If you want to know if a religion supports terrorism, it’s just common sense to go back to the book of the religion. What’s ironic is that the religion that’s labeled as “The religion of the Sword” doesn’t have the word sword mentioned once within its book.
You would consider a religion that was spread by the sword to teach you how to use a sword, when to use it, who to use it against.
But not once is the word “saif” sword used within the holy Quran.
That really says a lot. It shows there’s some hidden agendas in the picture.
Muhammad is the least mentioned prophet in the Quran. Jesus mentioned 28. Moses is 130. Abraham about 60. Muhammad, only four times.
So this really shows Muhammad isn’t seen as .. we’re not biased in saying .. he’s the best of prophets.
He’s simply the one who came and put the cherry on the top and made the sundae complete. – Read on Path.
"They’re [Private Equity] the sociopaths of investment banking,” she says.
“They come in and raid – raid your bank account and take your accomplishments. It’s all about fattening the pig for the slaughter, with no care about the people or the product.
“I’ve been through three private equity deals, and it was the same thing, every time. They came in, their only focus was their exit strategy, [and] on exit, you are thrown to the wolves.
“I’ve been through three private equity deals, and it was the same thing, every time. They came in, their only focus was their exit strategy, [and] on exit, you are thrown to the wolves.”
Kanye West is a good chap. I was listening to his BBC radio interview and that chap talked like a Product Manager, and/or entrepreneur. Arrogant maybe, but we all are.
He said, and “That’s the main thing people are controlled by: their perception of themselves. They’re slowed down by the perception of themselves. If you’re taught you can’t do anything, you won’t do anything. I was taught I could do everything.”
The first step, which is the anticipation of starting-up — wonderful, because there you are with an abstract idea, and you are quite sure that you can do it, and it’s going to be quite wonderful, and you can visualize all the wonderful sales, the interviews, the reviews, the NYSE bell.. And so, that’s great, because there’s nothing real there, in the anticipation of starting-up.
Number three is the other end of that, having finished — and that’s a wonderful feeling. Because number two is an agony all the way.
(But hey, yes - that’s the way it is designed to be) – Read on Path.
Take this time in both hands, in both eyes. Stretch it out like red clay until it reaches tomorrow .. disappearing with a sinking light calling out to you: “hey, there is another day to come. It is just waiting just over the horizon, in tomorrow, with the sun.”
“When you and the TechCrunch trolls make fun of startups launching their initial version, you’re like someone making fun of Dell when it was just Michael Dell assembling computers, or Microsoft when it was just a pair of undergrads writing a Basic interpreter. How could such companies possibly grow huge?”—Paul Graham
It is the pervading law of all things organic and inorganic, of all things physical and metaphysical, of all things human and all things superhuman, of all true manifestations of the head, of the heart, of the soul, that the life is recognizable in its expression, that form ever follows function. This is the law.
“There is one timeless way of building. It is a thousand years old, and the same today as it has ever been. The great traditional buildings of the past, the villages and tents and temples in which man feels at home, have always been made by people who were very close to the center of this way. It is not possible to make great buildings, or great towns, beautiful places, places where you feel yourself, places where you feel alive, except by following this way. And, as you will see, this way will lead anyone who looks for it to buildings which are themselves as ancient in their form, as the trees and hills, and as our faces are.”—The Timeless Way of Building
“You will always feel like your work isn’t good enough. As a salve, or simply as a way to stay sane, be in the world. Ride the train. Listen to strangers. Occasionally, if you’re brave, speak to them. Walk in the city you live. Pay attention. Don’t bother with taking notes, or buying fancy notepads. Try to remember as much as you can. Have just enough confidence in yourself to not be an asshole. Then, get up and go to work and try again.”—
When we were in the caves, we were all self-employed… finding our food, feeding ourselves. That’s where human history began. As civilisation came, we suppressed it. We became ‘labor’ because they stamped us, “you are labor.” We forgot that we are entrepreneurs. Muhammad Yunus said that - all human beings are entrepreneurs.
