Sublime

Dunbar witnessed important breakthroughs live, and saw that the labs most likely to turn unexpected findings into new knowledge for humanity made a lot of analogies, and made them from a variety of base domains. The labs in which scientists had more diverse professional backgrounds were the ones where more and more varied analogies were offered, an

In his 2015 shareholder letter, Amazon’s Jeff Bezos introduced us to lightweight, distributed decision-making. He calls irreversible decisions “Type 1” decisions and reversible decisions “Type 2.” He goes on to note that “as organizations get larger, there seems to be a tendency to use the heavyweight Type 1 decision-making process on most decision

• What was the aha moment for Scott with crypto?
  
  
  • Scott was aware of crypto early, but very skeptical. Saw that everyone was trying to decentralize just for the sake of it. But decentralization has costs. Centralized entities are often more effective in coordinating interaction.
  
  
  • His opinion started to change with examples of use-cases where tech was

In essence, skinless scouting games boost variety at the expense of precision. You can engage a broader set of actors working on other things to send you their deal flow in exchange for value. This is a good idea if your filtering costs are low. Conversely, if deal costs are high, you might want to consider some element of risk. Either financial ri

Executives who complain about how undervalued their firm’s shares are or who opine about its true worth are probably more concerned with the value of their options than with making solid, long-term business decisions. Self-promotional managers, meanwhile, are not likely to make decisions that are in the best interests of long-term shareholders. If

ERIC SCHMIDT Former Chairman, Google/Alphabet