Science/Technology

This article is an excellent read for those interested in creating a better business. Worth re-posting the entire article:

Source = Primitus

Why did so many successful entrepreneurs and startups come out of PayPal? I long have been fascinated by the extraordinary achievement from the ex-Paypal team and wonder about the reasons behind their success. In the past, mass media tried to answer this question several times but still couldn’t give us a clear answer.

I once asked David Sacks the same question during an event in Los Angeles. He told me the secret is that Paypal has built a “scrappy” culture. No matter what problems they faced, they would find a way to solve them. I kind of got the idea, but was still confused about the execution details.

So when I saw some of the past Paypal employees answering this question on Quora, I was super excited! After all, they should be the only ones who can tell people the inside stories.

Below are some highlights of their answers. *If you want to check out the sources or leave your comments, please go to here and here.

On Talent Management
“Peter and Max assembled an unusual critical mass of entrepreneurial talent, primarily due to their ability to recognize young people with extraordinary ability (the median age of *execs* on the S1 filing was 30). But the poor economy allowed us to close an abnormal number of offers, as virtually nobody other than eBay and (in part) google was hiring in 2000-02.” (by Keith Rabois, former Executive Vice President of Paypal)

“Extreme Focus (driven by Peter): Peter required that everyone be tasked with exactly one priority. He would refuse to discuss virtually anything else with you except what was currently assigned as your #1 initiative. Even our annual review forms in 2001 required each employee to identify their single most valuable contribution to the company.” (by Keith Rabois, former Executive Vice President of Paypal)

“Dedication to individual accomplishment: Teams were almost considered socialist institutions. Most great innovations at PayPal were driven by one person who then conscripted others to support, adopt, implement the new idea. If you identified the 8-12 most critical innovations at PayPal (or perhaps even the most important 25), almost every one had a single person inspire it (and often it drive it to implementation). As a result, David enforced an anti-meeting culture where any meeting that included more than 3-4 people was deemed suspect and subject to immediate adjournment if he gauged it inefficient. Our annual review forms in 2002 included a direction to rate the employee on “avoids imposing on others’ time, e.g. scheduling unnecessary meetings.” (by Keith Rabois, former Executive Vice President of Paypal)

“Refusal to accept constraints, external or internal:We were expected to pursue our #1 priority with extreme dispatch (NOW) and vigor. To borrow an apt phrase, employees were expected to “come to work every day willing to be fired, to circumvent any order aimed at stopping your dream.” Jeremy Stoppelman has relayed elsewhere the story about an email he sent around criticizing management that he expected to get him fired and instead got him promoted. Peter did not accept no for answer: If you couldn’t solve the problem, someone else would be soon assigned to do it.” (by Keith Rabois, former Executive Vice President of Paypal)

“Driven problem solvers: PayPal had a strong bias toward hiring (and promoting / encouraging, as Keith mentions) smart, driven problem solvers, rather than subject matter experts. Very few of the top performers at the company had any prior experience with payments, and many of the best employees had little or no prior background building Internet products. I worked on the fraud analytics team at PayPal, and most of our best people had never before done anything related to fraud detection. If he’d approached things “traditionally”, Max would have gone out and hired people who had been building logistic regression models for banks for 20 years but never innovated, and fraud losses would likely have swallowed the company.” (by Mike Greenfield, former Sr. Fraud R&D Scientist of Paypal)

“Self-sufficiency – individuals and small teams were given fairly complex objectives and expected to figure out how to achieve them on their own. If you needed to integrate with an outside vendor, you picked up the phone yourself and called; you didn’t wait for a BD person to become available. You did (the first version of) mockups and wireframes yourself; you didn’t wait for a designer to become available. You wrote (the first draft of) site copy yourself; you didn’t wait for a content writer.” (by Yee Lee, former Product & BU GM of Paypal)

On Culture & Ideology
“Extreme bias towards action – early PayPal was simply a really *productive* workplace. This was partly driven by the culture of self-sufficiency. PayPal is and was, after all, a web service; and the company managed to ship prodigious amounts of relatively high-quality web software for a lot of years in a row early on. Yes, we had the usual politics between functional groups, but either individual heroes or small, high-trust teams more often than not found ways to deliver projects on-time.” (by Yee Lee, former Product & BU GM of Paypal)

“Willingness to try – even in a data-driven culture, you’ll always run in to folks who either don’t believe you have collected the right supporting data for a given decision or who just aren’t comfortable when data contradicts their gut feeling. In many companies, those individuals would be the death of decision-making. At PayPal, I felt like you could almost always get someone to give it a *try* and then let performance data tell us whether to maintain the decision or rollback.” (by Yee Lee, former Product & BU GM of Paypal)

“Data-driven decision making – PayPal was filled with smart, opinionated people who were often at logger-heads. The way to win arguments was to bring data to bear. So you never started a sentence like this “I feel like it’s a problem that our users can’t do X”, instead you’d do your homework first and then come to the table with “35% of our [insert some key metric here] are caused by the lack of X functionality…” (by Yee Lee, former Product & BU GM of Paypal)

“Radical transparency on metrics: All employees were expected to be facile with the metrics driving the business. Otherwise, how could one expect each employee to make rational calculations and decisions on their own every day? To enforce this norm, almost every all-hands meeting consisted of distributing a printed Excel spreadsheet to the assembled masses and Peter conducting a line by line review of our performance (this is only a modest exaggeration).” (by Keith Rabois, former Executive Vice President of Paypal)

“Vigorous debate, often via email: Almost every important issue had champions and critics. These were normally resolved not by official edict but by a vigorous debate that could be very intense. Being able to articulate and defend a strategy or product in a succinct, compelling manner with empirical analysis and withstand a withering critique was a key attribute of almost every key contributor. I still recall the trepidation I confronted when I was informed that I needed to defend the feasibility of my favorite “baby” to Max for the first time.” (by Keith Rabois, former Executive Vice President of Paypal)

“Extreme Pressure – PayPal was a very difficult business with many major issues to solve. We were able to see our colleagues work under extreme pressure and hence we learned who we could rely on and trust.” (by Keith Rabois, former Executive Vice President of Paypal)

This is a great article over on Smashing Magazine - How to permanently delete your account on popular websites.

