Buffer 创始人 Joel Gascoigne 的一些基本信息 https://joel.is/ https://x.com/joelgascoigne https://www.linkedin.com/in/joelgascoigne/
20VC 在 2019 年的采访 https://open.spotify.com/episode/7c27phaKTTzhhERXrh0uQQ
Building a remote, profitable, transparent and sustainable company https://www.youtube.com/watch?v=gSmAarjxiQY
Defaulting to Transparency with Joel Gascoigne https://www.youtube.com/watch?v=zihHeet-lVM
想到了两首宋词，有点感受到时间的力量。
虞美人·听雨 蒋捷〔宋代〕
少年听雨歌楼上，红烛昏罗帐。壮年听雨客舟中，江阔云低、断雁叫西风。 而今听雨僧庐下，鬓已星星也。悲欢离合总无情，一任阶前、点滴到天明。
丑奴儿·书博山道中壁 辛弃疾〔宋代〕
少年不识愁滋味，爱上层楼。爱上层楼，为赋新词强说愁。 而今识尽愁滋味，欲说还休。欲说还休，却道“天凉好个秋”。
真是左右为难呀。
Historically, Intuit products had dominated their markets by being significantly easier to use than competitors’. But soon competitors were catching up, so Intuit launched an effort to improve ease of use and NPS. It spent even more time with customers, observed detractors, and redesigned products. “We put a big focus on making our products easier to use,” says Kaaren Hanson, design vice-president. “And when this company decides to go after something, we do it. So we pulled the lever.” But these traditional management moves failed to move the meter. “Our net promoter scores didn’t budge,” Hanson says. “And it didn’t result in a big jump in sales, which is what we expected. We pulled the damn lever, and nothing happened.”
在贝莱看来，奥罗拉人之所以对机器人越来越讲人道，似乎并非由于认同广义的人道精神，而是他们不想承认机器人的机器本质，于是干脆将两者一视同仁，这么一来，人类必须依赖人工智能这个令人不快的事实就消失于无形了。
Bezos encourages employees to search broadly despite criticism that Amazon is not focused enough. “Every new business we’ve ever engaged in has initially been seen as a distraction by people externally, and sometimes even internally,” says Bezos. “They’ll say, ‘Why are you expanding into media products? Why are you going international? Why are you entering the marketplace business with third-party sellers?’ We’re getting it now with our new infrastructure web services. ‘Why take on these new developer customers?’ ”Bezos adds that most companies’ big errors have been acts of omission and not acts of commission: “It’s the opposite of sticking to your knitting. It’s when you shouldn’t have stuck to your knitting and you did,” he says. “It’s very fun to have a culture where people are willing to take these leaps. It’s the opposite of the ‘institutional no.’ It’s the institutional yes. People at Amazon say, ‘We’re going to figure out how to do this.’”