŸเคฐเคจेเคŸ เคฎुเค–्เคฏเคงाเคฐा เคฎें เค†เคฏा, เคคो เคตเคน เคเค• เค•्เคฐांเคคिเค•ाเคฐी เคธเคฎเคฏ เคฅा। เค‰เคธ เคธเคฎเคฏ เคœीเคตिเคค เค•िเคธी เคจे เคญी เคเคธा เค•ुเค› เคชเคนเคฒे เค•เคญी เคจเคนीं เคฆेเค–ा เคฅा। เคต्เคฏเคตเคธाเคฏ เค”เคฐ เคจเคตाเคšाเคฐ เค•เคฒ्เคชเคจा เค•ी เค—เคคि เคธे เค†เค—े เคฌเคข़เคคे เคช्เคฐเคคीเคค เคนो เคฐเคนे เคฅे। เคชिเค›เคฒे 30 เคตเคฐ्เคทों เคฎें เคฌเคนुเคค เค•ुเค› เคนुเค† เคนै, เคฒेเค•िเคจ เคฏเคน เคธเคฌ เคธिเคฐ्เคซ เคช्เคฐเคธ्เคคाเคตเคจा เคญเคฐ เคนै। เค…เคธเคฒी เค•्เคฐांเคคि เค…เคฌ เคนो เคฐเคนी เคนै เค”เคฐ เคจिเค•เคŸ เคญเคตिเคท्เคฏ เคฎें เคนोเค—ी।

เค†เคœ, เคฒเค—เคญเค— เคฆเคธ "เค‡ंเคŸเคฐเคจेเคŸ-เคธเคฆृเคถ" เคช्เคฐौเคฆ्เคฏोเค—िเค•िเคฏाँ เคธเคฎाเคจांเคคเคฐ เคฐूเคช เคธे เคช्เคฐเค—เคคि เค•เคฐ เคฐเคนी เคนैं เค”เคฐ เคนเคฐ เคธाเคฒ เคจเคˆ เคŠंเคšाเค‡เคฏों เคชเคฐ เคชเคนुंเคš เคฐเคนी เคนैं। เคช्เคฐเคค्เคฏेเค• เค…เคชเคจे เค†เคช เคฎें เค…เคฆ्เคตिเคคीเคฏ เคนै, เคฒेเค•िเคจ เคœเคฌ เคฏे เคช्เคฐौเคฆ्เคฏोเค—िเค•िเคฏाँ เค†เคชเคธ เคฎें เคœुเคก़เคคी เคนैं, เคคो เคœो เคนोเคคा เคนै, เค‰เคธเค•ी เค•เคฒ्เคชเคจा เค•เคฐเคจा เคฒเค—เคญเค— เค…เคธंเคญเคต เคนै। เคฏเคน เค…เคจुเคฎाเคจ เคฒเค—ाเคจा เค•เค िเคจ เคนै เค•ि เค†เคจे เคตाเคฒे เคฆเคธ เคตเคฐ्เคทों เคฎें เค•ौเคจ เคธी เค•ंเคชเคจिเคฏाँ เคฏा เค‰เคฆ्เคฏोเค— เคช्เคฐเคฎुเค– เคนोंเค—े, เค”เคฐ เค‰เคธเคธे เคญी เค†เค—े เค•ा เค…เคจुเคฎाเคจ เคคो เค”เคฐ เคญी เคฎुเคถ्เค•िเคฒ เคนै।

เค†เคœ เคธे เคฌेเคนเคคเคฐ เคธเคฎเคฏ เคคเค•เคจीเค•ी เค‰เคฆ्เคฏเคฎी เคฌเคจเคจे เค•े เคฒिเค เค•เคญी เคจเคนीं เคฅा।