According to Jesse Reyes, director of Venture Economics Information Services in Boston, 75 percent of the investment money is now controlled by just 40 percent of the venture capital firms. In 1980, that share was spread across 55 percent of the firms.
David Kadavy on the first and only course about what really matters in design
You’re worrying about the wrong things when it comes to design. When most people think about design, they think about the things that you can see: the fonts, the colors, the visual effects, etc.. People spend so much time worrying about these things, it’s no wonder that they just can’t seem to make sense of all of the advice they hear, and finally make a design they feel good about.
The most important things about design, you can’t see at all. And that’s why it’s so easy to get caught up with trying to decide which one of the hundreds of fonts in the Google Font Library is just the right one. The answer is that it doesn’t really matter.
Your white space is what really matters. Sure, there are bad fonts and good fonts, and fonts that are better suited for your project than others; but none of that will matter if you aren’t paying attention to your white space.
If your alignment is off, nothing else matters. Every time you position something, whether it’s a title, a button, an icon, or a block of text, you are implying something about what that thing means in relationship to everything around it. If the way you align things is confusing, your design will be confusing.
If your size changes are off, nothing else matters. It’s pretty obvious that if you make your title bigger than your body text, all other things being equal, the title is going to get noticed first. But the information-rich things we’re all designing – whether on mobile or web – require much more nuance than that. If you aren’t carefully thinking about what the sizes of things are saying in your design, having a bunch of different fonts and colors is just going to make matters worse.
If your white space is off, nothing else matters. The thing that confuses most beginning designers – I see this time and time again, all over the world, with startups that I mentor – is that they are always focusing on the things they can see instead of the things they can’t see. And design is all about the way you see.
Every time you add something new to your design – whether it’s a crucial piece of information, an icon, or even a rule line – you’re changing the way that all of the things around that new thing relate to each other. All of the spaces between everything in your design each communicate something. They can make things important and unimportant. This is the difference between a design that looks “clean,” and a design that looks “sloppy.”
This can be the difference between winning a new customer, or a prospect fleeing.
“Apparently if you’re clean, well dressed and mildly cultured, you’re super gay now. Is that why the rest of you guys are so aggressively fat and dirty? You think if you read one book and take a shower, dicks are going to just fly into your face.”—Aziz Ansari at the Roast of James Franco
“The dollar meanwhile had briefly crossed 66, but is at 65.65 right now. The 10 year bond has gone down, with the yield going to 8.57%. We aren’t heartless bastards in the markets. The fear is not that people will be fed. The fear is that more food will be accumulated in godowns and made to rot, while more people die hungry and even more have to scrounge around for food. The fear is that the MASSIVE government purchases will leave very little for the rest of us to buy, that we have to pay a much higher cost (read: inflation). The fear is that the government will let so much money be siphoned off through this program, while paying for it through borrowing, whose costs will go through the roof and hurt everyone. The fear is that the government will be inefficient, inconsiderate and ineffective, like it has always been. The fear is that because they spend so much on this, they won’t be able to spend on really useful things like roads, and water, and infrastructure. The fear is that they will try to extort more taxes out of individuals and corporates. The writing is on the wall. Our children will pay for their sins. And they don’t care about our children. It’s not just the Congress. The BJP agreed to it as well. The food security will not give us food, or security, but only give some people bills. You know when a plane is about to crash, they tell you to sit and put your head between your knees? This is that time. And while you’re at it, kiss your ass goodbye.”—The Food Security Bill Spooks Markets, Banks Fall 5%, Nifty Down 4% | Capital Mind
If you can’t get to ramen profitability with a team of 2 – 4 within six months to a year, something’s wrong. (You can choose not to be profitable, but it must be your choice, not something forced on you by the market).
Split the stock between the founding team evenly.
Always have a vesting schedule.
Make most decisions by consensus, but have a single CEO whose decisions are final. Make it clear from day one.
