Entries by Engers Fernandez

THE 8TH HABIT:  FROM EFFECTIVENESS TO GREATNESS

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Being effective is no longer an option in today’s dynamic and ever-changing world. It is a must, a requirement. Things keep changing and without effectiveness, you will end up without the necessary requirement and standard.

In this book, Stephen Covey shows us how to be as effective as we could be. He also makes us understand how we can move from effectiveness to greatness. The first 7 habits form the foundation, while the 8th habit takes us to true fulfillment in the age of knowledge workers as described by Covey.

The book is divided into two sections, 1) Finding your voice and 2) Inspiring others to find theirs.

1) Finding your Voice: The purpose of this habit is to make sure you find your voice to a point that you can be sure you are 100% involved in that which is important to you. Your body, soul, mind and spirit are all engaged in whatever you are doing. To find your voice, you need to understand your natural talents, what really interests you and what you love doing. To understand this, you have to listen and trust your inner voice, your conscience as it tells you what is the right thing to do. We can discover our voice because of these three gifts we possess:

  1.    The freedom to choose
  2.    The natural law which dictates the consequence of our behavior.
  3.    The four intelligences, which are mental, emotional, spiritual and physical.

Covey does not stop at that. He moves on to give insight to great achievers and how they express their voice through their four intelligences. For example, great achievers develop: 

  • Their mental energy into vision
  • Their emotional energy into passion
  • Their spiritual energy into conscience
  • Their physical energy into discipline

Hitler had vision, passion and discipline but his downfall came from his lack of understanding about the second gift. He was egoistic. He refused to control his ego and let his conscience guide his behavior. Therefore, we must not fall into that same pit but learn from it.

The truth in business today is that so many people have lost their voice or they have yet to find it. These kind of people go to work every day to satisfy their bodily need and fail to put their natural talents to work and use their creativity and intelligence. They need their voices back or need to find them. We all do. The question now is how do we find our voice? Find out more in the 8th habit.

2) Inspiring others to find their Voice:

When you have successfully found your voice, the next thing is to help others find theirs which is somewhat about leadership. Great leaders have always inspired people to find their voice. Greatness is always the end result of people or organizations who eventually find their voice.

Covey talks about leadership greatness and organizational greatness. He demonstrated that leadership greatness is all about four principal things which are the 7 habits, pathfinding, aligning and empowering. Organizational greatness, on the other hand, comes from vision, mission and core values that bring synergy, commitment, clarity and accountability. An organization with leaders who understand and live the four leadership principles of pathfinding, modeling, alignment and empowerment and great people who have discovered their voice have transformed from effectiveness to greatness.

He finally leaves us with four top disciplines that if consistent with, they will improve your ability to focus and execute your top priorities.

  • Focus on what is most important
  • Have a compelling board
  • Break down your goals into actionable plans
  • Be accountable

Having this book on your list should be your priority. Get it and thank me later…

The Big Three – Key Points

Key point #1: The way to step from effectiveness into greatness is by finding your voice.

Key point #2: Maximize the three gifts in finding your voice.

Key point #3: Become a leader that inspires people to find their voice.

One last thing

“People simply feel better about themselves when they’re good at something.”
― Stephen R. Covey 

So Good They Can’t Ignore You

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In this book, Cal Newport contradicts a long-held mindset about following your passion. He believed there is more to loving what you do than just following your passion. To discover this and back up his point, he set out on a quest by spending time with a Venture capitalist, organic farmers, writers, freelancers and other passionate individuals that derive great satisfaction in what they do.  In this quest, Newport identified strategies used and pitfalls avoided by these individuals in developing their career. Passion comes after you have invested in becoming excellent at something valuable not before you attempt something. Aligning your career with your pre-existing passion does not matter. “So Good They Can’t Ignore You” will change your perspective about your passion, career, happiness and developing a remarkable lifestyle.”

 

Steve Mark likes to say “be so good they can’t ignore you” irrespective of your level in your career. Whether you are just starting up, or you are a professional trying to move to the next level, your target should be to master your craft to the point where people can’t help but notice you. Being passionate about what you do is a great goal but following your passion will not get you there. There are two fundamental problems attached to following your passion:

 

Firstly, it assumes that people have a pre-existing passion they can identify and use when making career decisions. However, most people end up feeling lost because they have no idea about what they want to do.

