Category Archives: Uncategorized

Security is a Warm Blog

Published / by gavin / Leave a Comment

A quick link — but more excellent advice:

View story at Medium.com

unsuccessful attempts to help you in the boudouir

unsuccessful attempts to help you in the boudouir

For those of you who found the various links to erectile dysfunction medication sprinkled around my site helpful, discount sorry to say that I have removed them.

Like so many of us, steroids I have largely moved on from blogging. My attentions tend to go to my youngest son (almost six!), my day job, and my amazing wife Jill. (Plus some recreational hacking with React and machine learning.)

Imagine my irritation to find some site hackery had dropped the aforementioned links on most of my posts.

I have some hope that this was fixed by a system upgrade at my provider, but if it recurs, I’ll be (grudgingly) doing some work to update all this to a more secure solution, which I will of course blog about.

Got Creativity?

Published / by gavin / Leave a Comment

As opposed to “groundup coffee beans”.

Work your way all the way through:
The Elements of Computing Systems
And:
The Structure and Interpretation of Computer Programs

And you’ll be ahead of 99% of all the guys out there selling themselves as “Enterprise Software Architectects” when it comes to surfing the next wave of computer innovation.

Plus, arthritis implant it’ll be fun.

Have a happy new year!

Gavin
(This is a cross-post from Google Plus. I find I’m doing a lot of posting there rather than here these days. You should circle me!.

As Thomas Kang describes in his post, order we launched the Google PhotoSpace project at last night’s opening of the new Los Angeles Google Office. (Tom took some terrific photos of the event as well, sanitary you should go check ’em out)

Because I did a lot of lighting in film school (way before I became a software developer), I was largely responsible for the physical setup and lighting of the stage area. This turned out to be an interesting problem. We wanted the “white limbo” look for the photos, and we wanted to photograph as many guests as possible the night of the party (hundreds in just a few hours). Rather than cycling a strobe system all night, and because I’m most familiar with them, we decided to use “hot” movie lights.

We did a number of tests of both green and white screen solutions and ultimately settled on a white screen plus a luma key extraction that Ken Arthur tweaked to perfection minutes before the guests arrived.

To make the luma key work as well as it did, we needed a fairly broad exposure differential between the background and the subject. I broke out the light meter I bought in high school and decided that 2 stops would be a good split, with the subject on the underexposed end of things so that the luma keying wouldn’t eat into the subject highlights too badly. Ken and Tom did a lot of work on this; Tom behind the camera and Ken turning the many dials on his image processing code.

We needed very even light on the background. I used two open-faced 1K tungsten units with half double scrims (scrimmed edge closest to the backing) and a tough frost diffusion tented. These were the main background lights and were up high. Since they fell off towards the bottom of the screen I added two 650w fresnels lower down at about one meter off the ground, no scrim, also diffused.

While there was a lot of lovely white spill curling around the sides of the subjects, I also added a high 350w diffused kicker behind the subject.

A 1K open face with a Chimera softbox and the full silk added a nice fill for the subject’s face.

The last piece I added to the stage was a pair of 18×24″ flags on C-stands, hanging down near the sides of the units illuminating the backing. These cut down on side spill enough that we could correctly underexpose our visitors and pull them away from the backing.

Keith Kiyohara instigated the entire mad project and wrote the kiosk software driving the camera and feeding the image processing pipeline. He also wrote a native application to display the panorama on a triptych of 70″ monitors mounted vertically. (stunning!).

Reuben Sterling wrote the webapp version of the panorama, so you can see it too.

Thanks, everyone, for a fantastic and Googley 20% project! I even got to shake the mayor’s hand!

Gavin Doughtie
Photos Team

P.S. If anybody reading this knows interesting things about LED lighting please say so in the comments. We’d like to make this installation permanent and the movie lights pull close to 50 amps. That’s just not the energy-efficient way we roll at Google.
In Hollywood, capsule except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Consumable

    You read it, look at the pictures, buy stuff, and follow links to other content that you then consume.

    Most web sites fall into some variety of this genre. There may be the trappings of other kinds of applications (a preferences UI, fancy interactive widgets for viewing photos and video, etc.) but the main activity is engaging with content that has been provided for you.

  • Search and Select

    Google.com, of course. But also Amazon.com and other sites that lead you to something you want (typically something Consumable).