Your authority as CEO is earned. You start with a non-zero baseline. It grows if you have victories and dwindles if you don’t. Don’t try to use authority you didn’t earn.
Morale is very real and self-perpetuating. If you work too long without victories, your investors, employees, family, and you yourself will lose faith. Work like hell not to get yourself into this position.
Pick the initial team very carefully. Everyone should be pleasant to work with, have at least one skill relevant to the business they’re spectacular at, be extremely effective and pragmatic. Everyone should have product sense and a shared vision for the product and the company.
The standard you walk past is the standard you accept. Pick a small set of non-negotiable rules that matter to you most and enforce them ruthlessly.
Fire people that are difficult, unproductive, unreliable, have no product sense, or aren’t pragmatic. Do it quickly.
Some friction is good. Too much friction is deadly. Fire people that cause too much friction. Good job + bad behavior == you’re fired.
If you have to give away more than 15% of the company at any given fundraising round, your company didn’t germinate correctly. It’s salvageable but not ideal.
If you haven’t earned people’s respect yet, fundraising on traction is an order of magnitude easier than fundraising on a story. If you have to raise on a story but don’t have the reputation, something’s wrong.
Treat your fundraising pitch as a minimum viable product. Get it out, then iterate after every meeting.
Most investor advice is very good for optimizing and scaling a working business. Listen to it.
Most investor advice isn’t very good for building a magical product. Nobody can help you build a magical product — that’s your job.
Don’t fall in love with the fundraising process. Get it done and move on.
The best products don’t get built in a vacuum. They win because they reach the top of a field over all other products designed to fill the same niche. Find your field and be the best. If there is no field, something’s wrong.
Work on a problem that has an immediately useful solution, but has enormous potential for growth. If it doesn’t augment the human condition for a huge number of people in a meaningful way, it’s not worth doing. For example, Google touches billions of lives by filling a very concrete space in people’s daily routine. It changes the way people behave and perceive their immediate physical surroundings. Shoot for building a product of this magnitude.
Starting with the right idea matters. Empirically, you can only pivot so far.
Assume the market is efficient and valuable ideas will be discovered by multiple teams nearly instantaneously.
Pick new ideas because they’ve been made possible by other social or technological change. Get on the train as early as possible, but make sure the technology is there to make the product be enough better that it matters.
If there is an old idea that didn’t work before and there is no social or technological change that can plausibly make it work now, assume it will fail. (That’s the efficient market hypothesis again. If an idea could have been brought to fruition, it would have been. It’s only worth trying again if something changed.)
Educating a market that doesn’t want your product is a losing battle. Stick to your ideals and vision, but respect trends. If you believe the world needs iambic pentameter poetry, sell hip hop, not sonnets.
Product sense is everything. Learn it as quickly as you can. Being good at engineering has nothing to do with being good at product management.
Don’t build something that already exists. Customers won’t buy it just because it’s yours.
Make sure you know why users will have no choice but to switch to your product, and why they won’t be able to switch back. Don’t trust yourself — test your assumptions as much as possible.
Ask two questions for every product feature. Will people buy because of this feature? Will people not buy because of lack of this feature? No amount of the latter will make up for lack of the former. Don’t build features if the answer to both questions is “no”.
Build a product people want to buy in spite of rough edges, not because there are no rough edges. The former is pleasant and highly paid, the latter is unpleasant and takes forever.
Beware of chicken and egg products. Make sure your product provides immediate utility.
Learn the difference between people who might buy your product and people who are just commenting. Pay obsessive attention to the former. Ignore the latter.
Product comes first. If people love your product, the tiniest announcements will get attention. If people don’t love your product, no amount of marketing effort will help.
Try to have marketing built into the product. If possible, have the YouTube effect (your users can frequently send people a link to something interesting on your platform), and Facebook effect (if your users are on the product, their friends will need to get on the product too).
