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If online courses are poorly designed, why have they become so popular? To students, MOOCs offer more convenience and lower cost than traditional education. To educators, it offers an unbelievably attractive business model with infinite scalability. You prepare a course once and, in theory, millions of people can buy it without your additional... See more

I think following the news is a waste of time.

We do not argue that states are irrelevant; rather, they will be more relevant if they embrace the arrow of history and work with the network and less relevant if they attempt rearguard actions against it. Such is the nature of great protocol politics.

If you apply this lens to the gig economy, it’s not hard to see that there is a massive opportunity to explore. The incumbents today have optimized for a winner-take-all market.

We saw the labor market in general, but specifically, the freelancing market, which is even to this day very old-fashioned. It’s based on word-of-mouth recommendations from friends. You meet the freelancer at Starbucks. It’s like a date, right? It takes a lot of time and then you need to start negotiating a deal, figuring out if you want to work... See more

Richard Chen: Rarible launched a token for the sake of launching a token and didn’t think deeply about token economics. As a result they heavily incentivized wash trading from people farming the token, and for a few months last summer Rarible was doing more volume than OpenSea. But once the inorganic demand dried up then it became super clear that... See more

Intellectual property rights are sometimes hailed as the mother of creativity and invention. However, Marshall Brain points out that many of the finest examples of human creativity—from scientific discoveries to creation of literature, art, music and design—were motivated not by a desire for profit but by other human emotions, such as curiosity,

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One of the big shifts from Web 1.0 to Web 2.0 was designing products & services to be intrinsically multiplayer. This was one of the fundamental differences between the design of LinkedIn (Web 2.0) and Monster.com (Web 1.0).