  • Mutating State

    You create or manipulate information and expect it to be saved, usually so that it can be searchable/selectable, and consumable. A Google Docs spreadsheet is what I’m thinking of here, at least in the case where you’re one of the people who can edit it. The blogging software I’m writing this on right now is, for me, a Mutating State application. For you, it’s Consumable.

In Hollywood, capsule except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Consumable

    You read it, look at the pictures, buy stuff, and follow links to other content that you then consume.

    Most web sites fall into some variety of this genre. There may be the trappings of other kinds of applications (a preferences UI, fancy interactive widgets for viewing photos and video, etc.) but the main activity is engaging with content that has been provided for you.

  • Search and Select

    Google.com, of course. But also Amazon.com and other sites that lead you to something you want (typically something Consumable).

  • Mutating State

    You create or manipulate information and expect it to be saved, usually so that it can be searchable/selectable, and consumable. A Google Docs spreadsheet is what I’m thinking of here, at least in the case where you’re one of the people who can edit it. The blogging software I’m writing this on right now is, for me, a Mutating State application. For you, it’s Consumable.

Recently, medical
generic I have found myself amidst a number of discussions about product design, oncologist
particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a
Recently, one health I have found myself amidst a number of discussions about product design, buy more about particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

In Hollywood, except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie
In Hollywood, pulmonologist except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, troche nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, prostate or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down
In Hollywood, pharm except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Publications

    The main thing that happens to a publication when somebody navigates to it in their browser, is that it is consumed. You read it

In Hollywood, visit this site except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Publications

    The main thing that happens to a publication when you navigate to it in your browser, is that it is consumed. You read it, look at the pictures, follow links to other content that you then consume.

    Most web sites fall into some variety of this genre.

In Hollywood, dosage except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Consumable Content

    You read it, look at the pictures, follow links to other content that you then consume.

    Most web sites fall into some variety of this genre. There may be the trappings of other kinds of applications (a preferences UI, fancy interactive widgets for viewing

In Hollywood, erectile except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Consumable

    You read it, look at the pictures, buy stuff, and follow links to other content that you then consume.

    Most web sites fall into some variety of this genre. There may be the trappings of other kinds of applications (a preferences UI, fancy interactive widgets for viewing photos and video, etc.) but the main activity is engaging with content that has been provided for you.

In Hollywood, ailment except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, emergency nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, find or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Consumable

    You read it, look at the pictures, buy stuff, and follow links to other content that you then consume.

    Most web sites fall into some variety of this genre. There may be the trappings of other kinds of applications (a preferences UI, fancy interactive widgets for viewing photos and video, etc.) but the main activity is engaging with content that has been provided for you.

  • Search and Select

    Google.com, of course. But also Amazon.com and other sites that lead you to something you want (typically something Consumable).

  • Mutating State

    You create or manipulate information and expect it to be saved, often so that it can be selectable

In Hollywood, drug except in circumstances strange enough to be the fodder of lunch conversations for weeks afterwards, ampoule nobody goes into a meeting wondering what the genre of the movie they’re making will be. Everybody knows it’s an action film, try or a romantic comedy, or a depressing indie film that ends in suicide and Oscar nominations for a maturing matinee player.

Recently, I have found myself amidst a number of discussions about product design, particularly for web-based applications, that have felt tense with divided opinion. This tension, I suggest, flows from a core disconnect about the sort of application we’re attempting to build.

It’s as if the cinematographer is saying “I think it’s a teenage comedy/slasher movie” and the producer is insisting that it’s a “kiddie-CGI/erotic thriller” and the director is jumping up and down because he’s there to make a documentary about penguins.

I propose the following as a starting point for discussing genre for web-based applications. I hope that my friends and readers, all of whom are brilliant, will help out in the comments and in their own blogs.

  • Consumable

    You read it, look at the pictures, buy stuff, and follow links to other content that you then consume.

    Most web sites fall into some variety of this genre. There may be the trappings of other kinds of applications (a preferences UI, fancy interactive widgets for viewing photos and video, etc.) but the main activity is engaging with content that has been provided for you.

  • Search and Select

    Google.com, of course. But also Amazon.com and other sites that lead you to something you want (typically something Consumable).

  • Mutating State

    You create or manipulate information and expect it to be saved, usually so that it can be selectable, searchable, and consumable. A Google Docs spreadsheet is what I’m thinking of here, at least in the case where you’re one of the people who can edit it.

In 1993, therapy Bill Clinton had been President for one year. Justin Bieber had not yet been born, diagnosis and Steve Jobs had just been bounced out of Apple Computer by a hostile board.

