- Shankar Vedantam’s book The Hidden Brain: How Our Unconscious Minds Elect Presidents, Control Markets, Wage Wars, and Save Our Lives (public library) explores.
In the introduction, Vedantam contextualizes why this phenomenon isn’t new but bears greater urgency than ever:
Unconscious biases have always dogged us, but multiple factors made them especially dangerous today. Globalization and technology, and the intersecting faultlines of religious extremism, economic upheaval, demographic change, and mass migration have amplified the effects of hidden biases. Our mental errors once affected only ourselves and those in our vicinity. Today, they affect people in distant lands and generations yet unborn. The flapping butterfly that caused a hurricane halfway around the world was a theoretical construct; today, subtle biases in faraway minds produce real storms in our lives.
— things that kill innovation in India is not a technology problem. It is a social problem.
Discovered this Founder Institute link through the Foundora newsletter & it is interesting because it gives a tool to fix one of the most intimidating tasks in starting a company: Spliting Co-Founder Equity.
The standard method (I learned after some hit and miss) is to split equal, but it really won’t work when your co-founder joins your startup idea much later, say post prototype. I used to be a bitch when it comes to protecting equity, partially because of some bad tasting experiences in the past. I have messed up some good relationships, and learned tons from it.
Anyway - here is the link, and download the .xls sheet, play around, and happy startup.
Read the post here; and here is some intro copy+paste
It’s been well-documented that deciding to take on a co-founder can be a fruitful choice, improving the business prospects for many entrepreneurs. However, if one does partner up, there is one intimidating hurdle that must be overcome: Figuring out how to split equity. For those having trouble with this, Al Bsharah,(co-founder of Embarke) has one simple piece of advice: “Get over it.”
Suppose you develop a new technology that is valuable to some industry. The old approach was to sell or license your technology to the existing companies in that industry.
The new approach is to build a complete, end-to-end product or service that bypasses existing companies.
Andreessen Horowitz’s Chris Dixon, Balaji Srinivasan and Benedict Evans discuss the reasons behind, and advantages of, going “full stack.”
Steve Jobs on the disease of believing that 90% of the work is having a great idea
— Daniel James Brown, The Boys in the Boat