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Robert Burke

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@CaolanReports Reprehensible. + @KNEECAPCEOL

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@NASAAdmin @NASAKennedy @blueorigin @JeffBezos @davill TRULY a great message.

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@elonmusk @JeffBezos @zerohedge Much respect for posting this.

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@JeffBezos Keep. Going! The team is inspiring!

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@culturaltutor This is so great.

[Patrick Collison @patrickc]

Tyler and I just published a list of the recipients of the New Aesthetics grants: https://t.co/aLhVgYXrbi.

Thank you very much to all who applied. There were far more applications than we expected. We funded 28 grantees and are excited to see what they create.

My reflections on the whole thing:

• Though there are clearly selection dynamics afoot, figuring out some route beyond the current aesthetic moment seems to be of wider interest in the art community than I would have guessed. Many applicants described their dissatisfaction with the status quo, some in strong terms. We had to close applications after a few weeks because there were so many.
• It's too early to call it, but it seems that both beauty as an unapologetic goal (contra much that is in modernist and contemporary approaches), and ways to channel pre-modern styles into something new for the present era, are of growing interest.
• The awards made me reflect on the perhaps obvious issue of how hard it must be for an artist to persistently do something new: schools, galleries, buyers, etc., all have structurally embedded preferences as well. These individual awards made me wonder what form supporting new clusters could take.
• Architecture seems to me like the discipline most ripe for new ideas. One correspondent observed: "American architects are somewhat constrained by the association with the academy, in addition to the well known regulation issues. There is a tendency to overthink things so that the designs are formally interesting to someone deep in the conversation, but lacking poetry and magic. There are more firms in Europe, South America and beyond that “just do things” (especially in places where it is easier to build)." This was evident in the submissions.
• AI seems to be making people rethink things in a quite fundamental way, just as urbanization/industrialization/popularization of photography did at the end of the 19th century. For some that will mean interesting new forms of AI-augmented art, but the effects of the rethinking will likely be wider.
• Arts funding is clearly as precarious and scarce as ever. That's unfortunate, but it probably also means that individual actors can have meaningful impact, and I encourage others to get involved if interested.
• There's a lot to know that is not written down, and I'm very grateful to those who have helped and advised me along the way.

[Brian Halligan @bhalligan]

I had a chance to interview @jack on Long Strange Trip and then sit in on his Q&A with a bunch of Sequoia founders yesterday. Here's my take followed by my takeaways.

Almost all of us are running a derivative of the playbook laid out in Andy Grove's "High Output Management" book that has been lightly edited down through the generations. Jack's set of ideas is a stark departure from that playbook. It reminds me of the shift I went through at the start of my career (pre web - yes, I'm that old!) to "digital transformation," but this is a much bigger, harder shift.

Some of my CEO friends have pushed back on these ideas saying something to the effect that Jack isn't a great CEO so we shouldn't listen to him. First, I'm not sure if that is true, but even if it is true, he is an undeniable innovator and first principles thinker applying that thinking here to org design, not just product design. Second, @brian_armstrong, a consensus great CEO is running something that sounds VERY similar to this playbook as well as almost every startup created in the last 18 months. Third, the first quarter Jack printed after putting this in place was a banger. ...To that end, I think we should all call this new playbook, "Dorsey Mode" after the guy who stuck his neck out.

