Stay focus. Be resilient. Pray and hope that the right side will always up. Be thankful every day. Fan of Junho Lee, Korea; fan of Kentaro Sakaguchi, Japan.
In 1992, Steve Jobs walked into a room full of MBA students and said something that still hits today.
He asked how many were going into consulting.
Hands went up.
Then he said their careers would be “like a picture of a banana.”
You might get a very accurate picture…
But you never really taste it.
He spent the next hour talking about ownership not just giving ideas, but living with them. Taking responsibility for outcomes, mistakes, and execution. Because without that, you only learn a fraction of what’s possible.
You get exposure to many companies…
But it’s broad and thin.
Then he made it clear:
Without actually building something, failing, and fixing it your understanding stays two-dimensional.
Looks impressive.
But lacks depth.
The room went silent then applauded.
This was years after he left Apple. He had already faced failure and rebuilt. This wasn’t theory it was experience.
Then came the final question:
Where would Apple be if you hadn’t left?
Jobs paused.
“I think everybody lost.”
Stop watching Netflix.
Watch 2 hours of Stanford University AI lectures instead.
That alone puts you ahead of 99% of “AI learners” scrolling reels.
Same 2 hours.
Different life.
🚨 In 1992, a MIT lecture quietly revealed more about product and sales than most 2-year MBAs ever will.
Most people have never seen it.
It came from Steve Jobs and instead of teaching theory, he broke down how great products actually win.
Watching it today feels unreal.
He explained that people don’t buy products they buy meaning. The best products aren’t just functional, they connect with how people see themselves. That’s why some ideas spread effortlessly while others die, even if they’re technically better.
He also made it clear that marketing isn’t about features. It’s about clarity. If you can’t explain why your product matters in simple terms, it won’t matter at all. Complexity doesn’t impress it confuses.
And his biggest edge? Obsession with experience. Not just what the product does, but how it feels. The small details, the simplicity, the story that’s what separates good from unforgettable.
That’s why this MIT lecture still hits hard.
Because while most people are building products…
Very few understand why people actually buy them.
we're making @blocks smaller today. here's my note to the company.
####
today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone.
first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay.
we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly.
i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures.
a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers.
we're not going to just disappear people from slack and email and pretend they were never here. communication channels will stay open through thursday evening (pacific) so everyone can say goodbye properly, and share whatever you wish. i'll also be hosting a live video session to thank everyone at 3:35pm pacific. i know doing it this way might feel awkward. i'd rather it feel awkward and human than efficient and cold.
to those of you leaving…i’m grateful for you, and i’m sorry to put you through this. you built what this company is today. that's a fact that i'll honor forever. this decision is not a reflection of what you contributed. you will be a great contributor to any organization going forward.
to those staying…i made this decision, and i'll own it. what i'm asking of you is to build with me. we're going to build this company with intelligence at the core of everything we do. how we work, how we create, how we serve our customers. our customers will feel this shift too, and we're going to help them navigate it: towards a future where they can build their own features directly, composed of our capabilities and served through our interfaces. that's what i'm focused on now. expect a note from me tomorrow.
jack
Skechers has agreed to be taken private by 3G Capital for $9.42 billion in the footwear industry's biggest buyout to date, exiting public markets after 26 years as the popular shoe brand grapples with the impact of steep US tariffs https://t.co/nJ1jWMWByX