The legal field is not very technologically enabled. As Casetext’s Jake Heller points out, “We’ve all seen this story. Whether it’s restaurants or encyclopedias, this is going to be replaced by an open knowledge solution.” The question is, which of all these services will win the market (full disclosure, my girlfriend works at Casetext, and I think they are doing great work at making legal data easily available).
The article talks about topics beyond management, but spends a good chunk of time discussing why projects with many moving pieces, many stakeholders, and many contributors are hard to do right. Mostly, because people are hard to understand. If you understand people, you’ll be a better engineer, better designer, and better manager.
As Marco says, “…the last thing we all need is for the ‘data’ economy to destroy another medium.” Implied, but not mentioned in the article, is the discoverability problem of podcasts. Finding 10 shows that you generally like is easy. Finding the best episode of those 10 shows is impossible.
Good analysis of why the US can’t play the isolation game going forward. Even if you don’t care about politics, and you should, it is worth your time just for the amazing list of books that Suster recommends.
While I understand the point of regulation, Opternative delivers exactly what it advertises: refractive eye exams. The incumbents are just using regulation to push their interests and avoid getting pushed out of the market. But, obviously, I am biased. I used to work there.
Extreme clarity on the future of journalism, media, and strategies for companies in the space to respond to change. TL;DR: create better content or disappear. The arguments fit perfectly with Aggregation Theory, and while the article is a bit too focused on politics, the analysis could apply to any other news covered by the media, from the Tech Bubble, to ISIS, or Millenials. Long, but worthwhile.</br>I have been reading Baekdal for years. I can’t even remember how I ran into his blog, but it must have been 7 or 8 years ago, and I am glad I did.
Evans has a knack for finding great analogies from history. In most cases, path dependence, network effects, consumer lock in, and feedback loops matter more than any one decision. I wonder if we can systematically figure out the decisions that matter more…
Yet another bear case for Apple pinned on the cult of personality for Steve Jobs. While I disagree with the overall message, the writing is really good, and Lefsetz does have a point on the strategy of innovation, viz. Christensen’s disruptive innovation.
Most of modern economics is based on the idea that people make decisions with a clear understanding of the consequences. This couldn’t be further from the truth. Whether we’re talking of switching to a new job, moving to a different state, picking an insurance plan or making a donation, there are always economic consequences that people don’t understand. The complexity of our world, some of it designed, some of it emergent, makes rational decision-making almost impossible. These Uber employees were definitely not aware of how big of an issue this policy would be years after they joined the company. (For more on the topic, take a look at Zach Holman’s post.)