These sites are discussed:

• Facebook
• Twitter
• MySpace
• LinkedIn
• Google
• Ebay
• Wikipedia
• Flickr/Yahoo
• Windows Live
• Stubleupon
• Wordpress
• Amazon
• YouTube
• Paypal

The secret life of Wikileaks founder Julian Assange

Tiny dot speeds hi-tech future: 7-atom transistor

'Artificial life' breakthrough announced by scientists: Scientists in the US have succeeded in developing the first living cell to be controlled entirely by synthetic DNA.

Quantum teleportation achieved over 16 km

Source = Psyorg

Here is how you do it:

You have to start by imagining how the human mind works. Works with information. For those on the upper level of intelligence..they can take in all that information and analyze it in the most different ways and forms, so much so, that it Brain) comes to an impressive summization = "concept". So it takes the BEST conclusion out of HUGE amounts of collected data. "Concepts" that are created and can be triggered when necessary to remember the multiple-levels of information and analysis.

So, open source, you get FREEDOM for anyone to see code and code with it...creating in essence the BEST systems currently possible. So, you get a system that can collect and analyze all open source "content", so quickly and efficiently, that it can create these "concept" programs that can be used as powerful tools.

The trick is to find the BEST code of ALL code .. together code .. translated/combined ... very efficiently by creating a DB System that is simple ... simple .. clean. simple code .. ref the concept, use it

The U.S. is so *blind*... because of new laws, sourceforge.net is blocked from sharing content with Iran...and others on the government's LIST. Get this: BY I.P. Address....what a joke. All this political B.S. is dragging this country down. Human Society suffers when anyone stifles creativity and collaboration and diversity.

--/ BRAINDUMP --\

I wonder if...

The reason the government is working with Google and other internet security experts, is because the system is soooo .. old. When i was getting out .. their IT personnel, military trained, were being rapidly replaced by independent contractors. Who got paid 3-4 times as much. Because the level of competence was compromised, taking days to setup simple WAN networks...Things got so bad under Bush W. everything was so underfunded even though ALL this f'ing 20+ BILLION a month to run a WAR and all of it was buddy this and buddy that...money going to his friends and their friends..."hey, we can create these 'contracting' companies" ... which got paid MAD money .. you are talking that 3-10 times as much as the equivalent military individual pay. This really pissed a lot of people off ... Do I care .. let the greedy have theirs, it is a mess/dirty.

So anyway, military Information Systems/Technology was really bad. Now the government needs help from Google to figure out who is hacking into its systems and what is seriously compromised. Of course, since they have befriended (or made a deal) each other, Google lets the NSA look good by "letting them examine their systems" .. because the government is like "Wow! How did you catch those guys...ahem" LOL

BAT! - huge part is who controls the data flow...data is everything...maybe that is why the China and Iran "leaders" (aaar) like to...hint

China...they are rising...we are so indebted to them (broke in the world essentially)...the # has dropped, the Euro is okay, and Canada is still neck/neck, although their average is higher...MONEY is the system, yo..data. Chinese are disciplined too - like have principles, set goals and meet them...that kind. Recent "major 7%" increase in military spending, heh, just the beginning. Soooo many people ...

ehhhh, nah.

Source = BusinessWeek
Related Article from ComputerWorld

"The world is finally waking up to the full implications of Google's business, and they're not all pretty.

Leading the rebellion is News Corp. (NWS) CEO Rupert Murdoch, who is threatening to keep his newspaper content beyond the reach of Google (GOOG) searches. Murdoch wants to keep Google from reaping so many of the financial benefits of advertising placed adjacent to News Corp. content. He's being aided and abetted by Microsoft (MSFT).

In a scenario under consideration, Microsoft would pay News Corp. for making articles from The Wall Street Journal and other Murdoch-owned publications searchable exclusively through Microsoft's Bing search engine. If the effort encourages other powerful content providers to demand compensation from Internet companies that generate revenue from online ads, the Murdoch-Microsoft partnership could create a big problem for Google."

Source = Telegraph.co.uk

"The synthetic alcohol, being developed from chemicals related to Valium, works like alcohol on nerves in the brain that provide a feeling of wellbeing and relaxation. But unlike alcohol its does not affect other parts of the brain that control mood swings and lead to addiction. It is also much easier to flush out of the body. Finally because it is much more focused in its effects, it can also be switched off with an antidote, leaving the drinker immediately sober.

The new alcohol is being developed by a team at Imperial College London, led by Professor David Nutt, Britain's top drugs expert who was recently sacked as a government adviser for his comments about cannabis and ecstasy."

Source = TimesOnline (UK)

"SCIENTISTS have grown meat in the laboratory for the first time. Experts in Holland used cells from a live pig to replicate growth in a petri dish.

The advent of so-called “in-vitro” or cultured meat could reduce the billions of tons of greenhouse gases emitted each year by farm animals — if people are willing to eat it.

So far the scientists have not tasted it, but they believe the breakthrough could lead to sausages and other processed products being made from laboratory meat in as little as five years’ time."