Sublime

Manufacturers (like Procter) had learned through the 1970s and 1980s to heavily discount their goods and use lots of price promotions in marketing, to boost market share and value, and thereby improve profits. (This is shown in P&G’s balancing loop, the small circle at upper left.)

continuous processing, the mechanization of unreliable hand processes, and John Hall’s style of reconceiving a process down through the finest-grained of production details. British visitors to American steel plants were astonished—not just at their scale and speed but by the “very conspicuous absence of labourers.”

The age of the automobile and mass production was dominated by engineers and operational managers focused on efficiency. The Dark Ages of financialization were dominated by financial managers focused on quarterly returns. The new age of ubiquitous computing and networks will be dominated by entrepreneurs focused on high quality at scale. This is wh

1. Limited fund size: The fund would need to be $150M or less, or otherwise, you’ll be back to being wholly subject to the power law.


2. Equity optionality: Investors in a startup utilizing this product need to be able to get returns even if the outcome is smaller. That would req

Enterprises must ensure they have a pipeline of new ideas to provide the basis for growth in future years. Effective enterprise portfolio management requires that we create and apply an economic model to balance investments across all three horizons. For further reading on portfolio management, we recommend Geoffrey Moore’s Escape Velocity: Free Yo

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If he seemed older than he was, it was because he was letting go of one of the things that defines youth: hope. “The smartest minds of our generation are either buying or selling stocks or predicting if you’ll click on an ad,” he said. “This is the tragedy of our generation.” The effect of the tragedy had been to shrink his ambition. He was thinkin