 

Secondly, there is an assumption that says if you like something you will really like doing it for a job. “We don’t have an established evidence that is true,” Newport says. People passionate about their work has little to do with whether their job matches their pre-existing passions.  The bottom line is let your passion follow you in your craft and become someone that can’t be ignored and not to follow your passion. Try something interesting to do, find a skill and career path to pursue and if you are stuck at a crossroad, flip a coin. Make your skill valuable by reaching a high level of expertise. For example, many people look down on a linguistic major for being impractical. You can be very good at a particular type of writing; it will make you stand out. People who are passionate about their work develop the passion over time after building their skill to the point that they became rear and valuable.

 

To become so good at what you do, you need to master that skill through deliberate practice. Once you have chosen a career path, the next step is to master the skills in it to become irreplaceable. “You don’t have a leverage until you become so good.” Says Newport. Look out for simple and common mistakes that show up every day when working on your skill and don’t stop getting better. Many people build their skill to a stage that they become so comfortable and they stop improving on it. It is a deadly risk. To avoid this, push yourself beyond the comfort zone and continuously practice your skills just the way athletes, musicians or artists would.

 

Finally, you have to be good at something before big things start to happen. Don’t stop building on your skills. Be so good that you can’t be ignored.

 

The Big Three – Key Points

 

Key Point #1:

Do not follow your passion. Let your passion follow you and learn how you can grow your mindset around your passion.

 

Key Point #2:

To become so good at what you do, you need to master that skill through deliberate practice. You don’t have a leverage until you become so good.

 

Key Point #3:

Push yourself beyond your comfort zone and continuously practice your skills just the way athletes, musicians or artists do.

 

One Last Thing

“Passion comes after you put in the hard work to become excellent at something valuable, not before. In other words, what you do for a living is much less important than how you do it.”

― Cal newport, So Good They Can’t Ignore You: Why Skills Trump Passion in the Quest for Work You Love

DEVELOPING THE LEADERS AROUND YOU

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Developing the leaders around you is about creating other leaders while leading. It boils down to having a growth environment that encourages others to emerge from their closed selves and become leaders.

The first chapter of this book capitalizes on a leader’s success. A leader’s success is determined by maximizing utilization of the abilities and resources/talents under him/her. The author draws our attention to a biblical story of Moses as an example of the importance of developing leaders who you can trust and delegated duties to. When Moses failed to delegate work, he began to burn out. Jethro advised him to seek for other people’s assistance which he yielded to. He was glad he did. A leader who carries others along tends to be more efficient and successful.

The second chapter further encourages the development of potential leaders. We must create a space around us where leaders can rise and feel safe. In the next chapter, John Maxwell unveils how to identify potential leaders. He made the process easy by giving some interesting principles that help to determine a potential leader. I will talk expressly on one of these principles.

John Maxwell says the next thing to look out for in any leader, after strength of character, is ability to influence. A leader must be heading somewhere and have the ability to persuade others to follow him. There is more needed to be a person of influence. Some potential leaders are like a rough diamond. Some may carry the ability to influence but not yet possess other needed attributes. They should not be discarded, instead, consult the Holy Spirit. He alone can rightly judge a man. When you influence the right set of people, you will not be left with regret when raising up the future leaders.

The fourth chapter discusses the nurturing of the identified leaders. Once potential leaders have been recognized, you must start building them into the leader they can become. To achieve this, John Maxwell describes a strategy using an acronym, BEST, which means; Believe in them, Encourage them, Share with them and Trust them. Those closest to a leader will determine the success of that leader. Energy, drive and vision is not enough to be a leader. A leader must possess the ability to develop the leaders around him. You can only estimate the strength of a leader by looking at the those around him. You attract who you are. In developing a leader, there is a need to work on yourself and be personally secure. According to John, organizations either rise or fall depending on the trend of the leaders. A team must develop the habit of building a generation of new leaders, a strategy that requires a great deal of careful selection, planning, preparing, nurturing and follow through.

THE BIG THREE: KEY POINTS

Keypoint #1: Leaders must build an environment that encourages growth.

Keypoint #2: Leaders should not just lead but invest in others by seeing the possibilities in them and developing their potential.

