Also, arbitrage opportunities are rampant in both markets for products, and markets for assets.
The way to win is to avoid competition not to chase after it.
Weirdly, investing in the trend can also be profitable. But a mirage.
“A bull market makes a genius out of everybody”
Both worlds sometimes collide.
The dot-com bubble
Tech stonks
The crypto gold rush
Where you can ride the trend of the bull market by EITHER investing in assets OR by creating products in the same space.
When technology products become assets, product managers and designers compete with hedge fund managers.
Your goal is to outperform the index of assets within your sector by finding arbitrage opportunities and exploiting them.
The nature of such arbitrage isn’t always obvious.
It doesn’t look like arbitrage. It’s not comparing bid prices from one market with asks from another.
It looks more like talking to customers, testing design prototypes with them, and doing A/B testing.
The goal of tech CEOs or CPOs is also to outperform the market.
They can do so by hedging, arbitraging, copy-trading, diversifying, dollar-cost averaging, options trading, etc.
We call them different things in tech companies. But the principles are similar.
To truly see success from failure, one must judge tech companies and their people not by their past performance.
You judge them by how much alpha they can generate.
Alpha being the delta of the team’s performance against the general market trend.
A profound implication.
If Crypto, AI, AR/VR are all trending, and a company or product within that sector manages to raise many multiples of its cashflow or get a lot of traction, that’s not “product-market fit” or success.
Did they beat the market or not? That’s the golden question.
Picking a career in tech or a company to found, is therefore difficult.
Unlike buying tech stonks or crypto, you can’t invest in multiple ones and then rebalance your gains against losses.
The implication of which just dawned on me.
It means: if your company is in a poor position to make any alpha against the market, you should consider cutting your losses and joining another one.
“Buy low, sell high” and “time in the market beats timing the market” applies to career decisions as well.
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But the list of directions aren’t a map. They’re meant to be overlaid atop a map to make any sense.
Where is the actual map? Most companies don’t have them or even the tools to make one.
@johncutlefish@jimhead@intercom The insidious thing about calling that list of directions a 'map' is that everyone assumes the actual territory is implicitly known and well-understood, not to mention some the suspension of disbelief that for the “next quarter” the territory doesn’t shift as you navigate.
People like to demo multiplayer work tech to show small groups of people doing synchronous work together.
But the value of multiplayer spaces is allowing big groups of people to collaborate asynchronously on an ever-evolving artifact. oculus.com/experiences/qu…
With the ability to jump in and out. Bursts of activity.
Occasionally, collaborators overlap resulting in momentary synchronous collaboration.
An async model with smart synchronous conflict resolution means you get Git without merge conflicts.
The assumption that work happens only synchronously is dangerous.
Synchronous-only tools (like this Oculus app, video conferencing tools, or chat) encourage a high-presence, “interruptions and context switching is good”, low-time-preference culture.
💎Luxury apps are the favorite of the time-poor, cash-rich, attention-deficit multitaskers who need to get to Inbox Zero or they will drown in info overload and can’t “get shit done” anymore.
⚖️Egalitarian apps are like the libraries and parks of the Web, they are everywhere and you feel welcome. Inspired by “multiplayer” games, but they are deeply collaborative instead of competitive.
Anyone can benefit from using them. But because of that, there is no “edge”.
A simple explanation for why “estimations” and timeline-based “roadmaps” don’t work, is that product development isn’t a scheduling problem but an explore/exploit problem.
Time isn’t the constraint, but knowledge.
Knowledge that isn’t currently “priced in” to the market.
Product development is closer to stock trading & epidemiology than manufacturing or traditional pure software dev.
🤷♂️ What confused me when first starting out in product management is learning techniques rooted in manufacturing or software dev, then struggling w them in practice
Took a long time to realize I should be reading Taleb, Hayek, Judea Pearl, Donella Meadows, Ray Dalio, etc.
Instead of what is usually recommended reading for product managers like Toyota Way, or Marty Cagan.