Millette vs. Nvidia - https://www.404media.co/nvidia-sued-for-scraping-youtube-after-404-media-investigation/
UMG vs. Suno/Udio - https://www.theverge.com/2024/6/24/24184710/riaa-ai-lawsuit-suno-udio-copyright-umg-sony-warner
NyTimes vs. OpenAI - https://harvardlawreview.org/blog/2024/04/nyt-v-openai-the-timess-about-face/
Bartz vs. Anthropic - https://www.reuters.com/technology/artificial-intelligence/authors-sue-anthropic-copyright-infringement-over-ai-training-2024-08-20/
Algorithmic feeds are a mirror.
For a remarkable number of folks, this reflection remains surprising, uncomfortable and frustrating.
Take Y Combinator partner David Lieb for just one case-in-point example. He recently shared his frustration with X/Twitter's algorithmic "ForYou" feed:
It’s largely clickbait videos and maga-Elon garbage.
If one assigns 25% of this budget (5,000 of 20,000 patents) to the Vision Pro, the product has a price tag of $33 billion
Megan Gray
...the EU Android choice screen has not changed Google’s market share.
Kevin Zhang
Only July 25th, 2024 OpenAI announced the SearchGPT prototype, and the twitter-sphere / threads-sphere reacted with "Search/Google is dead!"
I'm not so sure about that for a number of reasons, but OpenAI's own post demonstrates two
You've probably never heard of Doug Shapiro, but he is writing some of the most cogent, grounded pieces on GenAI today.
From his website (bolding is his, not mine)
He is not a futurist. His work is grounded in the very practical challenges of investors seeking returns and executives who must manage change even while balancing the needs of multiple constituencies (employees, investors and customers), combating institutional inertia and running a business.
Read his work
Steve Blank - What’s A Startup? First Principles. [2010]
Your startup is essentially an organization built to search for a repeatable and scalable business model. As a founder you start out with:
1) a vision of a product with a set of features,
2) a series of hypotheses about all the pieces of the business model: Who are the customers/users? What’s the distribution channel. How do we price and position the product? How do we create end user demand? Who are our partners? Where/how do we build the product? How do we finance the company, etc.
Your job as a founder is to quickly validate whether the model is correct by seeing if customers behave as your model predicts. Most of the time the darn customers don’t behave as you predicted.
Paul Graham - Startup = Growth [2012]
A startup is a company designed to grow fast. Being newly founded does not in itself make a company a startup. Nor is it necessary for a startup to work on technology, or take venture funding, or have some sort of "exit." The only essential thing is growth.
To grow rapidly, you need to make something you can sell to a big market. That's the difference between Google and a barbershop. A barbershop doesn't scale.
In 2009 Yishan Wong wrote a series of blog posts based on his time at Facebook.
His essay "Let process be implemented by those who practice it" advocates for a bottoms-up approach to implementing process where those who are directly involved in its day-to-day application are the ones to design and enforce it.
This concept forms a cornerstone of my philosophy on operational leadership.
You should read and save the entire post. Out of fear that link rot, I've copy/pasted 5 key highlights here.
Read on, bookmark the original, and use the principles!
Most new technologies foster improved product performance. I call these sustaining technologies. Some sustaining technologies can be discontinuous or radical in character, while others are of an incremental nature. What all sustaining technologies have in common is that they improve the performance of established products, along the dimensions of performance that mainstream customers in major markets have historically valued. Most technological advances in a given industry are sustaining in character…Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use.
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