Watch Jiro Dreams of Sushi, then do marketing that way. Pick a small set of tasks, do them consistently, and get better every day.
Reevaluate effectiveness on a regular basis. Cut things that don’t work, double down on things that do.
Don’t guess. Measure.
Market to your users. Getting attention from people who won’t buy your product is a waste of time and money.
Don’t say things if your competitors can’t say the opposite. For example, your competitors can’t say their product is slow, so saying yours is fast is sloppy marketing. On the other hand, your competitors can say their software is for Python programmers, so saying yours is for Ruby programmers is good marketing. Apple can get away with breaking this rule, you can’t.
Don’t use supercilious tone towards your users or competitors. It won’t help sell the product and will destroy good will.
Don’t be dismissive of criticism. Instead, use it to improve your product. Your most vocal critics will often turn into your biggest champions if you take their criticism seriously.
Sales fix everything. You can screw up everything else and get through it if your product sells well.
Product comes first. Selling a product everyone wants is easy and rewarding. Selling a product no one wants is an unpleasant game of numbers.
Be relentless about working the game of numbers while the product is between the two extremes above. Even if you don’t sell anything, you’ll learn invaluable lessons.
Qualify ruthlessly. Spending time with a user who’s unlikely to buy is equivalent to doing no work at all.
Inbound is easier than outbound. If possible, build the product in a way where customers reach out to you and ask to pay.
Development speed is everything.
Minimize complexity. The simpler the product, the more likely you are to actually ship it, and the more likely you are to fix problems quickly.
Pick implementations that give 80% of the benefit with 20% of the work.
Use off the shelf components whenever possible.
Use development sprints. Make sure your sprints aren’t longer than one or two weeks.
Beware of long projects. If you can’t fit it into a sprint, don’t build it.
Beware of long rewrites. If you can’t fit it into a sprint, don’t do it.
If you must do something that doesn’t fit into a sprint, put as much structure and peer review around it as possible.
Working on the wrong thing for a month is equivalent to not showing up to work for a month at all.
Don’t waste time picking office buildings, accountants, bookkeepers, janitors, furniture, hosted tools, payroll companies, etc. Make sure it’s good enough and move on.
Take the time to find a good, inexpensive lawyer. It will make a difference.
Do everything you can not to attach your self esteem to your startup (you’ll fail, but try anyway). Do the best you can every day, then step back. Work in such a way that when the dust settles you can be proud of the choices you’ve made, regardless of the outcome.
Every once in a while, get away. Go hiking, visit family in another city, go dancing, play chess, tennis, anything. It will make you more effective and make the people around you happier.
“Zaha’s and Daniel’s surnames have become the architectural equivalent of Nike or Apple. Their signatures are logos, and their studios are fast becoming factories for gilded corporate dreams. The question is, are they in danger of severing any remaining semblance of respectability from their peers, who are so often passed over for these high-profile schemes simply because their names aren’t instantly recognizable?”—Zaha’s And Libeskind’s Citylife Milano Is Big-Brand Architecture At Its Most Banal
Perfecting your product’s user experience (UX) means creating something that people truly enjoy using, be it an app, gadget or multifaceted service. Look no further than below and you’ll find a list of 13 excellent UX tips from startups like Square, Path, Uber and more. http://tnw.co/19aiRw6
There are thoughts defined the world. First thought was religion. That was a leap for humanity. Which lead to science. Science questioned the last thought defined science. Then engineering happened - which lead the leap of human evolution. All this while earth or humanity silently and constantly aspire to be in equilibrium. Engineering or applied science challenged science, it’s own father.
What is next?
It is the mix of DNAs - of religion, science and engineering. The next big thought which will help the humanity achieve perfection will be design. The son of all the past thoughts.
Dharavi, from an architectural research point of view, is in as unfortunate situation as the unfortunate frog in a highschool biology lab. It has been dissected and studied so many times by hundreds of researchers that sometimes I feel bad for it. Both the frog and the ‘so called’ slum called Dharavi.