Dennis

Fascinated by Architecture • Design • Real Estate •Travel • The glass is always full #Positivemindset

[Anatoli Kopadze @AnatoliKopadze]

NVIDIA CEO, Jensen Huang:

"Nobody writes prompts anymore. The new job is to write and handle loops."

This is the shift that's going to define the rest of 2026.

53 minutes of pure insight from one of the richest men on earth.

Watch it, then read the full guide on how to actually use loops below.

[La Gazzetta Ferrari @GazzettaFerrari]

🚨 | Luca Cordero di Montezemolo on the new Ferrari Luce:

"If I said what I really think, I'd harm Ferrari. We're risking the destruction of a myth, I'm very sorry about that. I hope they at least remove the Prancing Horse from that car"

[Lanwson motorsport 🇩🇪 @JharedLN130]

🚨🚨. ¿Por qué todos estamos pendientes del Dacia Logan #300 en las 24h de Nürburgring?

Si no seguís carreras de resistencia, te explico un poco por qué este auto que parece un bebé al lado de los gigantes
es uno de los héroes de la carrera

[MV33Racing🏎 @MV33Racing]

"It's a very different feeling when you have Max Verstappen in a Mercedes behind you, because it's only a matter of when he comes past you not if."

All of Max's overtakes earlier today from P6 to P1

[MV33Racing🏎 @MV33Racing]

🇮🇹Italian commentary on Max Verstappen's overtake: "Mamma Mia" 😂

[Verstappen News @verstappenews]

AND MAX OVERTAKES BOTH CARS AHEAD OF HIM

MAX VERSTAPPEN LEADS THE 24H OF NURBURGRING!! ABSOLUTELY STUNNING DRIVING

[El Mejor del Resto 🏁 @elmejordelresto]

Un Lexus, un Aston Martin y un Porsche de los GT3 peleando por el podio mientras les vuelan los HyperCar por el costado...

CINE 🚬

#WEC #6hSPA

[Jaynit @jaynitx]

Elon Musk on his advice for young people:

Lex Fridman asks: What advice would you give to young people who want to do something big in this world?

"Try to be useful. Do things that are useful to your fellow human beings... to the world. It's very hard to be useful. Very hard."

He continues:

"Are you contributing more than you consume? Can you try to have a positive net contribution to society? That's the thing to aim for. Not to try to be a leader for the sake of being a leader. A lot of times the people you want as leaders... are the people who don't want to be leaders."

Musk concludes:

"If you live a useful life... that is a good life. A life worth having lived."

On learning:

"I'd encourage people to read a lot of books. Basically try to ingest as much information as you can. Try to develop a good general knowledge... so you at least have a rough lay of the land of the knowledge landscape."

He explains:

"Try to learn a little about a lot of things. Because you might not know what you're really interested in. How would you know what you're really interested in if you aren't at least doing peripheral exploration of the knowledge landscape? Talk to people from different walks of life... different industries and professions and skills. Learn as much as possible."

On finding your path:

"Try to find something where there's an overlap of your talents and what you're interested in. People may have skill at a particular thing but they don't like doing it. You want to find a thing where it's a good combination of things you're inherently good at... but you also like doing."

On reading the encyclopedia:

"As a kid I read through the encyclopedia. That's pretty helpful. I learned about things I didn't even know existed. It's as broad as it gets."

His recommendation:

"Maybe read through the condensed version of the Encyclopedia Britannica. I'd recommend that. You can always skip subjects. You read a few paragraphs and you're not interested... just jump to the next one."

On zero-sum thinking:

"When we see people... including some very smart people... taking an attitude that seems morally questionable... it's often because they have at a base axiomatic level a zero-sum mindset. And they don't realize it consciously."

He explains:

"If you have a zero-sum mindset... the only way to get ahead is by taking things from others. If the pie is fixed, the only way to have more pie is to take someone else's pie. But this is false. Obviously the pie has grown dramatically over time."

The danger:

"If you're operating from a zero-sum mindset without realizing it... that's going to result in you trying to take things from others. Which is not good. It's much better to work on adding to the economic pie. Creating more than you consume."

