Alex Wittenberg

We have to give up. You surrender to the reality that things just take the time they take, and that you can’t quiet your anxieties by working faster, because it isn’t within your power to force reality’s pace as much as you feel you need to, and because the faster you go, the faster you’ll feel you need to go. If you can let those fantasies... See more

Web3 doesn’t just incentivize people to promote narratives by giving them open-market opportunities to buy and sell; it gives them the tools to promote narratives in place of centralized marketplaces that would have traditionally served as the toll-keepers for discovering items and information online. For as important as the incentives for shilling... See more

We define liquidity in a more targeted manner, as usable liquidity that can be used to exchange one token for another. In a sense, liquidity is the magic juice used to trade and transform tokens. For example, if I have ABC token and I want to trade or “transform” it into XYZ token, I need to interact with liquidity. 

I’m embarrassed to admit what an outsize negative effect such minor frustrations have had on my happiness over the years. Fairly often, they still do; but the effect was worst at the height of my productivity geekhood, because when you’re trying to Master Your Time, few things are more infuriating than a task or delay that’s foisted upon you... See more

Already today,” he observed at the time, “no matter what you do, the money you receive is more and more likely to track the recognition that comes to you for doing what you do. If there is nothing very special about your work, no matter how hard you apply yourself you won't get noticed, and that increasingly means you won't get paid much either.” 

The aligned quality indicates the organization possesses incentives to overcome common problems of coordination.

Makers Who Are “bad at Marketing” | Product Hunt“If you can’t articulate to someone: ‘My content is more X than my competitors’ then your content is probably not differentiated enough and other people can’t recognize why they should pay attention to you and not someone else.”

First, platforms have an opportunity to build an underlying social graph of unique data and then to self-cannibalize by letting other platforms draw on it: the real financial opportunity for every platform, in other words, is to become a protocol that others build on top of.

We are moving from an era of centralized, bureaucratic value creation firms to an era of decentralized, permissionless value creation networks. As organizational models change, so too will the intangible cultural artifacts created by these new institutional forms. Brands, narratives, memes—we now choose our own headless gods.