Recently, I replaced my 24″ monitor that has a VGA and DVI inputs with another monitor ViewSonic VX2453 that has one VGA input and 2 HDMI inputs. All is well when I connect to the VGA input from my desktop PC. But I need to share this monitor with both my PC and my laptop, which has only one HDMI output. So I just need to connect the HDMI output to the HDMI input of the monitor. Simple right? Not so fast. The display turned out to be heavily cropped by the monitor, in other words only ~70% of display was shown; the rest could not be seen.
I suspected there may be three possible causes: 1) my graphic display driver and 2) HDMI cable 3) the monitor settings.
The first thing I did was to update the Intel HD 3000 graphic driver, which was dated 2011. I downloaded the Intel Driver Update Utility 2.2 . The utility failed to update the driver after 3 attempts. Then I tried to download the driver directly from the vendor’s (Acer) update site, which hosted the same old driver I had. Then I Googled and found the exact driver from Intel’s manual download (go to download center and search on “hd 3000”). The worked fine to update to the latest graphic driver: dated 5/16/15. Great! But it did NOT help my monitor cropping problem.
Next I tried to rule out the HDMI cable by swapping the cable with another. It didn’t help either.
Then I Googled around and saw another idea from this article. The suggestion to change the scale seemed to make sense. The first step is to select the Advanced Graphic Mode by right clicking the background wallpaper and select “Graphic Properties”. See below:
So I change from “Maintain Display Scaling” to “Custom Display Scaling” and adjust to ~ 70% to get out of the “cropped” mode. See below:
So this should fix it right? Yes and no. The display was not cropped but it looked like “crap” – lots of rough edges. This was not going to work for me. So I decided to try my last option 3 – adjust the monitor. I went through each menu carefully. And voila! I found the source of the problem. As it turned out, this monitor has two different modes for the HDMI input: AV mode and PC mode.
The default is the AV mode which automatically crop out 30% of the display. By selecting the PC mode. The problem went away after changing the Scale to “Maintain Display Scaling” and the display was fantastic! Problem fixed!
By running the display via the HDMI cable, the sound can be redirected to the speaker of the monitor. But I had to manually changing the sound output to the VX2453 by right clicking the speaker icon on the bottom and select “Playback devices” and then select “VX2453 Series” to be the default output.
That was the bonus! Hope you find this tip helpful and wouldn’t have to waste the 2 hours I spent to fix the problem.
Eric Schmidt and Jonathan Rosenberg were the early hires of Google. Eric came to provide the adult supervision as the CEO before their IPO and Jonathan came to Google to manage the product offering. This book is the combined perspectives of how Google get things done in terms of their hiring, culture and history. It’s a good read if you admire and want to join Google or you’re starting your own company some day.
My key takeaways:
1. Having the “moonshot” or 10x improvement as the goal. Ask what could be true, not what will be true 5~10 years from now.
2. Focus on the end users, not profit or partner’s profit, money will follow.
3. The distinction between the “knowledge workers” vs. “smart creatives.”
4. Optimize for scale, not revenue.
5. Hiring the learning “smart creative” not just experts. Use a committee.
6. We all need a coach if the world’s best athletes need coaches.
7. Review yourself.
8. Do trip reports in the staff meeting.
The new era with three technology trends converging: 1. Everything is online, 2. mobile devices are ubiquitous, 3. cloud computing puts practically infinite computing power and storage at everyone’s disposal. As a result: a. Speed of changes is increasing: b. product excellence is paramount. c, consumers have abundant choices, d. cost of experimentation and failure has dropped sharply, e. faster product cycle and flexible process. The contrast between “knowledge workers” and “smart creative” at Google: not confined to specific tasks, unlimited in computer access, not averse to taking risks, not hemmed in role definition or organization structures, don’t keep quiet when they disagree, get bored easily and shift jobs a lot. He/she is an expert in doing – doesn’t just design concepts, she builds prototypes. A power user, she understands her product from the user perspective…
2. Culture – Believe Your Own Slogans:
Smart Creatives place culture at the top of the list in choosing his work. To be effective, they need to care about the place they work. Define the culture you want at the onset of your company. Don’t listen to the HIPPO (Highly-Paid Person’s Opinion). Rule of Seven: Minimum of 7 direct reports per manager. P&L business units should be driven by separate external customers and partners. Do all reorgs in a day. Organize the company around the people whose impact is highest. Give people responsibility and freedom to manage their own time: work vs. life. Establish a culture of Yes. “Don’t be evil” as Google’s mantra.