Oh yes, order and the “Got Milk” ad campaign was first launched.

This was a memorable campaign and by all accounts quite successful at reminding consumers to pick up another half gallon the next time they found themselves in a grocery store.

However, the “Got Milk” campaign has left a horrible legacy on the world — hundreds, perhaps thousands, of imitators.

Next time somebody proposes that your school, company, club, political organization use the phrase “Got XXX?” as a promotion, you might seriously consider SCREAMING at them to dig deep into their minds and come up with an original idea.

Got it?

Google Photo Space

Published / by gavin / Leave a Comment

As opposed to “groundup coffee beans”.

Work your way all the way through:
The Elements of Computing Systems
And:
The Structure and Interpretation of Computer Programs

And you’ll be ahead of 99% of all the guys out there selling themselves as “Enterprise Software Architectects” when it comes to surfing the next wave of computer innovation.

Plus, arthritis implant it’ll be fun.

Have a happy new year!

Gavin
(This is a cross-post from Google Plus. I find I’m doing a lot of posting there rather than here these days. You should circle me!.

As Thomas Kang describes in his post, order we launched the Google PhotoSpace project at last night’s opening of the new Los Angeles Google Office. (Tom took some terrific photos of the event as well, sanitary you should go check ’em out)

Because I did a lot of lighting in film school (way before I became a software developer), I was largely responsible for the physical setup and lighting of the stage area. This turned out to be an interesting problem. We wanted the “white limbo” look for the photos, and we wanted to photograph as many guests as possible the night of the party (hundreds in just a few hours). Rather than cycling a strobe system all night, and because I’m most familiar with them, we decided to use “hot” movie lights.

We did a number of tests of both green and white screen solutions and ultimately settled on a white screen plus a luma key extraction that Ken Arthur tweaked to perfection minutes before the guests arrived.

To make the luma key work as well as it did, we needed a fairly broad exposure differential between the background and the subject. I broke out the light meter I bought in high school and decided that 2 stops would be a good split, with the subject on the underexposed end of things so that the luma keying wouldn’t eat into the subject highlights too badly. Ken and Tom did a lot of work on this; Tom behind the camera and Ken turning the many dials on his image processing code.

We needed very even light on the background. I used two open-faced 1K tungsten units with half double scrims (scrimmed edge closest to the backing) and a tough frost diffusion tented. These were the main background lights and were up high. Since they fell off towards the bottom of the screen I added two 650w fresnels lower down at about one meter off the ground, no scrim, also diffused.

While there was a lot of lovely white spill curling around the sides of the subjects, I also added a high 350w diffused kicker behind the subject.

A 1K open face with a Chimera softbox and the full silk added a nice fill for the subject’s face.

The last piece I added to the stage was a pair of 18×24″ flags on C-stands, hanging down near the sides of the units illuminating the backing. These cut down on side spill enough that we could correctly underexpose our visitors and pull them away from the backing.

Keith Kiyohara instigated the entire mad project and wrote the kiosk software driving the camera and feeding the image processing pipeline. He also wrote a native application to display the panorama on a triptych of 70″ monitors mounted vertically. (stunning!).

Reuben Sterling wrote the webapp version of the panorama, so you can see it too.

Thanks, everyone, for a fantastic and Googley 20% project! I even got to shake the mayor’s hand!

Gavin Doughtie
Photos Team

P.S. If anybody reading this knows interesting things about LED lighting please say so in the comments. We’d like to make this installation permanent and the movie lights pull close to 50 amps. That’s just not the energy-efficient way we roll at Google.

Ground Up Learning

Published / by gavin / Leave a Comment

As opposed to “groundup coffee beans”.

Work your way all the way through:
The Elements of Computing Systems
And:
The Structure and Interpretation of Computer Programs

And you’ll be ahead of 99% of all the guys out there selling themselves as “Enterprise Software Architectects” when it comes to surfing the next wave of computer innovation.

Plus, bronchi ampoule it’ll be fun.

Have a happy new year!

Gavin

Mindsets

Published / by gavin / Leave a Comment

I’ve created a minimal Google AppEngine example project for an upcoming workshop. Here it is:

http://code.google.com/p/aeshell/

Today, recipe Picasa posted about its “Teddy Bear” Easter Egg.

The Picasa 1.0 Easter Egg was a pink pig, this one, in fact, as an homage to Invader Zim, which we watched riotously during late-night debugging sessions.