If you want to run Dorsey Mode, a lot of things fall out of it that fall out of it:
1. Strategy - Planning cycles are out the window because the speed increases too much. All those 1 way doors you were procrastinating now look like 2 way doors.
2. Distribution - Given how much easier it is going to get to build products, competition and customer confusion will reign. In this new world, distribution is king. Companies with truly creative distribution strategies (rare!) will gain advantage. Also, long live ye olde enterprise sales.
3. Interviewing - All of the startups I work with have changed their interviewing process. Many have a case with a hard ai problem to solve embedded in it or at least have the prospective employee open their laptop and show them something interesting they built with ai. 4. Profile - There was a split in my group of CEOs at the Q&A -- some were learning hard into pilled jr engineers and some were leaning hard into very senior engineers. It roughly seems like the older companies with more code like Meta and HubSpot, are leaning harder into the very senior engineering types. ...Everyone seems keen to hire "curious" types not afraid to go very deep down rabbit holes.
5. Org shape - Triangle shaped org charts are like democracy, its the least bad system we've got. The biggest problem with triangles is that they get worse with size. The new org chart, in theory, is circular with the world model in the middle and very small teams surrounding it. Very few pure managers in the middle anymore. This seems "early," but directionally right to me.
6. Compensation - The difference between a middling employee and a top one is getting much wider which will necessitate a net new pay scale with a much higher standard deviation.
7. Titles - Jack got rid of them and is trying to focus everyone on the work as opposed to the level. As someone who tried this earlier in my career at HubSpot, I'm a little skeptical of this one, but the meta point of trying to focus people on what they "lead" versus who they "manage" is a good one that I hope sticks.
8 Decisions - Almost all decisions these days are made by carbon based life forms. Dorsey Mode turns an increasing amount of decisions over to the system.
9. IT - This is will totally change as their primary function will be to building the scaffolding for the world model and enable the company to keep feeding it the context and taste it will need to improve. EVERYTHING needs to be "legible" (I hate that I'm using that overused word, but it works) ...Btw, an early sign that a company is in Dorsey Mode is when they record every meeting, including the one on one's, cleverly stripping out some HR bits and centralizing them for use by the model. Btw, Ray Dalio had it right, but was just too early.
10. Slop - As more non-technical people build more things, there will be more slop. I didn't grok Jack's answer to this and I'm not sure the answer myself, but Dorsey Mode companies will need to figure out a system to reign in the badly designed systems.
11. Agency - This another word I cringe at using b/c it is so overused, but hiring folks with high agency that are self motivated will be key. The tricky part is that the beef with the current generation is that they are less like this than their predecessors.
12. CEO - This isn't something that will bubble up. The CEO needs to run hard at it and push it down hard and expect to get pushback from laggards. Jack spends 3 hours every morning building hard things with the new tools. ...AI isn't something that lends itself well to learning by reading or watching a video, so CEOs are running hackathons, show & tell's, building days, office hours, and token leader boards. ...Btw, lots of companies are doing the leader board thing (including mine) -- I think this works until it doesn't!
13. Budgets - Budgets in a lot of software orgs are basically enumerated in headcount. The denomination goes back to dollars.

As Jack (and my cofounder @Dharmesh) likes to say, in some cases, it is a lot riskier not to take a risk and this is one of those cases.

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@Rainmaker1973 What is happening at La Defense?

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@JoshuaKushner This is what keeps me coming back here. Great reminder to focus on the craft, focus on your own PR. The race is with yourself. Go at your own pace.

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@tobthecreator @JoshuaKushner This! Learn from the Victorians.

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@s8mb Agreed! America needs to learn this. Not only beautiful but more functional with a higher quality of life.

[Garry Tan @garrytan]

This is going to be a must-read!

[andré @Flones_Defender]

Espero que ganhe todos os prêmios de design do mundo

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@bsctsntndys @gothamsports @TheStumbleInn @RealMichaelKay @BillPidto Yep.

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@gothamsports @TheStumbleInn @RealMichaelKay @BillPidto Meanwhile you are sending me confused email about my couch rights.

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@gothamsports @wallyball @KnicksMSGN Worst customer service ever. Couch rights set up is completely broke. What executive is in charge of CX?

[Packy McCormick @packyM]

There is a tremendous amount of progress happening in World Models.

Multiple labs have raised more than $1B. WMs were the star of GTC. They are a real path to embodied AI.

So @PimDeWitte & I wrote a comprehensive 19k word overview of World Models.

https://t.co/DJnKX6ePc2

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@demishassabis @arnaudai @stitchbygoogle This is uhhmazing.

[Paweł Huryn @PawelHuryn]

P.S. My favorite post on Code + Cowork so far: https://t.co/hYOphyW6TV