- Ford’s Smart Headlights — spotlights targeted by infra-red, and accumulating knowledge of fixed features to illuminate. Wonder what an attacker can do to it?
- Speed as a Habit — You don’t have to be militant about it, just consistently respond that today is better than tomorrow, that right now is better than six hours from now. This is chock full of good advice, and the occasional good story.
- Coding Creativity: Copyright and the Artificially Intelligent Author (PDF) — if AI creates cultural works (e.g., DeepDream images), who owns those works? Suggests that “work for hire” doctrine may be the way to answer that in the future. (via Andreas Schou)
- Punctuated Equilibrium in the Large-Scale Evolution of Programming Languages (PDF) — Here we study the large-scale historical development of programming languages, which have deeply marked social and technological advances in the last half century. We analyse their historical connections using network theory and reconstructed phylogenetic networks. Using both data analysis and network modeling, it is shown that their evolution is highly uneven, marked by innovation events where new languages are created out of improved combinations of different structural components belonging to previous languages. These radiation events occur in a bursty pattern and are tied to novel technological and social niches. The method can be extrapolated to other systems and consistently captures the major classes of languages and the widespread horizontal design exchanges, revealing a punctuated evolutionary path. (via Jarkko Hietaniemi)
Building the next generation of leaders, for any size organization.
At our recent Cultivate event in Portland, O’Reilly and our partnering sponsor New Relic brought together 10 speakers and more than 100 attendees to learn about corporate culture and leadership. Three themes emerged: diversity, values, and leading through humility.
Almost every speaker talked about the importance of diversity in the workplace. That’s important at a time when “maintaining corporate culture” often means building a group that’s reminiscent of a college frat house. It’s well established that diverse groups, groups that include different kinds of people, different experiences, and different ways of thinking, perform better. As Michael Lopp said at the event, “Diversity is a no-brainer.” We’re not aiming for tribal uniformity, but as Mary Yoko Brannen noted at the outset, sharing knowledge across different groups with different expectations. No organization can afford to remain monochromatic, but in a diverse organization, you have to be aware of how others differ. In particular, Karla Monterroso showed us that you need to realize when — and why — others feel threatened. When you do, you are in a much better position to build better products, to respond to changes in your market, and to use the talent in your organization effectively. Read more…
The O'Reilly Radar Podcast: Dan Shapiro on his new book Hot Seat, startup co-founders, and imposter syndrome.
Subscribe to the O’Reilly Radar Podcast to track the technologies and people that will shape our world in the years to come.
In this episode of the O’Reilly Radar Podcast, I chat with Dan Shapiro, author and CEO of Glowforge, about his new book Hot Seat: The Startup CEO Guidebook, why startups need co-founders, and why startups are hotbeds for imposter syndrome (and why that’s OK). He also talks a bit about his new endeavor, Glowforge, and how it’s different from other startups he’s launched.
Shapiro explained that the target audience for the book isn’t limited to startup CEOs — in fact, he noted, it’s quite the opposite. “The audience that I’m really excited about getting to see this is everybody who’s not the startup CEO,” he told me. This would include everyone else in the startup ecosystem: co-founders, employees working at a startup, and people employed at big companies who are thinking about taking the leap to found their own startups. He said he wrote this book for “people who are on the cusp or who are touching or who are thinking about that role, either directly or indirectly” — he wrote the book he’d wished he’d had when he started out:
The thing that I wished I’d had in my startup experience — and was always missing — was the honest and unfiltered look at the earliest days of a startup. That was not just, ‘here’s some advice,’ because advice is plentiful and mostly wrong, but real experiences of the stuff that happens. My personal experience, I’m on my fourth or fifth company now, depending on how you count, was that, especially in my first and second companies, I was going through misery and suffering and had these terrible problems. I thought I was the only one who did. I was ashamed to talk about them because everybody else seemed like everything was great and sunny, and I was like, ‘Wow, if my co-founders and I can’t get along, how am I even fit to think about running a company, or shouldn’t we just give up now.’
It was only years later that I realized that almost every set of co-founders has problems and has trouble getting along and runs into issues, and that’s okay. That there are techniques for dealing with that and this is actually really common; it’s just that people are ashamed to talk about it. I wanted to write the book that took lots of peoples’ stories and put them together in the context of, ‘look, startups involve a lot of highs, which there is no shortage of to read about in the press, but a lot of lows as well’ and those are not as often talked about; to talk about some of the experiences of those lows, and strategies for dealing with them.