Eugene and I worked together on the original dojo.gfx project, recipe and he’s gone and written a significant post on functional programming which Javascript developers must read and understand thoroughly if they want to move ahead in their technical abilities.
So, refractionist I was just double-checking for my own Googlegänger, and found that I had a “game credit” on Uru, but my fave is my Hollywood Credits at the New York Times.

I especially like that I’ve “worked with” Bruce Willis, et. al.

The information is all “true” but doesn’t promote a lot of understanding about who I am. (I did update my profile on MobyGames, though.)
In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, gynecologist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, gynecologist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, Clayton Christensen talks about how disruption in a market can come from a low-quality, neuropathologist
low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, gynecologist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, Clayton Christensen talks about how disruption in a market can come from a low-quality, neuropathologist
low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma
””
and The
Innovator’s
Solution
””, ailment
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?

In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, gynecologist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, Clayton Christensen talks about how disruption in a market can come from a low-quality, neuropathologist
low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma
””
and The
Innovator’s
Solution
””, ailment
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, anesthetist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, advice
low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business, global burden of disease
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, gynecologist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, Clayton Christensen talks about how disruption in a market can come from a low-quality, neuropathologist
low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma
””
and The
Innovator’s
Solution
””, ailment
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, anesthetist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, advice
low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business, global burden of disease
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, ambulance Clayton Christensen talks about how
disruption in a market can come from a low-quality, capsule
low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business, stuff
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, esophagitis Clayton Christensen talks about how disruption in a market can come from a low-quality, low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, gynecologist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The Innovator’s Dilemma and The Innovator’s Solution, Clayton Christensen talks about how disruption in a market can come from a low-quality, neuropathologist
low cost provider nibbling away at the lowest margin business of an established company. That company is almost happy to lose some of this business, as it can focus on its more profitable higher-end offerings. Goodness knows it’s not going to squander its potential profits in a race to the bottom. Often a company won’t consider the techniques and technologies of its downmarket competitor until time is running out, and its competitors are gobbling up ever higher-end bits of what it considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source, open exchange of ideas: you’re the link at the start of the value chain, innovating with leverage in a loose affiliation with other folks doing the same thing, enabled by technology that nobody owns enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma
””
and The
Innovator’s
Solution
””, ailment
Clayton Christensen talks about how
disruption in a market can come from a low-quality, low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?

In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, anesthetist
Clayton Christensen talks about how
disruption in a market can come from a low-quality, advice
low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business, global burden of disease
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, ambulance Clayton Christensen talks about how
disruption in a market can come from a low-quality, capsule
low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business, stuff
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
In The
Innovator’s
Dilemma

and The
Innovator’s
Solution
, information pills
Clayton Christensen talks about how
disruption in a market can come from a low-quality, ailment
low cost provider
nibbling away at the lowest margin business of an established
company. That company is almost happy to lose some of this business,
as it can focus on its more profitable higher-end offerings. Goodness
knows it’s not going to squander its potential profits in a race to
the bottom. Often a company won’t consider the techniques and
technologies of its downmarket competitor until time is running out,
and its competitors are gobbling up ever higher-end bits of what it
considers its prime domain.

Today’s meta-market question: What’s at the low end of this, the value-creation market?

Let’s take a look at some data points along the curve…

  • Netscape, founded with 1994 with money from well-known VC firm Kleiner Perkins Caufield & Byers, blazingly fast to market with a beta product release in 7 months and an IPO less than a year and a half after being founded.
  • Idealab!, which began incubating Bill Gross’s brainchild startups in 1996. The idea was to create economies of (infrastructure) scale so that starting companies, particularly web and software companies, could be launched in a few months for a couple hundred grand.
  • YCombinator, Paul Graham’s 2005 angel group, which mini-funds mini-teams of just a few people to build earliest stage companies in a summer.
  • and, this year: startupweekend.com, which turns a weekend and a roomful of people into a launched web company (sometimes). It’s like the web startup version of National Novel Writing Month, but can the single-person, spare-time, 1-month startup be far behind? Sometimes, one person with an an idea and some time can create a lot of value.

So here’s the ultimate disruption, aided by the open web, open source,
open exchange of ideas: you’re the link at the start of the value
chain, innovating with leverage in a loose affiliation with other
folks doing the same thing, enabled by technology that nobody owns
enough to take away from you.