3. Strategy – Your Plan Is Wrong:
Business plans are often wrong. Invest in the team, not the plan. Have the “foundation blueprint”: “Bet on technical insights (not market research) that help solve a big problem in a novel way, optimize for scale, not for revenue, and let great products grow the market for everyone.” “Tail is wagging the dog when market research becomes more important than technical innovation.” Scaling up platforms (a set of products or devices that bring together groups of users and providers to form multi-sided market) needs to be the core in the internet age, at the expense of profit. Find ways to specialize in areas that has the potential to expand, as Google does in searches. Default to open, not closed. “Open” harnesses the talents of many. Exceptions including Google’s search algorithms, to avoid people’s gaming the system. Don’t follow competition – leads to mediocrity because you can’t deliver anything truly innovative. On Strategy Meeting, start by asking what will be true in five years and work backward. The responses are different if you’re incumbents vs. challengers.
4. Talent – Hiring Is the Most Important Thing You Do:
“Herd effect” = great employees attracts more great employees. Passionate people don’t use “passionate” word. Hiring learning animals not just an expert in one area. Check the “character” by doing the “LAX test” (OK to be stranded in LAX for 6 hours). Interviews: 30-minute long and by committee, hiring packet (with best/worst answers, grades from each interviewer, school GPA and etc.). On retention: trade the M&M’s and keep the raisins (keep the top performers’ jobs interesting. Do’s: hire people who are smarter and more knowledgeable than you are, will add value to the product and culture, will get things done, enthusiastic, self-motivated, and passionate, inspire and work well with others, will grow with your team and company, well rounded, with unique interests and talents, ethical and communicate openly. Hire only when you’ve found a great candidate. Don’t settle for anything less.
5. Decisions – The True Meaning of Consensus: Using the decision to exit China, decide with data, beware of the bobbledhead yes, know when to ring the bell (biased for action), maker fewer decisions (push down decisions to lower level), meet everyday (dictate the calendar), “You’re both right” (win the hearts, not just arguments – Oprah’s Rule). About good meetings: every meeting needs an owner. The decision-maker should be hands on. Manageable in size <=8~10. Attend the meeting - don't use laptop for other purposes. Decision on spending time: spend 80% of your time on 80% of your revenue. 6. Communications – Be a Damn Good Router: Default to open – board presentation is shared with all employees in weekly TGIF meetings. Every employee shares their OKR (Objective, Key Results). Know the details and truths. It must be safe to tell the truth. Weekly “Dory” Q&A sessions with Larry and Sergey at the TGIF meetings. Start the conversation (open office hours). Repetition doesn’t spoil the prayer: ask 1) does it reinforce core themes that you want everyone to get, 2) effective, 3) interesting, fun or inspirational, 4) authentic, 5) going to the right people, 6) using the right media, 7) tell the truth, be humble, and band goodwill for a rainy day. Break the staff meeting monotony with a humble trip report. Review yourself: make sure you would work for yourself – initiate criticism of yourself gives others the freedom to be more honest. Email wisdom: 1) respond quickly, 2) every word matters, and useless prose doesn’t. 3) clean out your inbox constantly. 4) Handle in LIFO (last-in, first-out), 5) Ask who else to route the email to, 6) Don’t BCC except to a large distribution. 7) Don’t yell. 8) Forward to yourself with keywords for future search. Have a playbook. Nice 1on1 format: 1) performance and job requirements, 2) relationship with peer groups, 3) management/leadership, 4) Innovation (best practices). In board meetings, noses in, fingers out. Discuss strategies and products, not governance and lawsuits. Deal with partners like diplomats and deal with press interviews by having a conversation, not message. Have relationship, take the time to know and care about people. And don’t forget to make people smile. When praise is deserved, don’t hold back.