[Simon @ssteverlinck]

Ik heb op mijn vrouw haar telefoon een automatisering aangemaakt die ervoor zorgt dat telkens ik het woord "verloren" sms naar haar iphone, deze het volume op 100% zet en geluid begint te maken en dat is echt 1 van mijn meest geniale ingevingen gebleken :)

[Jaynit @jaynitx]

Jony Ive designed the iPhone. The iMac. The MacBook.

He asked Steve Jobs to soften his criticism.

Jobs: "No. You're just vain. You want people to like you."

Jony was furious.

Because he knew it was true.

He spent 3 minutes explaining what Jobs actually taught him:

The first lesson: Focus.

"This sounds really simplistic. But it still shocks me how few people actually practice it."

"Steve was the most remarkably focused person I've ever met in my life."

"Focus is not something you aspire to. It's not something you decide on Monday. 'You know what, I'm going to be focused.'"

"It is every minute asking: why are we talking about this? This is what we're working on."

"You can achieve so much when you truly focus."

The second lesson: What focus actually means.

"One of the things Steve would say, because I think he was concerned that I wasn't focused, he would say: how many things have you said no to?"

"And I would have these sacrificial things. Because I wanted to be very honest about it."

"So I'd say: I said no to this, and no to that."

"But he knew I wasn't vaguely interested in doing those things anyway. So there was no real sacrifice."

Here's what real focus means.

"Saying no to something that with every bone in your body you think is a phenomenal idea."

"That you wake up thinking about."

"But you say no to it because you're focusing on something else."

The third lesson: The difference between caring about people and caring about being liked.

Jony asked Jobs why he was so harsh.

"Couldn't we moderate the things we said a little bit?"

"Why?"

"Because I care about the team."

Jobs said something brutally insightful.

"No Johnny. You're just really vain."

"You just want people to like you."

"I thought you really held the work up as the most important. Not how you believed you were perceived by other people."

"I was terribly cross."

"Because I knew he was right."

[Jaynit @jaynitx]

In 1984, Apple tried hiring “professional management.”

Steve Jobs: “It didn’t work at all.”

“Most of them were bozos.”

“They knew how to manage. But they didn’t know how to do anything.”

He spent 4 minutes explaining what actually works:

"The greatest people are self-managing. They don't need to be managed."

"Once they know what to do, they'll go figure out how to do it. They don't need to be managed at all."

"What they need is a common vision. And that's what leadership is."

"Having a vision. Being able to articulate it so the people around you can understand it. And getting a consensus on a common vision."

So who should manage?

"If you're a great person, why do you want to work for somebody you can't learn anything from?"

"You know who the best managers are?"

"They're the great individual contributors who never ever want to be a manager."

"But decide they have to be a manager because no one else is going to be able to do as good a job as them."

Apple hired two professional managers from outside the company. Fired them both.

Then Jobs gambled on Debbie Coleman. A member of the Macintosh team. 32 years old. English literature major with an MBA from Stanford.

A financial manager with no experience in manufacturing. Put in charge of manufacturing.

Debbie Coleman: "There's no way in the world anybody else would give me this chance to run this kind of operation. I don't kid myself about that."

"It's an incredible high risk. Both for myself personally and professionally. And for Apple as a company. To put a person like myself in this job."

"We're betting that my skills at organizational effectiveness override all lack of technology, lack of experience, lack of time in manufacturing."

"I'm just an example. Almost every single person on the Mac team, you could say that about."

"This is a place where people were afforded incredibly unique opportunities to prove they could write the book again."

Hiring was the most important job.

"I consider the most important job of someone like myself is recruiting."

"We agonized over hiring."

"Interviews would start at 9 or 10 in the morning and go through dinner."

"A new interviewee would talk to everybody in the building. At least once. Maybe a couple times."

"Then come back for another round of interviews. Then we'd all get together and talk about it."

"And then they'd fill out an application."

He laughs.

"No. They never filled out an application."

Here's how they knew someone was right.

"The critical part of the interview, at least to my mind, was when we finally decided we liked them enough to show them the Macintosh prototype."

"We sat them down in front of it."

"If they were just kind of bored, or said 'this is a nice computer,' we didn't want them."

"We wanted their eyes to light up. For them to get really excited."

"Then we knew they were one of us."

Once you get the right people, something changes.