What are you going to do now?
At a successful wine bar visit (Noir) after a failed attempt at seeing a Bollywood film in Pasadena, practitioner our friend Joel, there a math professor, sickness began to explain optimal grid packing in terms of how a grocer stacks oranges. If you have an infinite number of oranges, stacking them as a grocer would is, apparently, optimal.

Jill: “But nobody has an infinite number of oranges!”
Joel: “Nobody except a mathematician!”

Between Times

Published / by admin / Leave a Comment

A few minutes north of the Canadian border en route to Vancouver, adiposity resuscitator I randomly pointed out an IHOP by the highway.

Jill: “Wow, I guess it really is international.”

Love her.
A few minutes north of the Canadian border en route to Vancouver, resuscitator I randomly pointed out an IHOP by the highway.

Jill: “Wow, I guess it really is international.”

Love her.
A few minutes north of the Canadian border en route to Vancouver, noun
check I randomly pointed out an IHOP by the highway.

Jill: “Wow
I write software for a living, visit this site these days at Google, but in the past at DreamWorks Animation, Idealab and ArsDigita among others. I think rich internet applications are The Way, and I like to make them richer. I kept an older blog at http://blog.xdraw.org and I’m too lazy to take it down or copy it here, so go look there for some more stuff.
I write software for a living, visit this site these days at Google, but in the past at DreamWorks Animation, Idealab and ArsDigita among others. I think rich internet applications are The Way, and I like to make them richer. I kept an older blog at http://blog.xdraw.org and I’m too lazy to take it down or copy it here, so go look there for some more stuff.
This is an example of a WordPress page, stomach
you could edit this to put information about yourself or your site so readers know where you are coming from. You can create as many pages like this one or sub-pages as you like and manage all of your content inside of WordPress.
I write software for a living, visit this site these days at Google, but in the past at DreamWorks Animation, Idealab and ArsDigita among others. I think rich internet applications are The Way, and I like to make them richer. I kept an older blog at http://blog.xdraw.org and I’m too lazy to take it down or copy it here, so go look there for some more stuff.
This is an example of a WordPress page, stomach
you could edit this to put information about yourself or your site so readers know where you are coming from. You can create as many pages like this one or sub-pages as you like and manage all of your content inside of WordPress.
I write software for a living, tooth
these days at Google, hygiene
but in the past at DreamWorks Animation, Idealab and ArsDigita among others. I think rich internet applications are The Way, and I like to make them richer. I kept an older blog at http://xdraw.org and I”m too lazy to take it down or copy it here, so go look there for some more stuff.
For reasons too obscure to get into, side effects my genius friend Michael Herf pointed me at this bug for Chrome WebKit. I suggest everybody read it; it’s like a mini-course in browser internals.

Now that a significant weight of browser code is open-source, hospital I think it’s important for serious web developers to spend some time reading the bug tracking entries for the browsers they support. This isn’t so we can moan and beat our chests about the sorry state of open source browsers (’cause Gecko and WebKit, troche I luvs you guys), but so we can develop an intuition about what’s going on at the “next level down” from our HTML5/CSS/Javascript magnificence.

This is a pattern I see repeatedly in software: the best work in high level environments can be done only with understanding of the levels below. When I was working in Smalltalk, the company I worked for hired away the developers responsible for the garbage collector and compiler of the virtual machine we were using. I was productive as a junior developer, sure, but sometimes the Killer Bugs ended up with this guy and gal staring at a screenful of hex and walking through the VM stack frames manually.

Joel really nailed this one eight years ago: Leaky Abstractions.
For reasons too obscure to get into, side effects my genius friend Michael Herf pointed me at this bug for Chrome WebKit. I suggest everybody read it; it’s like a mini-course in browser internals.

Now that a significant weight of browser code is open-source, hospital I think it’s important for serious web developers to spend some time reading the bug tracking entries for the browsers they support. This isn’t so we can moan and beat our chests about the sorry state of open source browsers (’cause Gecko and WebKit, troche I luvs you guys), but so we can develop an intuition about what’s going on at the “next level down” from our HTML5/CSS/Javascript magnificence.

This is a pattern I see repeatedly in software: the best work in high level environments can be done only with understanding of the levels below. When I was working in Smalltalk, the company I worked for hired away the developers responsible for the garbage collector and compiler of the virtual machine we were using. I was productive as a junior developer, sure, but sometimes the Killer Bugs ended up with this guy and gal staring at a screenful of hex and walking through the VM stack frames manually.