Keypoint #3: The success of a leader is not only measured by the number of followers but the number of potential leaders he has been able to build.

SCRUM The Art of Doing Twice the Work in Half the Time

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Jeff, the CEO of scrum develop a system of doing more work in less time. In his book, he shares the principle behind this system. The principle is based on the art of checking in on your team regularly to see if the work is being done and if it is headed in the right direction while ensuring the goal remains constant. Jeff explains that the process requires thought, introspection, honesty, and discipline.

​Jeff encourages the need to plan but disapprove the art of following plans blindly. When detailed plans meet reality, they fall apart. Therefore it is essential to give room for an assumption of change discovery and new ideas. When executing the plans, pause at every stage and review what has been done to know if you are on the right path or if there is something you can improve upon. Change is adept. It is constant; you have to be flexible with your predictions so that you will not be left behind by an organization that is willing to adopt change. The author moved on by describing the origin of Scrum.

Scrum was inspired by the Japanese through the HBR paper published in 1986: “The New Product Development Game” by Hirotaka Takeuchi & Ikujiro Nonaka which highlighted the importance of cross-functional teams and faster, flexible way of working. The next chapter opens up what scrum is base on. Scrum is based on Teams. More resources make the team go slower. It is preferable to have a team that has every skill needed to complete a project irrespective of the set mission. Remember small teams get work done faster than big teams.  The author did not stop at that, he went ahead discourage the habit of waste in a project. He explained the types of waste which are MURI (waste through unreasonableness), MURA (waste through inconsistency) and MUDA (waste through outcome) and then summarize it all by saying “do one thing exclusively before moving on to the next project.”

What in the beginning you thought you needed was never what you actually needed. Scrum breakdown its role into three. These are the product owner (what the work should be). The Scrum master (how the work should be done) and the team member( does the work). The product vision serves as the intersection of what can be implemented, what you are passionate about and what can be sold.  Jeff says ”figure out where the most value can be delivered for the least effort and do that right away. Then identify the next increment after and then the next” Scrum can be used un any endeavor to improve performance and result. It accelerates human effort irrespective of the project or the problem being analyzed.

Finally, T.E Lawrence said “all men dream but not equally. Those who dream by night in the dusty recesses of their minds wake up in the day to find that it was vanity: but the dreamers of the day are dangerous men for they may act their dreams with open eyes to make it possible”.

​The Big Three – KEY POINTS

​Key point #1: Don’t guess. Plan, Do, Check and Act. Plan what you are going to do. Do it. Check whether it did what you wanted to act on it and be flexible with how you do things. repeat the process in the regular cycle to achieve continuous improvement.

​Key point #2: Small teams get work done faster than big teams. 

Key point #3: Choose the smoothest, most struggle-free way to get things done. Scrum is about enabling the most flow possible.

One Last Thing

“Multitasking Makes You Stupid. Doing more than one thing at a time makes you slower and worse at both tasks. Don’t do it. If you think this doesn’t apply to you, you’re wrong—it does.”
― Jeff Sutherland

The Everything Store. Jeff Bezos and The Age of Amazon

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“The Everything Store” offers an intrinsic view of the harsh business world. The book is divided into three parts, each part describing how Amazon transcend from a book selling store to everything store. The vision was birth by Jeff Bezos, a dogged visionary and the founder of Amazon.  Brad Stone breaks down the book into three parts as said earlier, the faith which describes the early years of Amazon, Literacy influence which explains the days of struggle and the Missionary which define the success stories of Amazon. The book tells how Amazon started up with a small family like business on a shoestring budget. What keeps the dream growing is the success stories. No matter how little the success might be or how large, they celebrate every success. This helps to keep the goals, achievement, and expectations attainable.

Jeff took every possibility he has to develop himself and learn something. Frequently he quotes Alan’s observation that “Point of view is worth 80 IQ Points”.  This is a reminder that looking at things in a new way can enhance one’s understanding. Jeff made customer satisfaction his priority which leads Amazon to the continual development of new features that traditional publishers often find doubtful such as the customer review.  He also initiated a platform for individuals to sell new products. He was able to realize the potential in e-commerce over traditional businesses and explored it with some features like product recommendation.  Jeff has a saying that you can work long hard and smart, but in Amazon, you can only pick two out of three. Over the years, Amazon approach has been to establish fulfillment of centers in economically weak areas to exploit cheap labor and the ability to fire worker once the season is over.

