Sandeep
@sandeep
Sandeep
Thanks to source: ???
Change introduces new form of failure. The low rate of overt accidents in reliable systems may encourage changes, especially the use of new technology, to decrease the number of low consequence but high frequency failures. These changes maybe actually create opportunities for new, low frequency but high consequence failures. Wh
- Data is a compass not a map”
- “Vision and intuition help you identify the right mountain, data helps you get to the top.”
Bits and Bobs 5/19/25
- f the cost of creating apps craters, the cost of distribution will go up .
- Because there will be more competition.
- To unlock the power of infinite software will require a new distribution model.
- A new medium with different physics.
Bits and Bobs 5/19/25
- Enterprise products get more complicated over time and consumer products get more smooth.
- Enterprise products tend to get more fractally complicated over time.
- Consumer products tend to get smoother over time.
- Enterprise customers are individually big enough to demand niche features but no individual consumer is.
- For en
- The tyranny of the marginal user.
Bits and Bobs 5/19/25
When we want to impress, we often feel the urge to name every single thing we’ve done.
Every skill we have.
Every client we’ve ever worked with.
Anything we’ve attempted.
We think the more we add to the list, the greater our accomplishments will seem.
But more isn’t always better. Sometimes it’s actually worse. Why?
People judge us based on the average o... See more
Every skill we have.
Every client we’ve ever worked with.
Anything we’ve attempted.
We think the more we add to the list, the greater our accomplishments will seem.
But more isn’t always better. Sometimes it’s actually worse. Why?
People judge us based on the average o... See more
People judge the average of your achievements, not the cumulative
We can also imagine interfaces that support iterative shaping: “More like this, less like that.” The commonality is that these systems take as a given that initial prompts are often just the starting point for a shared search process.
We don’t need humans to become hyper-specific, up-front planners. We need systems that meet us where we are: in the ... See more
We don’t need humans to become hyper-specific, up-front planners. We need systems that meet us where we are: in the ... See more
🌀🗞 The FLUX Review, Ep. 190
- When you interact with a company from the outside you see it as a unitary thing with an intention.
- You might experience the company as jerking you around capriciously.
- But the company is actually a swarm.
- More like a swarm of bees with a sheet draped over them.
- It doesn’t have a brain, it is an emergent swarm.
- It doesn’t have its own goals, it does not
Bits and Bobs 5/12/25
If a high performer suddenly starts being upset about lots of little things, it’s usually one big thing.
In order of probability, it’s usually one of the following:
In order of probability, it’s usually one of the following:
- they’re faced with a challenge they’re struggling with and don’t like doing a bad job
- personal life issues
- yhey have a new, bad manager
- they have an underperforming peer they depend on
Stay SaaSy on Substack
Sodium-glucose cotransporter-2 (SGLT2) inhibitors, also called flozins, began as diabetes drugs. Surprisingly, they turned out to also be very effective at improving heart health. Then they were discovered to slow the progression of chronic kidney disease, one of the leading causes of death and disability worldwide. Preliminary evidence indicates... See more