เค…เคฌ เคตเคน เคธเคฎเคฏ เคนै เคœเคฌ เคนเคฎें เคธाเคนเคธी เคฌเคจเคจा เคนोเค—ा। เคœो เค‰เคฆ्เคฏเคฎी เคธเคฌเคธे เคฌเคก़ी เคธเคฎเคธ्เคฏाเค“ं เค”เคฐ เคธเคฌเคธे เคšुเคจौเคคीเคชूเคฐ्เคฃ เคฎुเคฆ्เคฆों เค•ो เคนเคฒ เค•เคฐเคจे เค•ा เคช्เคฐเคฏाเคธ เค•เคฐेंเค—े, เคตे เคธเคฌเคธे เค†เค—े เคœाเคंเค—े। เค†เคœ เค‰เคชเคฒเคฌ्เคง เค‰เคชเค•เคฐเคฃ เค•ुเค› เคธाเคฒ เคชเคนเคฒे เคคเค• เค…เค•เคฒ्เคชเคจीเคฏ เคฅे, เคœो เคจเคตाเคšाเคฐ เค•े เคฒिเค เค…เคญूเคคเคชूเคฐ्เคต เค…เคตเคธเคฐ เคช्เคฐเคฆाเคจ เค•เคฐ เคฐเคนे เคนैं। เคฏเคน เค…เคธीเคฎ เคธंเคญाเคตเคจाเค“ं เค•ा เคฏुเค— เคนै।

เคœเคฌ เคตाเคˆ เค•ॉเคฎ्เคฌिเคจेเคŸเคฐ เคฒॉเคจ्เคš เคนुเค†, เคคो เคธिเคฒिเค•ॉเคจ เคตैเคฒी เค‡เคธเค•े เคฒिเค เค†เคฆเคฐ्เคถ เคธ्เคฅाเคจ เคฅा। เคœเคฌ เคŸेเค•เคธ्เคŸाเคฐ्เคธ เคถुเคฐू เคนुเค†, เคคो เค‡เคธे เค…เคฎेเคฐिเค•ा เค•े เค•เคˆ เคถเคนเคฐों เคฎें เคซैเคฒाเคจा เคธเคนी เคฒเค—ा। เคฒेเค•िเคจ เค†เคœ, เคฏเคน เคฎॉเคกเคฒ เคชเคฐ्เคฏाเคช्เคค เคจเคนीं เคนोเค—ा। เค‡เคธ เคฏुเค— เคฎें เคฒॉเคจ्เคš เค•िเคฏा เค—เคฏा เคเค• เคคเค•เคจीเค•ी เค‡เคจเค•्เคฏूเคฌेเคŸเคฐ เคคुเคฐंเคค เค”เคฐ เคธ्เคตाเคญाเคตिเค• เคฐूเคช เคธे เคตैเคถ्เคตिเค• เคนोเคจा เคšाเคนिเค।

เคฏเคน เคฌเคฆเคฒाเคต เคญौเค—ोเคฒिเค•เคคा เค•े เคฎเคนเคค्เคต เค•ो เค•เคฎ เคจเคนीं เค•เคฐเคคा। เคต्เคฏเค•्เคคिเค—เคค เคฐूเคช เคธे เคฎिเคฒเคจा เค†เคœ เคญी เค…เคจूเค ा เคฎूเคฒ्เคฏ เคฐเค–เคคा เคนै เค”เคฐ เคถाเคฏเคฆ เคนเคฎेเคถा เคฐเค–ेเค—ा। เคฒेเค•िเคจ เคตैเคถ्เคตिเค• เคฎॉเคกเคฒ เคธเคญी เค•्เคทेเคค्เคฐों เค•ो เคธเคฎाเคนिเคค เค•เคฐเคคा เคนै। เคฏเคน เคช्เคฐเคคिเคญा เค•े เคฎเคนเคค्เคต เค•ो เค•เคฎ เคจเคนीं เค•เคฐเคคा, เคฌเคฒ्เค•ि เคฏเคน เคฎाเคจ्เคฏเคคा เคฆेเคคा เคนै เค•ि เคช्เคฐเคคिเคญा เคนเคฐ เคœเค—เคน เคนै। เคฏเคน เคชूंเคœी เค•े เคฎूเคฒ्เคฏ เค•ो เค•เคฎ เคจเคนीं เค•เคฐเคคा, เคฌเคฒ्เค•ि เคฆिเค–ाเคคा เคนै เค•ि เคชूंเคœी เคฆुเคจिเคฏा เคญเคฐ เคฎें เคคेเคœी เคธे เคตिเค•เคธिเคค เคนो เคฐเคนी เคนै। เคœो เค‡เคธ เคฌเคฆเคฒाเคต เค•ो เคจเคนीं เค…เคชเคจाเคंเค—े, เคตे เคชीเค›े เคฐเคน เคœाเคंเค—े।