The author made an actionable point which is one of the key takeaways of the book; he said marketing budget could be well spent on enhancing customers experience instead of tweaking the website, improving services or reducing prices. Not all product and companies can be feed on marketing because sometimes achieving ROI on marketing campaigns is simply not possible. When the company reached success, what matters is the perception of the success of the company. He listed all the virtues companies need to have in order to be considered cool.

The Cool and Not Cool Effect list includes: “Rudeness is not cool. Defeating tiny guys is not cool. Close-following is not cool. Young is cool. Risk taking is cool. Winning is cool. Polite is cool. Defeating bigger, unsympathetic guys are cool.  Inventing is cool. Explorers are cool. Conquerors are not cool. Obsessing over competitors is not cool. Empowering others is cool. Capturing all the value only for the company is not cool. Leadership is cool. Conviction is cool. Straightforwardness is cool. Pandering to the crowd is not cool. Hypocrisy is not cool. Authenticity is cool. Thinking big is cool. The unexpected is cool. Missionaries are cool. Mercenaries are not cool.”

The Everything Store also tells about how Jeff makes most of his decisions, why he made it and how it brings about customer satisfaction. There are too many takeaways from this book and can only be tapped into if you get a copy.

THE BIG THREE – KEYPOINTS

Keep Point #1: Reinvent your business model without completely renegotiating it

Keep Point #2: Never allow cynics to change your mind

Keep Point #3: Involve your employees in your decision-making process. Let every voice be heard.

One Last Thing

“There’s so much stuff that has yet to be invented. There’s so much new that’s going to happen…It is still Day 1 in such a big way” – Jeff Bezos

Respect

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Sara Lawrence reaches deep into the human experience from the drama of birth to the solemn vigil before death to find the essence of respect. This book reveals the most powerful ingredient in any relationship both personal, professional or public life and also tries to dismantle hierarchies and other forms of denomination and replaces them with a sense of humanity, compassion, and equality.

 

Sara Lawrence was motivated by her interest in exploring the underlying nature of respect and some personal memories. She is also drawn to the concept because she understands the undying importance respect holds in both public and private life cycle. The traditional view of respect, though rarely expressed in its pure form, tends to be relatively static and impersonal. The remnants of this view survive today and shape our expectations, apprehensions, and disappointment. She discovered that respect is not the passive deference offered to a superior but the active force that creates symmetry even in unequal relationships.

Lawrence rejects what she terms the “traditional” notion of respect that accords esteem with rank and social status, often of an inherited sort. She desires to create a new view of respect that is egalitarian, that generates equality between people, mutual empathy and connections of solidarity. The author believes that respect has six qualities: 1) empowerment 2) healing 3) dialogue 4) curiosity 5) self-respect and 6) attention. Each chapter of the book focuses on a quality, interpreting it through concrete narratives.

She illumines empowerment by talking about Jennifer Dohrn, a nurse midwife; healing through the actions of pediatrician Johnye Ballenger; Dialogue through the work of Kay Cottle, curiosity in light of Dawoud Bey, artist, and photographer. Self-respect as expressed in the dignity of law professor David Wilkins who believes there is a proof that self-respect must come not from external measures but from within; only then can individual relate respectfully. And attention as exhibited in the pastoral care of Episcopal priest Bill Wallace. Bill Wallace move insight into the value of attention and silent presence as they relate to respect and the dying.  

Through striving for a type of simplicity of theory, the author never shows philosophically what respect itself means nor how its various qualities are coherently related to one another. She means to say that respect gives rise to attention which of course is true but so do a lot of other motivations that runs a spectrum from the desire to manipulate to the simple permission to contemplative awe.

 

The author works with the premise that respect is the primary virtue of moral life in our society such that it finds everything good- from curiosity to healing from dialogue to attention. There are essential components needed for a respectful relationship.

Usually, respect is seen as involving some debt owed because of their attained or original position, their age, gender, class, race, professional status or because of an accomplishment. This book focus on the way respect creates symmetry, empathy, and connection in all kinds of relationship.

THE BIG THREE – KEY POINTS

 

Key point #1: Respect generates respect, a modest loaf becomes many.

