Jason Shen
@jasonshen
Exec coach helping founders and creative leaders rebound and reinvent so they do more of what matters most.
Jason Shen
1. RESULT
Result thumbnails feature a visualized result
Whether it's a physical product or a skill, the curiosity is driven by the questions:
"How did they do it?" and commonly, "How can I do it, too?"
The more sought-after the... See more
Each example is also a great way to think about how to hook someone into a story:
Result—how did they get that?
Transformation—how did they go from this to that?
Comparison—what’s different between experience A and B?
Novelty—I’ve never thought about that thing before
Story—I need to know what happened with that
Moment—I need to know exactly what happened next
one of the most interesting pieces of information we found through our analysis is that Great Funds know how to concentrate capital exceptionally well.
Great Funds invested 38.7% of their capital in 23.1% of their investments, which generated over 5X+. 23.9% of that capital went into their 10X+ investments.
Good Funds on the other hand invested... See more
Great Funds invested 38.7% of their capital in 23.1% of their investments, which generated over 5X+. 23.9% of that capital went into their 10X+ investments.
Good Funds on the other hand invested... See more
Jason Shuman • Big Winners and Bold Concentration: Unveiling the Secret Portfolio Returns of Leading Venture Funds
Knowing where to double down is critical to outsized success
Let’s say airships captured half of the 13 trillion ton-km currently served by container ships at a price of 10¢ per ton-km. That would equal $650 billion in annual revenue for cargo airships, notably much bigger than the $106 billion Boeing reports for the entire global air freight market. I
Eli Dourado • Cargo airships could be big
A while ago I got interested in being more agentic. Emmett Shear tweeted that it was teachable. He would train people by prompting them with certain questions. I gathered those questions and put them into a flow chart that I go through to problem-solve: https://t.co/kM0MID8bT5 https://t.co/M8adOBcwL5
Josh is making animated videosx.comA decent if very explicit flow chart on how to be more high agency
This is my campaign to start a scallion pancake pizza chain 🍕#pizza #scallionpancakes #bing #asianamerican
tiktok.comMake the classics but do it your way
Microessay about how things take time by Justin Duke
https://x.com/jmduke/status/1788307295526338883
Things take time.
Nintendo fairly famously was born in 1889, and the modern incarnation - Yamamuchi Nintendo & Co., LTD - was established nearly fifty years later, in 1933. They spent forty years selling playing cards, then another decade operating merely as a distributor of electronics before coming out with their first piece of electronic hardware.
The Lego Group began in a Danish workshop in 1932; it took them 26 years until a confluence of technology, iteration, and luck led them to what we now refer to as a Lego. (Er, sorry - a Lego brick.)
Nike spent eight years merely re-selling (literally, not figuratively) Onitsuka shoes to a U.S. audience.
Gates and Allen ran Microsoft as what was essentially a freelance firm for eight years, too, before scoring a contract with IBM (and even that took an additional two years to be parlayed into MSDOS.)
(There are, of course, some companies that like Athena sprout fully-formed from the head of their creators - Amazon and TSMC come to mind.)
When we build hagiographies of the companies we love (or at least find most interesting), it can be tempting to draw clean, neat, satisfying arcs and fast forward through the boring eras that do not inform our modern understanding of those organizations.
But neither the Nike Cortez nor the Lego System 236 Garage with Automatic Door came from the first decade of either company's existence.
Part of success is staying alive long enough to have the right kinds of things happen to you all at once.