เคฆुเคจिเคฏा เคคेเคœी เคธे *เคช्เคฐเคšुเคฐเคคा เค•े เคฏुเค—* เค•ी เค“เคฐ เคฌเคข़ เคฐเคนी เคนै, เคœिเคธเค•ी เคญเคตिเคท्เคฏเคตाเคฃी เคนเคœाเคฐों เคธाเคฒ เคชเคนเคฒे เคถाเคธ्เคค्เคฐों เคฎें เค•ी เค—เคˆ เคฅी। เค‡เคธ เคชเคฐिเคตเคฐ्เคคเคจ เคฎें เคคเค•เคจीเค•ी เค‰เคฆ्เคฏเคฎिเคคा เค•ी เคช्เคฐเคฎुเค– เคญूเคฎिเค•ा เคนै। เค…เคชเคจे เคฎूเคฒ เคฎें, เคคเค•เคจीเค•ी เค‰เคฆ्เคฏเคฎिเคคा เคฌเคก़े เคชैเคฎाเคจे เคชเคฐ เคธेเคตा เคนै, เคœो เค…เคฆ्เคตिเคคीเคฏ เคฆเค•्เคทเคคा เค•े เคธाเคฅ เคช्เคฐเคฆाเคจ เค•ी เคœाเคคी เคนै।

เคฏเคฆि เคฎुเคे เคคเค•เคจीเค•ी เค‰เคฆ्เคฏเคฎिเคฏों เค•ो เคตिเคค्เคคเคชोเคทिเคค เค•เคฐเคจे เค•े เคฒिเค เคšुเคจเคจा เคนो, เคคो เคฎैं เค‰เคจ เคฒोเค—ों เค•ो เคช्เคฐाเคฅเคฎिเค•เคคा เคฆूंเค—ा เคœो เคธเคฌเคธे เคœเคŸिเคฒ เค”เคฐ เคฎเคนเคค्เคตเคชूเคฐ्เคฃ เคธเคฎเคธ्เคฏाเค“ं เค•ो เคนเคฒ เค•เคฐเคจे เค•ा เคธाเคนเคธ เคฐเค–เคคे เคนैं। เคตเคน เคธเคฎเคฏ เค—เคฏा เคœเคฌ เคเค• เคธाเคงाเคฐเคฃ เคซोเคŸो-เคถेเคฏเคฐिंเค— เคเคช เคฌเคจाเค•เคฐ เค…เคฐเคฌों เค•เคฎा เคฒिเค เคœाเคคे เคฅे। เค…เคฌ เคธเคฎเคฏ เคนै เค•ि เคฌเคก़ी เคšुเคจौเคคिเคฏों เค•ा เคธाเคฎเคจा เค•िเคฏा เคœाเค।

เค†เคœ เคถुเคฐू เค•िเคฏा เค—เคฏा เคเค• เคคเค•เคจीเค•ी เค‡เคจเค•्เคฏूเคฌेเคŸเคฐ เค‰เคจ เค‰เคฆ्เคฏเคฎिเคฏों เค•ो เคช्เคฐाเคฅเคฎिเค•เคคा เคฆेเค—ा เคœो เค‡เคจ "เคฌเคก़ी, เค•เค िเคจ เคธเคฎเคธ्เคฏाเค“ं" เค•ो เคนเคฒ เค•เคฐเคจा เคšाเคนเคคे เคนैं। เค‰เคจ्เคนें เคตिเคถ्เคต-เคธ्เคคเคฐीเคฏ เคธเคฎเคฐ्เคฅเคจ เคช्เคฐเคฃाเคฒिเคฏाँ เคช्เคฐเคฆाเคจ เค•ी เคœाเคंเค—ी เคคाเค•ि เคตे เค…เคชเคจे เคฆृเคท्เคŸिเค•ोเคฃ เค•ो เคตाเคธ्เคคเคตिเค•เคคा เคฎें เคฌเคฆเคฒ เคธเค•ें। เคนเคฐ เคœเค—เคน เค…ंเคคเคฐ เคฒाเคจे เค•ी เคธंเคญाเคตเคจा เคนै—เค”เคฐ เค‡เคธे เคธเคฌเคธे เคธाเคนเคธी เคฒोเค— เคนी เคญुเคจाเคंเค—े।

