Sublime

the combination of good scientific background, readiness to experiment, to persevere, and to make necessary adjustments (Hall built most of his experimental apparatus and also prepared many of his reactants), and all of this followed by prompt patenting, fighting off the usual interference claims, and no less persistent attention to scaling-up the

The big advantage of physicists—I think Doyne Farmer may have once said this to me—is not what they have learned, the tools. It’s how they have learned to think. In particular, physicists are quite good at being very, very broad, taking tools from all over the place. That is something that economists are very, very remiss in. It is a b—tch to try t

Then-CEO Eric Schmidt shared a simple but extremely effective framework to resolve these tensions: 70-20-10. Google would devote 70 percent of its resources to the core business, 20 percent to emerging products, and 10 percent to research and development for future products.

Peter Drucker.

it’s a misconception that more people make better stuff. With our teams at Pure, and all around Silicon Valley, I could see the power of small, unencumbered teams.

Modern global corporations are the embodiment of Orange Organizations.

The point is that underlying technologies change, but, after a point, technology market shares don’t change and so they’re highly predictable.

“You should not distort your learning processes to accommodate the delusion.” Unfortunately, this same mindset is taking root within the sustainability community, where in our fervor to have comparability and objectivity, we spend endless hours on backwards-looking and incomplete metrics of environmental, social, and governance performance instead