I’ve worked in Web 3 and crypto since 2013 and have never worked with a project that spent meaningful money on sales and marketing. You don’t need to spend money on marketing when users are genuine owners, love what they do, and love telling other people about it.

Tesla has an in-house construction unit building out its factories. This enables a radically new and optimized manufacturing process. Historical analogy: Amazon built its own distribution centers to reinvent e -commerce logistics.

As I noted in Understanding Token Velocity, the V in the equation of exchange is a huge problem for basically all proprietary payment currencies. Proprietary payment currencies are, generally speaking, susceptible to the velocity problem, which will exert perpetual downwards price pressure.

The key to the value of DERs is that they make electricity demand more controllable. With energy generation and storage scattered throughout distribution grids, grid operators have a way to move energy around, both geographically and temporally, without firing up more power plants. They can absorb extra energy if there’s a dip in demand or produce ... See more

Complexity science, also called complex systems science, studies how a large collection of components – locally interacting with each other at small scales – can spontaneously self-organize to exhibit non-trivial global structures and behaviors at larger scales, often without external intervention, central authorities or leaders. The properties of ... See more

Tesla’s innovation strategy — which focuses on transforming the auto industry as a whole — offers enduring lessons for any innovator, especially in terms of how to win support for an idea and how to bring new technologies to market.

The home page has nothing on it. I didn't want to join a startup which had only a textbox. [from a friend who was offered a role when Google had 15 employees]

A corporation making central planning decisions and compensating its stakeholders at its discretion will never be as effective as a properly designed permissionless network that scales and compensates its most productive actors using the free market’s conceptions of supply and demand.

These teams are taking their innovations straight to consumers and enterprises who may not vote for the same people nor share the same climate values, but who buy their products and services because they are just simply cheaper and better.