at No comments:
Labels: , , , ,

Saturday, July 01, 2023

Paul Graham's Best Essay To Date



How to Do Great Work The first step is to decide what to work on. The work you choose needs to have three qualities: it has to be something you have a natural aptitude for, that you have a deep interest in, and that offers scope to do great work. ........

Some kinds of work you end up doing may not even exist yet.

.......... pick something and get going. ....... some of the biggest discoveries come from noticing connections between different fields. .......... Develop a habit of working on your own projects. Don't let "work" mean something other people tell you to do. If you do manage to do great work one day, it will probably be on a project of your own. It may be within some bigger project, but you'll be driving your part of it. .............. At 7 it may seem excitingly ambitious to build huge things out of Lego, then at 14 to teach yourself calculus, till at 21 you're starting to explore unanswered questions in physics. But always preserve excitingness. ............

There's a kind of excited curiosity that's both the engine and the rudder of great work.

It will not only drive you, but if you let it have its way, will also show you what to work on. ......... What are you excessively curious about — curious to a degree that would bore most other people? That's what you're looking for. ........... Knowledge expands fractally, and from a distance its edges look smooth, but once you learn enough to get close to one, they turn out to be full of gaps. ........... Many discoveries have come from asking questions about things that everyone else took for granted. .......... Great work often has a tincture of strangeness. You see this from painting to math. ......... Boldly chase outlier ideas, even if other people aren't interested in them — in fact, especially if they aren't. If you're excited about some possibility that everyone else ignores, and you have enough expertise to say precisely what they're all overlooking, that's as good a bet as you'll find. .........

Four steps: choose a field, learn enough to get to the frontier, notice gaps, explore promising ones. This is how practically everyone who's done great work has done it, from painters to physicists.

........... It may not be possible to prove that you have to work hard to do great things, but the empirical evidence is on the scale of the evidence for mortality. ............ The three most powerful motives are curiosity, delight, and the desire to do something impressive. Sometimes they converge, and that combination is the most powerful of all. .......... The big prize is to discover a new fractal bud. You notice a crack in the surface of knowledge, pry it open, and there's a whole world inside. ......... when it comes to figuring out what to work on, you're on your own .......... When you read biographies of people who've done great work, it's remarkable how much luck is involved. They discover what to work on as a result of a chance meeting, or by reading a book they happen to pick up. So you need to make yourself a big target for luck, and the way to do that is to be curious. Try lots of things, meet lots of people, read lots of books, ask lots of questions. .............. What mathematicians do, for example, is very different from what you do in high school math classes. So you need to give different types of work a chance to show you what they're like. But a field should become increasingly interesting as you learn more about it. If it doesn't, it's probably not for you. ............ One sign that you're suited for some kind of work is when you like even the parts that other people find tedious or frightening. ............ the most exciting story to write will be the one you want to read ............ Following your interests may sound like a rather passive strategy, but in practice it usually means following them past all sorts of obstacles. You usually have to risk rejection and failure. So it does take a good deal of boldness. ................ The trouble with planning is that it only works for achievements you can describe in advance. ....... I think for most people who want to do great work, the right strategy is not to plan too much. ...... You don't just put out your sail and get blown forward by inspiration. There are headwinds and currents and hidden shoals. So there's a technique to working, just as there is to sailing. ......... while you must work hard, it's possible to work too hard, and if you do that you'll find you get diminishing returns: fatigue will make you stupid, and eventually even damage your health. The point at which work yields diminishing returns depends on the type. Some of the hardest types you might only be able to do for four or five hours a day. ........... Ideally those hours will be contiguous. To the extent you can, try to arrange your life so you have big blocks of time to work in. You'll shy away from hard tasks if you know you might be interrupted. ............... It will probably be harder to start working than to keep working. ......... When I'm reluctant to start work in the morning, I often trick myself by saying "I'll just read over what I've got so far." Five minutes later I've found something that seems mistaken or incomplete, and I'm off. ............. In many projects a lot of the best work happens in what was meant to be the final stage. ......... One reason per-project procrastination is so dangerous is that it usually camouflages itself as work. You're not just sitting around doing nothing; you're working industriously on something else. So per-project procrastination doesn't set off the alarms that per-day procrastination does. You're too busy to notice it............. Great work happens by focusing consistently on something you're genuinely interested in. ............... Writing a page a day doesn't sound like much, but if you do it every day you'll write a book a year. That's the key: consistency. People who do great things don't get a lot done every day. They get something done, rather than nothing..............

