The Future of Generalist Work
The important training is not STEM, coding or how AI works. (The market will take care of that.) It’s about how people work—and how businesses so often make money by manipulating people to buy things they might not need. Instead, people can learn how to manipulate themselves .
Rather than compete with computers, people need to learn how to use and... See more
Rather than compete with computers, people need to learn how to use and... See more
Esther Dyson • Don’t Fuss About Training AIs. Train Our Kids
the people who can start things will be the major beneficiaries in the coming years, because the barrier is no longer knowledge or skills, it’s courage.
Superhuman
Model managers of tomorrow will need to learn the same things. They’ll need to know which AI models to use for which tasks. They’ll need to be able to quickly evaluate new models that they’ve never used before to determine if they’re good enough. They’ll need to know how to break up complex tasks between different models suited to each piece of... See more
Dan Shipper • The Knowledge Economy Is Over. Welcome to the Allocation Economy
That’s what -1 to 0 feels like: messy, confusing—squiggly. The hardest part is escaping. What ultimately leads you out of the mess is conviction, a state you must build incrementally and internally. And conviction and certainty are not the same.
For many people, -1 to 0 is also about deciding how you want to work. In a startup? In a big team? As a... See more
For many people, -1 to 0 is also about deciding how you want to work. In a startup? In a big team? As a... See more
Ruchi Sanghvi • To Go 0 to 1, First Go -1 to 0
While frameworks can offer valuable perspectives and guide decision-making, rigid adherence to them can lead to tunnel vision and unhelpful outcomes. Successful decision-making often requires a blend of framework-guided analysis and intuitive judgment, where the needs of both the business and the customer are carefully considered.
Lenny Rachitsky • Twitter’s former Head of Product opens up: being fired, meeting Elon, changing stagnant culture, building consumer product, more | Kayvon Beykpour
We live in a knowledge economy. What you know—and your ability to bring it to bear in any given circumstance—is what creates economic value for you. This was primarily driven by the advent of personal computers and the internet, starting in the 1970s and accelerating through today.
But what happens when that very skill—knowing and utilizing the... See more
But what happens when that very skill—knowing and utilizing the... See more
Dan Shipper • The Knowledge Economy Is Over. Welcome to the Allocation Economy
Dan Shipper on the transition from the Knowledge Economy to the Allocation Economy
Taking a nontraditional path will force you to grapple with what matters
The greatest benefit of a nontraditional path is that you have to figure out what you care about. Rather than an employer telling you what you should value, you have to do the hard work of determining what you value for yourself. This may sound self-evident, but in a world... See more
The greatest benefit of a nontraditional path is that you have to figure out what you care about. Rather than an employer telling you what you should value, you have to do the hard work of determining what you value for yourself. This may sound self-evident, but in a world... See more
Simone Stolzoff • In Praise of the Meandering Career
When you make changes in your life, especially when learning new skill sets, you’ll have to cross a moat of low status—a period where you are bad at the thing or fail to know things that are obvious to other people.
It’s called a moat both because you can’t just leap to the other side and because anyone who can cross it has a real advantage.... See more
It’s called a moat both because you can’t just leap to the other side and because anyone who can cross it has a real advantage.... See more
Cate Hall • How to Be More Agentic
So many of the problems that teams have — communication, organization, strategy — are unrelated to the function.
23 Tactical Company Building Lessons, Learned From Scaling Stripe & Notion
Generalists can unlock solves to org problems specialists have trouble fixing.