Sarah Drinkwater
@sarahdrinkwater
Knowledge beachcomber interested in the ownership economy, flourishing communities, ecosystem building, magic, and knowledge as an end to itself.
Sarah Drinkwater
Together, the two houses of the collective will drive a powerful flywheel, funding public goods that make Optimism blockspace more valuable, leading to more revenue for public goods, and so on.
Introducing the Optimism Collective
š¢NEW PAPER!
Where @davidthewid, @sarahbmyers & I unpack what Open Source AI even is.
We find that the terms āopenā & āopen sourceā are often more marketing than technical descriptor, and that even the most 'open' systems don't alone democratize AI 1/
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4543807... See more
Maintenance work and late stage capitalism
Love and effort create magnificent places. Genius inhabits them. People go to them because they know such places and landscapes offer consolation of the soul, and the soul is not fooled by substitutes. We let those places turn our moods, we want them to, they do so easily. Today it is not always hard to find such places, but why is it difficult to make new ones?
the urge to commoditize alone improves a seen monetary cost at the expense of the unseen. We must not think it comes free of charge.
That which is unique, breaks. When finished objects become commodities they break too, but they are easily replaced. When you break a chair, you buy another chair. We know well how to make one thousand chairs. They sit in boxes, lining the warehouses, ready for two-day shipping.
To mend is to comprehend a human scale problem, and without this understanding our creations become strange creatures
When the unique is created, it also creates the creator.
Our excrement is a natural, renewable and sustainable resource ā if only we can overcome our visceral disgust of it
Lina Zeldovichaeon.co
A third big issue in the venture industry is that most modern venture firms have broken incentive structures that misalign outcomes between GPs and LPs.
Erik Torenberg ā¢ Productizing Venture
Book Review: The Anarchy: The Relentless Rise of the East India Company by William Dalrymple
blogs.lse.ac.uk
The way managers are taught to run companies seems to be like modular design in the sense that you treat subtrees of the org chart as black boxes. You tell your direct reports what to do, and it's up to them to figure out how. But you don't get involved in the details of what they do. That would be micromanaging them, which is bad.
Hire good people and give them room to do their jobs. Sounds great when it's described that way, doesn't it? Except in practice, judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them drive the company into the ground.
Near the end of last year, I asked myself:What do you want from the internet, anyway?
Robin Sloan ā¢ Specifying Spring '83