If you do work that compounds, you'll get exponential growth.

........... Learning, for example, is an instance of this phenomenon: the more you learn about something, the easier it is to learn more. Growing an audience is another: the more fans you have, the more new fans they'll bring you. ................. The trouble with exponential growth is that the curve feels flat in the beginning. It isn't; it's still a wonderful exponential curve. But we can't grasp that intuitively, so we underrate exponential growth in its early stages. .............. There's a kind of undirected thinking you do when walking or taking a shower or lying in bed that can be very powerful. By letting your mind wander a little, you'll often solve problems you were unable to solve by frontal attack. ............ if you don't try to be the best, you won't even be good. This observation has been made by so many people in so many different fields that it might be worth thinking about why it's true. It could be because ambition is a phenomenon where almost all the error is in one direction — where almost all the shells that miss the target miss by falling short. ............. In some ways it's easier to try to be the best than to try merely to be good. ........... just do the work and your identity will take care of itself. ............. If you're earnest you avoid not just affectation but a whole set of similar vices. ........... To see new ideas, you need an exceptionally sharp eye for the truth. You're trying to see more truth than others have seen so far. And how can you have a sharp eye for the truth if you're intellectually dishonest? ........... Be aggressively willing to admit that you're mistaken. Once you've admitted you were mistaken about something, you're free. Till then you have to carry it. ........... any energy that goes into how you seem comes out of being good. That's one reason nerds have an advantage in doing great work: they expend little effort on seeming anything. In fact that's basically the definition of a nerd. ............ It's not learned; it's preserved from childhood. So hold onto it. Be the one who puts things out there rather than the one who sits back and offers sophisticated-sounding criticisms of them. ......... I doubt it would be possible to do great work without being earnest. It's so hard to do even if you are. You don't have enough margin for error to accommodate the distortions introduced by being affected, intellectually dishonest, orthodox, fashionable, or cool. ......... Mathematical elegance may sound like a mere metaphor, drawn from the arts. That's what I thought when I first heard the term "elegant" applied to a proof. But now I suspect it's conceptually prior — that the main ingredient in artistic elegance is mathematical elegance. At any rate it's a useful standard well beyond math. .................. some of the very best work will seem like it took comparatively little effort, because it was in a sense already there. It didn't have to be built, just seen. It's a very good sign when it's hard to say whether you're creating something or discovering it................ Try thinking of yourself as a mere conduit through which the ideas take their natural shape. ................ The best ideas have implications in many different areas. .............. If you express your ideas in the most general form, they'll be truer than you intended. .............. Original thinkers throw off new ideas about whatever they focus on, like an angle grinder throwing off sparks. They can't help it. ................. One of the most original thinkers I know decided to focus on dating after he got divorced. He knew roughly as much about dating as the average 15 year old, and the results were spectacularly colorful. But to see originality separated from expertise like that made its nature all the more clear................... Original ideas don't come from trying to have original ideas. They come from trying to build or understand something slightly too difficult. .......... Talking or writing about the things you're interested in is a good way to generate new ideas. When you try to put ideas into words, a missing idea creates a sort of vacuum that draws it out of you.

Indeed, there's a kind of thinking that can only be done by writing.

