James and Janet Baker spent nearly two decades building Dragon, a voice technology company, into a successful, multimillion-dollar enterprise. It was, they say, their “third child.” So in late 1999, when offers to buy Dragon began rolling in, the couple made what seemed a smart decision: they turned to Goldman Sachs for advice. And why not? Goldman, after all, was the leading dealmaker on Wall Street. The Bakers wanted the best. This, of course, was before the scandals of the subprime mortgage era. It was before the bailouts, before Occupy Wall Street, before ordinary Americans began complaining about “banksters” and “muppets” and “the vampire squid.” In short, before Goldman Sachs became, for many, synonymous with Wall Street greed.
And yet, even today what happened next to the Bakers seems remarkable. With Goldman Sachs on the job, the corporate takeover of Dragon Systems in an all-stock deal went terribly wrong. Goldman collected millions of dollars in fees — and the Bakers lost everything when Lernout & Hauspie was revealed to be a spectacular fraud. L.& H. had been founded by Jo Lernout and Pol Hauspie, who had once been hailed as stars of the 1990s tech boom. Only later did the Bakers learn that Goldman Sachs itself had at one point considered investing in L.& H. but had walked away after some digging into the company.
Read the article: Goldman Sachs and a Sale Gone Horribly Awry
Thinking about thinking, this is the key. In the struggle between should versus want, some people have figured out something crucial – want never goes away.
Capable psychonauts who think about thinking, about states of mind, about set and setting, can get things done not because they have more will power, more drive, but because they know productivity is a game of cat and mouse versus a childish primal human predilection for pleasure and novelty which can never be excised from the soul. Your effort is better spent outsmarting yourself than making empty promises through plugging dates into a calendar or setting deadlines for push ups.
Read this article: Procrastination [You are not so smart]
“I am not busy. I am the laziest ambitious person I know… Idleness is not just a vacation, an indulgence or a vice; it is as indispensable to the brain as vitamin D is to the body, and deprived of it we suffer a mental affliction as disfiguring as rickets.”
“The goal of the future is full unemployment, so we can play. That’s why we have to destroy the present politico-economic system. – Sir Arthur C. Clarke”
Read the article: The ‘Busy’ Trap [New york Times]
Eichenwald’s conversations reveal that a management system known as “stack ranking”—a program that forces every unit to declare a certain percentage of employees as top performers, good performers, average, and poor—effectively crippled Microsoft’s ability to innovate. “Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees,” Eichenwald writes. “If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, 2 people were going to get a great review, 7 were going to get mediocre reviews, and 1 was going to get a terrible review,” says a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”
Read the article: Microsoft’s Downfall: Inside the Executive E-mails and Cannibalistic Culture That Felled a Tech Giant | Blogs | Vanity Fair
“I observed something fairly early on at Apple, which I didn’t know how to explain then, but have thought a lot about it since. Most things in life have a dynamic range in which average to best is at most 2:1. For example if you go to New York City and get an average taxi cab driver versus the best taxi cab driver, you’ll probably get to your destination with the best taxi driver 30% faster. And an automobile; What’s the difference between the average car and the best? Maybe 20% ? The best CD player versus the average CD player? Maybe 20% ? So 2:1 is a big dynamic range for most things in life. Now, in software, and it used ot be the case in hardware, the difference between the average software developer and the best is 50:1; Maybe even 100:1….”
Read the article: Why You Need To Hire Great Developers