 

Key point #2: Respectful relationships have a way of sustaining and replicating themselves

 

Key point #3: Respect creates symmetry, empathy, and connection in all kinds of relationship.

One Last Thing

“I speak to everyone in the same way, whether he is the garbage man or the president of the university.”

― Albert Einstein

The Innovation Code

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The hidden elements behind innovation are disharmony, disruption, disagreement and contrasting. That is what innovation is made of. Innovation is about constructive, creative, positive tension. A clash makes innovation possible in a team; agreement dissolves it. 

The Innovation code by Jeff DeGraff and Staney DeGraff introduces a framework that shows and explains how different kinds of leaders and thinkers can stir up constructive conflict in the organization. This positive, creative tension produces inventive solutions from both resources. DeGraff discovered the hidden inspiration in harnessing the creative energy that arises from opposing perspectives. The discovered force to sharpen creative innovations is through contrasting ideas.

DeGraff identified four contrasting styles of innovators:

  1. The Artist who loves radical innovation)
  2. The Sage who innovate through collaboration)
  3. The Engineer who continually improves on everything)
  4. The Athlete who competes to develop the best innovation). 

In addition, he included assessments and what to do to build, manage and embrace dynamic disagreement in a team that contains all four. You can discover which style best defines you and each of your team member as well.  Your dominant worldview makes you know how you sort and manage challenges. Your quality makes you outstand the crowd, and that is where the need to discover your biggest weakness comes in. 

Outside the interview room, take time to realize that secret about yourself without clouding your judgment with your world perspective. When the dominant worldview overpowers all other point of views, you tend to have a blind spot and become a prisoner of your ideology. Worldview is how we interpret and experience the world based on our belief and mindset. A worldview is more than a style; it is a collection of different opinions. We all have our dominant worldview, a particular conception of the world from a specific standpoint. This standpoint can be generated from personal experience, culture, and society at large.  DeGraff concluded that the most significant obstacle we face on the path of innovation is YOU, while the greatest solution is combining different perspectives and hybrids of ideas. So it is essential we learn to let go of our preconceptions and biases.

When you can identify your greatest weakness and strength, you get enough insight to select your team of superheroes, a band that can give you a significant push to create things you cannot work on your own. People who are unlike you are the kind of people you need to surround yourself with. But first, get to know the worst part of yourself and the right part of yourself. ​

Innovation code shows how to play to win the innovation game irrespective of your organization, team and associates. No one ever says innovation is easy; innovation code does not gloss over innovation like its simple and easy either, instead it tackles the hardest element which is how to create a constructive conflict and use it to innovate.  In this book, DeGraff shares his insight from his experience with many organizations to create a practical print for all innovators. 

The Big Three: Key Points

Key Point #1

You must know how to stir up constructive conflict in an organization and how to manage different innovation styles within an organization or team.

Key Point #2

There are four contrasting styles of innovators: The Artist, the Sage, the Engineer and the Athlete.

Key Point #3

People who are unlike you are the kind of people you need to surround yourself with. But first, get to know the worst part of yourself and the right part of yourself.

One Last Thing 

“The best teams are like a band of superheroes” – Jeff DeGraff

The One Thing

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The one thing by Gary W Keller and Jay Papasan is focused on understanding that one thing you need to focus on to make you successful. Not all tasks on your to-do list matter equally. There are some that are of high importance and consistently give a successful result, that is the ONE THING we are referring to. Sometimes it is the only thing you do, sometimes; it is the first thing you do. Whatever ways you handle it, there is always a key phrase that says doing the most important is the most important thing to do. You have to make the hard things easy to do by disciplining yourself.