........... Changing your context can help. If you visit a new place, you'll often find you have new ideas there. ............ But you may not have to go far to get this benefit. Sometimes it's enough just to go for a walk. ............. It also helps to travel in topic space. You'll have more new ideas if you explore lots of different topics, partly because it gives the angle grinder more surface area to work on, and partly because analogies are an especially fruitful source of new ideas. ............ Be professionally curious about a few topics and idly curious about many more. .......... Curiosity is itself a kind of originality; it's roughly to questions what originality is to answers. And since questions at their best are a big component of answers, curiosity at its best is a creative force.............. Having new ideas is a strange game, because it usually consists of seeing things that were right under your nose. Once you've seen a new idea, it tends to seem obvious. Why did no one think of this before? ............. new ideas can be both obvious and yet hard to discover: they're easy to see after you do something hard. ................ To find new ideas you have to seize on signs of breakage instead of looking away. That's what Einstein did. He was able to see the wild implications of Maxwell's equations not so much because he was looking for new ideas as because he was stricter................ it took the greater part of a century for the heliocentric model to be generally accepted, even among astronomers, because it felt so wrong. ................ Often ideas that seem bad are bad. But ideas that are the right kind of crazy tend to be exciting; they're rich in implications; whereas ideas that are merely bad tend to be depressing. ................ The aggressively independent-minded are the naughty ones. Rules don't merely fail to stop them; breaking rules gives them additional energy. For this sort of person, delight at the sheer audacity of a project sometimes supplies enough activation energy to get it started. ............. in questions that really matter, only rule-breakers can be truly strict........... Every cherished but mistaken principle is surrounded by a dead zone of valuable ideas that are unexplored because they contradict it. ........... People who'd never dream of being fashionable in any other way get sucked into working on fashionable problems. ............. Originality in choosing problems seems to matter even more than originality in solving them. That's what distinguishes the people who discover whole new fields. So what might seem to be merely the initial step — deciding what to work on — is in a sense the key to the whole game. ............ People think big ideas are answers, but often the real insight was in the question. ............... Part of the reason we underrate questions is the way they're used in schools. In schools they tend to exist only briefly before being answered, like unstable particles. But a really good question can be much more than that. A really good question is a partial discovery. How do new species arise? Is the force that makes objects fall to earth the same as the one that keeps planets in their orbits? By even asking such questions you were already in excitingly novel territory. ................. Sometimes you carry a question for a long time. Great work often comes from returning to a question you first noticed years before — in your childhood, even — and couldn't stop thinking about. ............ the more puzzled you are, the better, so long as (a) the things you're puzzled about matter, and (b) no one else understands them either ............ It's a great thing to be rich in unanswered questions. And this is one of those situations where the rich get richer ............... Questions don't just lead to answers, but also to more questions................... Great things are almost always made in successive versions. You start with something small and evolve it, and the final version is both cleverer and more ambitious than anything you could have planned. ......... Use the advantages of youth when you have them, and the advantages of age once you have those. The advantages of youth are energy, time, optimism, and freedom. The advantages of age are knowledge, efficiency, money, and power. With effort you can acquire some of the latter when young and keep some of the former when old. ............ The young often have them without realizing it. The biggest is probably time. The young have no idea how rich they are in time. The best way to turn this time to advantage is to use it in slightly frivolous ways: to learn about something you don't need to know about, just out of curiosity, or to try building something just because it would be cool, or to become freakishly good at something. ............ You arrive at adulthood with your head full of nonsense — bad habits you've acquired and false things you've been taught — and you won't be able to do great work till you clear away at least the nonsense in the way of whatever type of work you want to do. .......... Much of the nonsense left in your head is left there by schools. ..... schools have all sorts of strange qualities that warp our ideas about learning and thinking. ............. neither classes nor tests are intrinsic to learning; they're just artifacts of the way schools are usually designed. ............... If you're still in school, try thinking of your education as your project, and your teachers as working for you rather than vice versa. ................. In real life you have to figure out what the problems are, and you often don't know if they're soluble at all............

the worst thing schools do to you is train you to win by hacking the test. ..... You can't trick God.