"When you get a core group of ten great people, it becomes self-policing as to who they let into that group."

"Everybody just wanted to work. Not because it was work that had to be done."

"But because it was something we really believed in. That was going to really make a difference."

"We all wanted exactly the same thing. Instead of spending our time arguing about what the computer should be, we all knew what the computer should be."

"And we just went and did it."

Inside the casing of every Macintosh, unseen by the consumer, are the signatures of the whole team.

Apple's way of affirming that their innovation is a product of the individuals who created it. Not the corporation.

This 4 minute video will teach you more about hiring, leadership, and why professional managers fail than every business book combined.

Bookmark & give it 4 minutes today, no matter what.

[顾清音 @qing_yin19640]

摩斯密码的工作原理

[Jaynit @jaynitx]

Jeff Bezos spent 3 hours on a physics problem with his roommate.

They got nowhere.

So they went to the smartest guy at Princeton.

He looked at the problem and said one word: "Cosine."

That was the exact moment Bezos decided not to become a physicist.

Here's the full story:

Bezos wanted to be a theoretical physicist. That was the plan.

He went to Princeton. He was a really good student. A+ on almost everything.

He was in the honors physics track. Started with 100 students. By quantum mechanics, it was down to 30.

Junior year. Quantum mechanics. He's also taking computer science and electrical engineering classes on the side.

Then he hits a partial differential equation he can't solve.

"It's really, really hard."

He studies with his roommate Joe. Also really good at math.

Three hours. Got nowhere.

They look up at each other across the table at the same moment and say the same name: "Yosanta."

Yosanta was the smartest guy at Princeton.

He was Sri Lankan. His name was three lines long in the facebook (which was an actual paper book at that time).

"I guess in Sri Lanka when you do something good for the King they give you an extra syllable on your name. So he had a super long last name. The most humble, wonderful guy."

They go to Yosanta's room. Show him the problem.

He stares at it for a while.

Then he says: "Cosine."

Bezos: "What do you mean?"

"That's the answer."

"That's the answer?"

"Yeah. Let me show you."

He brings them into his room. Sits them down. Writes out three pages of detailed algebra. Everything crosses out.

The answer is cosine.

Bezos asks: "Yosanta, did you just do that in your head?"

"No. That would be impossible."

"Three years ago I solved a very similar problem. I was able to map this problem onto that problem. And then it was immediately obvious that the answer was cosine."

Bezos on that moment:

"That was an important moment for me. Because that was the very moment when I realized I was never going to be a great theoretical physicist."

He didn't quit because he was bad. He was in the top 30 at Princeton.

He quit because he saw what great actually looked like.

Great wasn't grinding for 3 hours. Great was pattern-matching to a problem you solved 3 years ago and seeing the answer instantly.

He couldn't do that. Yosanta could.

So he pivoted. Computer science. Business. Amazon.

Built a $2.5+ trillion company instead.

The rest is history.

[Jaynit @jaynitx]

Steve Jobs walked into a room full of MBA students and asked how many were going into consulting.

Hands went up.

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 60 minutes explaining what actually builds careers:

"Without owning something over an extended period of time, where one has a chance to take responsibility for one's recommendations, where one has to see one's recommendations through all action stages and accumulate scar tissue for the mistakes and pick oneself up off the ground and dust oneself off, one learns a fraction of what one can."

He continues:

"Coming in and making recommendations and not owning the results, not owning the implementation, I think is a fraction of the value and a fraction of the opportunity to learn and get better."

"You do get a broad cut at companies, but it's very thin."

Then the line that made the room go silent:

"It's like a picture of a banana. You might get a very accurate picture, but it's only two dimensional. Without the experience of actually doing it, you never get three dimensional."

"So you might have a lot of pictures on your walls. You can show it off to your friends. You can say, look, I've worked in bananas, I've worked in peaches, I've worked in grapes."

"But you never really taste it."

The room applauded.

This was 1992. Jobs had been fired from Apple seven years earlier. He was running NeXT. He had scar tissue.

An MIT student asked him: where would Apple be if you hadn't left?

Jobs paused.

"I've obviously thought about this a lot. I think everybody lost. I think I lost. I think Apple lost. I think customers lost."