Things become easier after you have discipline yourself and establish that habit not only the thing you trained yourself for. The key point is, aim for bigger achievement, dream big, follow peoples trail and don’t be scared o fail. Sometimes we blindly believe in some lies that sound like truth and this has a great impact on your productivity. Some of these lies are multitasking, everything matters equally, a balance etc. Gary and Jay made us understand that there is nothing like multitasking, equality, willpower. They are all lies. It is much advisable to do fewer things for more effect than doing many things with side effects. Successful people work with a clear sense of priority and not from junks of priorities. Gary Keller and Jay Papasan reminded us again of the 80/20 principle. He shared in his book that we don’t need a To Do list; instead we need a success list. A success list is a list designed purposefully around your highest leverage activities. Your leverage activities can be determined using the 80/20 principle. The principle states that the MINORITY of your effort is what leads to the MAJORITY of your result. Your little investment today will yield a bigger result of what you will experience. So most importantly, you have to understand those minute tasks, those little tasks you should divert your 20% attention to that will yield 80% impact on your results. With this, you have been able to turn your to-do list into success list. Gary continues, “You can do two things at a time but you can’t focus effectively on two things at once. The truth is when you focus on two things you feel you are multitasking without paying cognizance to the fact that your attention is being divided and something is serving as a distraction at that particular time. I admire a quote that says take up two things, and your attention gets divided, take on three things, and somethings get dropped. The buzz, flash, pings on your phones can wait or be avoided by shutting down your phone just for the limited period you need to concentrate. People who seem like they are highly disciplined has conditioned a handful habits into their lives. Developing a habit takes an average of 66 days, with your willpower and persistence you can turn your discipline into a habit and things become easier to execute. In summary, your willpower each day is limited so use it wisely and do the most important things first so that you will not miss it.

The Big Three – Key points

Key Point #1: Do fewer things and get more effect rather than doing many things with side effects

Key Point #2: Discipline can be groomed into a habit

Key Point #3: Work with your success list and not your To Do list

One Last Thing 

“Work is a rubber ball. If you drop it, it will bounce back. The other four balls– family, health, friends, integrity– are made of glass. If you drop one of these, it will be irrevocably scuffed, nicked, perhaps even shattered.”
― Gary Keller

Innovators

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Walter Isaacson, a biography writer, reveals the story of the people who created the computer and internet. It is a standard history of digital revolution and an indispensable guide to how innovation was birthed. He describes the talents that allowed confident entrepreneurs to turn their visionary ideas into a disruptive leap, why some succeeded and why some fail.

The book started with a genius named Ada Bryon, the daughter of Lord Bryon. She was tutored in math which she further nurtured herself in adulthood and also studied art. She had a burning passion for one and felt the other helped discipline herself. She soon met Charles Babbage, a science and math whiz who invented the difference engine, the giant calculating machine. Soon, Ada started using her sense of art and mathematical ability to expand upon an improved version of the difference engine, the analytical engine. This machine would be able to process different problems and even switch between what to solve on its own. When translating a transcript of Babbage’s description, Ada added her own notes which envisioned the modern computer. Mostly, she described computer as we know them, Versatile general-purpose machine. Sadly, Babbage’s machine was never invented, and he died in poverty. Ada got married to William King who later became the Earl of Lovelace which led to her being known as Ada Lovelace.

Another group of genius’ was Eckert and Mauchly who served as counterbalances for each other making them typical of many digital-arts leadership duos. Eckert drove people with a passion for precision while Mauchly tended to calm them and make them feel loved. Eckert conceded that neither could have done it alone. In 1946, they both formed their commercial business that created the next big computer maned UNIVAC, which became a celebrity on election night in 1952 by predicting the winner early. With Grace Hopper, the first workable compiler came into existence. She allowed ordinary folks to write programs in something that looks like English. She started the open-source approach by sending her workout for others to improve and lead the creation of COBOL, the first cross-platform language for computers.

The next prominent actor on our stage wasn’t a single player but a team assembled at AT&T Bell Labs. By bringing theorists and engineers who had vision and passion, they set the stage for the development of the solid state device known as the transistor. The three players who earned the Nobel prize for this discovery were William Shockley, Walter Brattain and John Bardeen Brattain. Bardeen produced the first crude transistor in 1947 and Shockley produced an improvised version soon after. It wasn’t long before transistors were replacing the vacuum tubes in radios and finding their way into computers.

Other recognized players in this book include John Von Neumann, a Hungarian-born mathematician. He contributed expressly to figuring out how to store a program in computer memory. He also figured out how to make a computer modify its program based on the results it was getting. Robert Noyce led a team that made a better and more efficient microchip. The idea of a microchip was to place multiple devices like transistors on the same piece of silicon and was brought into existence by two major companies. Jack Kilby led the first team. Kilby’s product featured gold wires connecting the device while Noyce’s chip laid down a grid of copper on the chip to connect the chips. The race was to make microchips smaller, faster, cheaper and more powerful. Ultimately, both companies worked it out so they could benefit. Kilby finally received the Nobel prize in 2000 while Noyce died in 1990. Tim Berners Lee created the necessary tools needed to bring his vision to life. His vision was to create a single global web of information which led him to use hypertext to connect one document on one computer to another elsewhere on the internet.