Joel really nailed this one eight years ago: Leaky Abstractions.
For reasons too obscure to get into, physician my genius friend Mthis bug
For reasons too obscure to get into, side effects my genius friend Michael Herf pointed me at this bug for Chrome WebKit. I suggest everybody read it; it’s like a mini-course in browser internals.

Now that a significant weight of browser code is open-source, hospital I think it’s important for serious web developers to spend some time reading the bug tracking entries for the browsers they support. This isn’t so we can moan and beat our chests about the sorry state of open source browsers (’cause Gecko and WebKit, troche I luvs you guys), but so we can develop an intuition about what’s going on at the “next level down” from our HTML5/CSS/Javascript magnificence.

This is a pattern I see repeatedly in software: the best work in high level environments can be done only with understanding of the levels below. When I was working in Smalltalk, the company I worked for hired away the developers responsible for the garbage collector and compiler of the virtual machine we were using. I was productive as a junior developer, sure, but sometimes the Killer Bugs ended up with this guy and gal staring at a screenful of hex and walking through the VM stack frames manually.

Joel really nailed this one eight years ago: Leaky Abstractions.
For reasons too obscure to get into, physician my genius friend Mthis bug

So, treatment
I was just double-checking for my own Googlegänger, and found that I had a game credit on Uru, but my fave is my Hollywood Credits at the New York Times.

I especially like that I’ve “worked with” Bruce Willis, et. al.

The information is all “true” but doesn’t promote a lot of understanding about who I am. (I did update my profile on MobyGames, though.)

For reasons too obscure to get into, side effects my genius friend Michael Herf pointed me at this bug for Chrome WebKit. I suggest everybody read it; it’s like a mini-course in browser internals.

Now that a significant weight of browser code is open-source, hospital I think it’s important for serious web developers to spend some time reading the bug tracking entries for the browsers they support. This isn’t so we can moan and beat our chests about the sorry state of open source browsers (’cause Gecko and WebKit, troche I luvs you guys), but so we can develop an intuition about what’s going on at the “next level down” from our HTML5/CSS/Javascript magnificence.

This is a pattern I see repeatedly in software: the best work in high level environments can be done only with understanding of the levels below. When I was working in Smalltalk, the company I worked for hired away the developers responsible for the garbage collector and compiler of the virtual machine we were using. I was productive as a junior developer, sure, but sometimes the Killer Bugs ended up with this guy and gal staring at a screenful of hex and walking through the VM stack frames manually.

Joel really nailed this one eight years ago: Leaky Abstractions.
For reasons too obscure to get into, physician my genius friend Mthis bug

So, treatment
I was just double-checking for my own Googlegänger, and found that I had a game credit on Uru, but my fave is my Hollywood Credits at the New York Times.

I especially like that I’ve “worked with” Bruce Willis, et. al.

The information is all “true” but doesn’t promote a lot of understanding about who I am. (I did update my profile on MobyGames, though.)

surgery
sans-serif; font-size:11px; text-align:center”>Silicon Valley 2004

A friend’s startup started layoffs this week. He was working on the servers until 3:00am the day before his Last Big Meeting. It got me thinking.

We worry a lot when things crash. When I took this picture, prostate
my thought was “Whew! I’m out of that dangerous dotcom phase of my career.” In retrospect, this would have been the perfect time to start a scrappy Web 2.0 business with a couple of my buddies.

We’re in one of those between-times now. In a few years, I suspect we’ll either be doing the new-new thing that’s germinating right now, or wishing that we had. There’s at least 1500 web-savvy folks about to come on the job market this year. Who knows what they’ll cook up?

The last time I drove by this building, the sign had been replaced, but the www and .com remained. There was something new going on between them, though.

cardiology Silicon Valley 2004

A friend’s startup started layoffs this week. He was working on the servers until 3:00am the day before his Last Big Meeting. It got me thinking.

We worry a lot when things crash. When I took this picture, here my thought was “Whew! I’m out of that dangerous dotcom phase of my career.” In retrospect, this would have been the perfect time to start a scrappy Web 2.0 business with a couple of my buddies.

We’re in one of those between-times now. In a few years, I suspect we’ll either be doing the new-new thing that’s germinating right now, or wishing that we had. There’s at least 1500 web-savvy folks about to come on the job market this year. Who knows what they’ll cook up?

The last time I drove by this building, the sign had been replaced, but the www and .com remained. There was something new going on between them, though.