… It’s not that “art is important and rare”, and thus valuable, but rather that the artists themselves are important and rare, and impute value on whatever they wish.

To put it another way, while we used to pay for plastic discs and thought we were paying for songs (or newspapers/writing or cable/TV stars), empowering distribution over creators, today we pay with both money and attention according to the direction of creators, giving them power over everyone. If the creator decides that their NFTs are important, they will have value; if they decide their show is worthless, it will not. And, in the case of Swift, if she decides that albums are valuable they will be, not because they are now scarce, but because only she can declare an album “Taylor’s Version”.

Embrace the Grind →

Jacob Kaplan-Moss · ·

“The only ‘trick’ is that this preparation seems so boring, so impossibly tedious, that when we see the effect we can’t imagine that anyone would do something so tedious just for this simple effect.”

“If you want to be successful in business (in life, actually), you have to create more than you consume. Your goal should be to create value for everyone you interact with. Any business that doesn’t create value for those it touches, even if it appears successful on the surface, isn’t long for this world. It’s on the way out.”

Yesterday, Apple announced the first Macs that will run on silicon that they themselves designed. No longer will Intel be inside. It’s the first change in the architecture of the CPU that the Mac runs on since… well, 2005, when they switched to Intel.

There’s a lot of great coverage of the new chips, but one piece of analysis in particular stood out to me — this chart over at Anandtech:

What about this chart is interesting? Well, it turns out, it bears a striking resemblance to one drawn before — actually, 25 years ago. Take a look at this chart drawn by Clayton Christensen, back in 1995 — in his very first article on disruptive innovation:

Takeaways from an old HBR article:

Prioritize and sequence your work.

  • Narrow focus on “today” puts us in “reactive, firefighting mode.”
  • Have clear milestones and review them regularly with leadership.
  • Identify crunch times to better manage time (mine and the teams) and leadership’s expectations
  • “Pick one task and focus on it intensely, rather than juggling.”
  • “Decide on a distinct set of must-achieve outcomes, define which actions are necessary to achieve only those results, and ruthlessly stick to them.”
  • “If you must multitask, then coordinate and group any compatible duties.”

Setting and Communicating Expectations

Document and communicate progress. Seeing momentum helps your team leaders feel empowered and in control. Be up front when problems arise. The earlier you say, “I’ve got a conflict and might have trouble delivering 100%,” the more leaders will trust you.

Optimizing your Development

“Under time pressure, the temptation is for each person to contribute where they already have deep knowledge, rather than investing in members’ learning and growth. You need to own your development goals and your progress toward them.”

Notes on Membership →

Jay Rosen · PressThink · ·

When you can’t receive the product unless you pay your share of the costs for producing it, that’s subscription. It is not a subsidy system, but an alternative to subsidy: direct payment. The good news is that everyone knows who the “customer” is: anyone who values the product enough to pay for it. The bad news: a lot of the public is left out, including those who cannot afford to subscribe. And there are costs that have nothing to do with producing good journalism: Marketing expense, and subscriber “churn,” for example.

For anyone attracted to journalism by the opportunity to inform the public as a whole — the nation, the province, the town — subscription-only models are a problem. Which is not to say they are a “bad” solution. In practice, most subscription models are combined with advertising and other revenue sources to lower the price and make the product more affordable. And remember: there is no perfect answer.

With membership, the logic is different. Locate your strongest supporters and learn how to appeal to them for support. This is how I would define membership after three years of work as director of the Membership Puzzle Project.

One of the key elements of Google’s software engineering culture is the use of defining software designs through design docs. These are relatively informal documents that the primary author or authors of a software system or application create before they embark on the coding project. The design doc documents the high level implementation strategy and key design decisions with emphasis on the trade-offs that were considered during those decisions.

As software engineers our job is not to produce code per se, but rather to solve problems. Unstructured text, like in the form of a design doc, may be the better tool for solving problems early in a project lifecycle, as it may be more concise and easier to comprehend, and communicates the problems and solutions at a higher level than code.

What comes after Zoom? →

Benedict Evans · ·

An important part of this is that there seem to be few real network effects in a video call per se. You don’t necessarily need an account to join a call, and you generally don’t need an application either, especially on the desktop - you just click on a link in your calendar and the call opens in the browser. Indeed, the calendar is often the aggregation layer - you don’t need to know what service the next call uses, just when it is…

Zoom has done a good job of asking why it was hard to get into a call, but hasn’t really asked why you’re in the call in the first place. Why, exactly, are you sending someone a video stream and watching another one? Why am I looking at a grid of little thumbnails of faces? Is that the purpose of this moment?

Chris Payne, whose work I discovered when he went to General Pencil, one of America’s last pencil factories, has just had his work come out on another American industry here in San Diego; shipbuilding. Chris photographed the General Dynamics National Steel and Shipbuilding Company (NASSCO) here in San Diego, including a new container and vehicle ship, the Matsonia for Matson which will soon be hauling cargo from the US mainland to Hawaii.

For more of Chris’ work, see his excellent web portfolio.

An old essay, from July 2009, that still resonates well.

I find one meeting can sometimes affect a whole day. A meeting commonly blows at least half a day, by breaking up a morning or afternoon. But in addition there’s sometimes a cascading effect. If I know the afternoon is going to be broken up, I’m slightly less likely to start something ambitious in the morning. I know this may sound oversensitive, but if you’re a maker, think of your own case. Don’t your spirits rise at the thought of having an entire day free to work, with no appointments at all? Well, that means your spirits are correspondingly depressed when you don’t. And ambitious projects are by definition close to the limits of your capacity. A small decrease in morale is enough to kill them off.

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