.............. The way to beat the system is to focus on problems and solutions that others have overlooked, not to skimp on the work itself........... Don't think of yourself as dependent on some gatekeeper giving you a "big break." Even if this were true, the best way to get it would be to focus on doing good work rather than chasing influential people. .................. And don't take rejection by committees to heart. The qualities that impress admissions officers and prize committees are quite different from those required to do great work. The decisions of selection committees are only meaningful to the extent that they're part of a feedback loop, and very few are.......... Originality is the presence of new ideas, not the absence of old ones. .......... Some talented people are jerks, and this sometimes makes it seem to the inexperienced that being a jerk is part of being talented. It isn't; being talented is merely how they get away with it. ................ You can take ideas from quite distant fields if you let them be metaphors. .......... Most people who are very good at something are happy to talk about it with anyone who's genuinely interested. If they're really good at their work, then they probably have a hobbyist's interest in it, and hobbyists always want to talk about their hobbies............... People within universities can't say so openly, but the quality of the work being done in different departments varies immensely. Some departments have people doing great work; others have in the past; others never have. ............... Colleagues don't just affect your work, though; they also affect you. So work with people you want to become like, because you will. ............ the degree to which great work happens in clusters suggests that one's colleagues often make the difference between doing great work and not. ........... sufficiently good colleagues offer surprising insights. They can see and do things that you can't. ........... managing well takes aptitude and interest like any other kind of work. If you don't have them, there is no middle path: you must either force yourself to learn management as a second language, or avoid such projects .............. Husband your morale. It's the basis of everything when you're working on ambitious projects. You have to nurture and protect it like a living organism. ................ If you choose work that's pure, its very difficulties will serve as a refuge from the difficulties of everyday life. If this is escapism, it's a very productive form of it, and one that has been used by some of the greatest minds in history. ........... Morale compounds via work: high morale helps you do good work, which increases your morale and helps you do even better work. ........... One of the biggest mistakes ambitious people make is to allow setbacks to destroy their morale all at once, like a ballon bursting. ......... It's not necessarily a bad sign if work is a struggle, any more than it's a bad sign to be out of breath while running. It depends how fast you're running. So learn to distinguish good pain from bad. Good pain is a sign of effort; bad pain is a sign of damage. ............ a small but dedicated audience can be enough to sustain you. If a handful of people genuinely love what you're doing, that's enough. ......... The people you spend time with will also have a big effect on your morale. You'll find there are some who increase your energy and others who decrease it, and the effect someone has is not always what you'd expect. Seek out the people who increase your energy and avoid those who decrease it. Though of course if there's someone you need to take care of, that takes precedence. ................. Don't marry someone who doesn't understand that you need to work, or sees your work as competition for your attention. If you're ambitious, you need to work; it's almost like a medical condition; so someone who won't let you work either doesn't understand you, or does and doesn't care. ............. Ultimately morale is physical. You think with your body, so it's important to take care of it. That means exercising regularly, eating and sleeping well, and avoiding the more dangerous kinds of drugs. Running and walking are particularly good forms of exercise because they're good for thinking. ........... People who do great work are not necessarily happier than everyone else, but they're happier than they'd be if they didn't. In fact, if you're smart and ambitious, it's dangerous not to be productive. People who are smart and ambitious but don't achieve much tend to become bitter. ................... The prestige of a type of work is at best a trailing indicator and sometimes completely mistaken. ............. don't let competitors make you do anything much more specific than work harder. ......... Your curiosity never lies, and it knows more than you do about what's worth paying attention to. ........... you can't command curiosity anyway. But you can nurture it and let it drive you.............. If you made it this far, you must be interested in doing great work. And if so you're already further along than you might realize, because the set of people willing to want to is small. .............. Can you find a kind of work where your ability and interest will combine to yield an explosion of new ideas? ............... Many more people could try to do great work than do. What holds them back is a combination of modesty and fear. It seems presumptuous to try to be Newton or Shakespeare. It also seems hard; surely if you tried something like that, you'd fail. Presumably the calculation is rarely explicit. Few people consciously decide not to try to do great work. But that's what's going on subconsciously; they shy away from the question. ............. A lot of standup comedy is based on noticing anomalies in everyday life. "Did you ever notice...?" New ideas come from doing this about nontrivial things. Which may help explain why people's reaction to a new idea is often the first half of laughing: Ha! ..................

at No comments:
Labels: , ,
Subscribe to: Posts (Atom)