7. Innovation – Create the Primordial Ooze: 3 criteria to determine if Google would pursue an innovative idea: 1) addresses a big challenge or opportunity, something that affects hundreds of millions or billions of people. 2) an idea for a solution that is radically different form anything currently in the market. 3) feasible and achievable in the not too-distant future. 4) technology, how it will evolve. “Innovative people do not need to be told to do it, they need to be allowed to do it.” – needs to be evolved organically. Focus on the user, not customers, then the money will follow as in the case of Google Earth. Think Big. Think 10x. 70/20/10 resource allocation: 70% related to core business, 20% on emerging, and 10% on new things with high risk of failure. Ship and iterate like Chrome. Fail well like Google Wave. Morph ideas, don’t kill them. Management’s job is not to mitigate risks or prevent failures, but to create an environment resilient enough to take on those risks and tolerate the inevitable missteps. A good failure is a fast one. It’s NOT about money.
Conclusion: Imagine the Unimaginable: We’re in a world of “platforms” (back-and-forth relationship with consumers and suppliers. A lot more give-and-take.) instead of “corporations” (more of one-way street from production to consumers). At the corporate level, most innovative new things look like small opportunities and people aren’t rewarded for taking risks and opt for safety. Ask the hardest questions. Understanding what you do about the future, what do you see for the business that others may not, or may see but chose to ignore? (e.g. Google+) Ask not what will be true, but what could be true. What thing that is unimaginable when abiding by conventional wisdom is in fact imaginable?
Visited the Maker Faire and video recorded this Megabot’s shooting a paint ball into a car. It’a an amazing feat to build a robot like what we see in movies and video game. Hope you enjoy it!
The best ways to boost your computer performance without changing the CPU are two folds: 1. Increase your DRAM or DIMM/memory capacity, which serves as a local scratch pads for your operating system and applications. 2. Increase your harddisk speed by changing to SSD (Solid-State Drive or Flash Drive). In this video, I showed you how I upgraded a cheap laptop (~$250) to an Ultrabook by replacing the slow harddisk to an SSD. This laptop already has 4GB of memory and is plenty enough. All it needs is a fast SSD to turn into a reasonably fast computer with a long battery life (> 6 hrs).
This is another book that a mathematician attempt to make some sense of the real world problems using mathematics. It’s supposed to answer people’s or his students’ question: when we’ll ever use this stuff? As an engineer, I have benefited a great deal with mathematics. Otherwise, my life could be very miserable and the world would be in a very different shape than it’s now. But this book is not for the light-hearted – unless you’re curious about some of the topics, this book could be overwhelming and hard to digest.
My takeaways from this book:
The missing bullet holes. The focus of the book is on the profound/simple quadrant.
when things are not linear, there’s a min/max – like the Laffer curve on a napkin.
a. Linear regression – each extra SAT point could cost you $28 in tuition.
b. Don’t always extrapolate linearly – obesity apocalypse (100% obese).
c. Law of large number: converges to 50% for coin toss when the number of tries go up. NBA best free shot throwers play least games – small number.
d. Large number of tries dilutes the previous results – not change of probability. Very important lesson.
e. Don’t talk about % of numbers when numbers can be negative.
a. The Baltimore broker: They send you the correct stock prediction by process of elimination. By keep trimming off the mailing list of their incorrect prediction, they ensure all the remaining ones get the correct prediction. From them, they’ll have the confidence of the people and send them their money.
b. Reductio Ad Unlikely: Suppose null H is true, it follows from H that certain outcome O is very improbable (< 5%), but O is actually observed. Therefore, H is very improbable. Bible coders. III. Expectation a. Massachusetts State lottery: expected value should be average value. Playing the WinFall. b. Utility: maximize the utility vs. missing the plane. Stigler's argument: “If you never miss the plane, you're spending too much time in airports.” c. Tying geometry to picking the “random” lottery number, and hamming code. IV. Regression a. Triumph of mediocrity. Scatter plot of father-son height (oval shape), b. Correlation is not transitive (e.g. blood relation). c. Berkson's fallacy: Mean-nice vs. ugly handsome curve. V. Existence a. Public opinion doesn't exist b. Bush/Gore/Nadar election: how best to elect public officials when there are more than 3 candidates. c. Condorcet Paradoxes d. How to be right. General Comments: 1. eBook or hardcopy book is probably better than the audiobook. Easier to visualize on a physical book. 2. Good history of mathematicians and some of how the theorems came about. 3. Not for the faint of heart. Some mathematics are required of interest in it.