"And having said all that, so what? You go on. It's not as bad as a lot of things. Not as bad as losing your arm."

That's Steve Jobs. Getting fired from the company he built, comparing it to losing a limb, and shrugging.

He spent the rest of the talk explaining what he learned about building companies.

On competitive advantage:

"Hardware churns every 18 months. It's pretty impossible to get a sustainable competitive advantage from hardware. If you're lucky, you can make something one and a half or two times as good as your competitor. And it only lasts for six months."

"But software seems to take a lot longer for people to catch up with."

"I watched Microsoft take eight or nine years to catch up with the Mac, and it's arguable whether they've even caught up."

On technology windows:

"You can use the concept of technology windows opening and then eventually closing."

"Enough technology from fairly diverse places comes together and makes something that's a quantum leap forward possible. And a window opens up."

"It usually takes around five years to create a commercial product that takes advantage of that technical window opening up."

"And then it seems to take about another five years to really exploit it in the marketplace."

He gave examples from his own life:

Apple II lasted 15 years. DOS lasted 15 years. Mac was eight years old at the time and would easily last another five.

"These things are hard. They don't last because it's convenient, or even because it's economic. They last because this is hard stuff to do."

On management:

"I've never believed in the theory that if we're on the same management team and a decision has to be made, and I decide in a way that you don't like, and I say, come on, buy into the decision."

"Because what happens is, sooner or later, you're paying somebody to do what they think is right, but then you're trying to get them to do what they think isn't right. And sooner or later, it outs."

His approach:

"The best way is to get everybody in a room and talk it through until you agree."

Then this:

"We don't pay people to do things. That's easy, to find people to do things."

"What's harder is to find people to tell you what should be done. That's what we look for."

"So we pay people a lot of money, and we expect them to tell us what to do. And when that's your attitude, you shouldn't run off and do things if people don't all feel good about them."

A student asked: what's the most important thing you learned at Apple that you're doing at NeXT?

Jobs thought for a moment.

"I now take a longer-term view on people."

"When I see something not being done right, my first reaction isn't to go fix it. It's to say, we're building a team here. And we're going to do great stuff for the next decade, not just the next year."

"So what do I need to do to help so that the person that's screwing up learns, versus how do I fix the problem?"

"And that's painful sometimes. And I still have that first instinct to go fix the problem."

"But taking a longer-term view on people is probably the biggest thing that's changed."

On not knowing your own competitive advantage:

"A lot of times you don't know what your competitive advantage is when you launch a new product."

"When we did the Macintosh, we never anticipated desktop publishing. Sounds funny, because that turned out to be the Mac's compelling advantage."

"We anticipated bitmap displays and laser printers. But we never thought about PageMaker, that whole industry really coming down to the desktop."

"But we were smart enough to see it start to happen nine to twelve months later. And we changed our entire marketing and business strategy to focus on desktop publishing."

"And it became the Trojan horse that eventually got the Mac into corporate America."

The same thing happened at NeXT.

They built software to help developers create apps faster. Their target customers were Lotus, Adobe, WordPerfect.

Then big companies started showing up and saying: "You don't understand what you've got. The same software that allows Lotus to create their apps faster is letting us build our in-house apps five to ten times faster."

"And you dummies don't even know it."

Jobs admitted: "It took them about three months before we finally heard it."

On hiring:

"It seems like all the good people I really want to hire, it takes me a year to hire them. It's always been that way, even at Apple."

"I usually meet somebody that is really good. And you can't get them. And then you go try to find other people. And nobody measures up."

"When you meet somebody that good, you always compare them to this one person. And you know you're going to be settling for second best if you compromise."

"And I've always found it best not to compromise, and just keep chipping away."

His VP of Marketing took a year and a half to hire.

"And they're all worth it."

This talk is Steve Jobs at his most unfiltered. A founder with scar tissue explaining what he learned the hard way.

This 60 minute MIT lecture will teach you more about building companies than every startup book you've read combined.

Bookmark & give it an hour, no matter what.

[Ryan Mather @Flomerboy]

🧵 My tips for getting the best results out of Claude Design! I’m on the verticals team at Anthropic which means I serve 7 different products. Claude Design makes it possible!
1. Set up your design system and your core screens. An hour of setup and refinement here is worth it