The final story in this book involves two graduate students from Stanford who were both rejected by MIT. While Larry Page and Sergey Brin’s Google search engine wasn’t the first of its kind, it did become most famous.

This book is full of people who stood at the time of intersection of the arts and science and made their contributions.

THE BIG THREE – KEY POINTS

Key point #1: Innovation is rarely one single individual’s effort as it’s based on collaboration integration and incremental improvement

Key point #2:  These innovators were willing to share their ideas, thoughts and work with people that make them significant

Key point #3: Progress doesn’t happen overnight or behind closed doors. It’s only when people come together to share, collaborate, create and negate that ideas will amount to something that can change the world.

Zero to One

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This book is composed of Peter Thiel’s advice on startups with different take away such as the DO’s and DON’TS of startups, what to focus on when building a startup, insight of building a billion-dollar startup that stands the test of time and many more. He gave an illustration of the first team he built which is known as the “PayPal Mafia” who have gone out to help each other start and invest in successful tech companies. They sold PayPal to eBay in 2002 for $1.5billion. Ever since then:

  •    Elon Musk has founded SpaceX and co-founded Tesla Motors
  •    Reid Hoffman co-founded LinkedIn
  •    Steve Chen, Chad Hurley, and Jawed Karim together founded YouTube
  •    Jeremy Stoppelman and Russel Simmons founded Yelp
  •    David Sacks co-founded Yammer
  •    and Thiel himself co-founded Palantir
  • And today, all these seven companies are worth over $1billion.  

This book begins with Peter’s favorite interview question which is, “What important truth do very few people agree with you on?”  He justifies this question by saying that “brilliant thinking is rare, but courage is even shorter than genius”. He further says that globalization without new technology in a world of scarce resources is unsustainable. Because the truth is that technology matters more in globalization. The best way to create wealth is not by spreading old ways but by innovation. And to introduce innovation, we have startups. He points out that competitive market destroys profit. He said, “if you can recognize competition as a destructive force instead of a sign of value, you are saner than most.” To get more capital, you need to be a monopolist and escape competition. You may think monopolies are bad but thinking of it in a world where it’s possible to invent new things, it brings about more creativity and innovations. Creative monopolists add new categories to the categories of products available, thereby giving customers more varieties to choose from.

What makes a monopoly durable? What does a company with large cash flows far into the future look like? There are four key characteristics to describe:

  1. Proprietary technology
  2. Network effects (aka virility)
  3. Simple scalability
  4. Branding

Peter’s next favorite question is “What valuable company is nobody building?” You get a valuable company when you create value and capture value. If you want to create and capture value as an entrepreneur, don’t build an undifferentiated commodity business. The author makes the difference between a perfectly competitive market and a monopoly and explains how both companies are trying to disguise themselves. The author takes us through various schools of thought of startups in each chapter of his book. Some of which are: the ideology of competition which explains why people compete, secrets which reveal why people are not looking for secrets and why companies need to stop believing in secrets, the mechanics of mafia and so on.

He concluded by asking the question: Stagnation or Singularity? It all depends on us. Our task today is to find singular ways to create new things that will make the future transpire from Zero to One. The critical step is to think for yourself, see the world anew, afresh and as strange as it was to the ancients who saw it first. Then we can recreate it and preserve it for the future. Whatever decision you make today, determines the success we experience tomorrow. So think critically and take action not by acting upon a created solution but by searching out a unique problem and proffering a solution to it.

THE BIG THREE – KEY POINTS

Key point #1:  The author encourages monopolization other than perfect competition

Key point #2:   Leverage on the power of exponential growth

Key point #3: Don’t just invent a product; invent an efficient way of selling it.

One Last Thing

“The best entrepreneurs know this: every great business is built around a secret that’s hidden from the outside. A great company is a conspiracy to change the world; when you share your secret, the recipient becomes a fellow conspirator.”
― Peter Thiel, Zero to One: Notes on Startups, or How to Build the Future