Category Archives: Book Reviews

Book Review: “The Innovators” by Walter Isaacson

As an engineer working on computer development for the last 30 years, I found this book very enlightening and thorough but a bit long. It documented the history of the computer from as early as Ada Lovelace’s concept document over a hundred and fifty years ago to the present PC era. It’s a much longer history than I thought and the book was equally long but the stories of the individuals who contributed to the computer history were interesting nevertheless.

My main takeaways:

– People who worked as a team and collaborate well tend to bring out the best and most creative work. Internet is the epitome of the collaborate work on the network.

– People like Ada Lovelace, Einstein, Steve Jobs, and others are good at bring out the symbiosis of science of humanity.

– Significance of Altair Computer in 1975 that gives birth of Microsoft and Bill Gates’ wealth.

– We all stand on the shoulders of giants of the past so we can look farther. Notable contributors: Alan Turing, who came up with the idea of a Logical Computing Machine, dubbed a Turing Machine. Claude Shannon came up with the “logic gate” idea. George Stibitz turned the idea into a mechanical relay machine (400 relays) in 1939.

– The book started with the story of Ada Lovelace and ended with it. Ada was the first one conceive in her “Notes” in 1843 the idea of the general-purpose computer, where the program is stored in a memory device and executed there.

Summary:

Chapter 1: Ada, Countess of Lovelace
– This chapter goes into the beginning of the computer concept given by the early pioneer, Ada Lovelace. She had come up with the concept of computer back in early 1842 in her paper called “Notes” that outlined the four key concepts: general-purpose (not limited to just doing differential equations, etc.), not limited to just math and numbers, a step-by-step sequence or algorithm (e.g. calculating Bernoulli number), and not thinking on its own (dubbed Lady Lovelace’s Objection.)

Chapter 2: The Computer
– Solving the differential equation by Babbage was the first application for the special purpose computer – or appliance in today’s term.
– ENIAC was the first electronic calculator built by Mauchly and Eckert with 17,468 vacuum tubs and weighed 30 tons in 1945.
– British in 1943 with Turing’s help built a special purpose decryption machine to decrypt the German wartime codes, based on mechanical relay and vaccum tubes. It’s called Colossus.
– There is a long discussion about who invented the computer? Mauchly and Eckert topped the list but it’s mostly a group effort and ideas drawn from the past.

Chapter 3: Programming
– Grace Hopper was the first programmer due to her ability to articulate precisely. The Mark I machine she used was a behemoth, made by IBM. She eventually joined Eckert-Mauchly Computer Corp. to help develop the COBOL and Fortran languages and first compiler.
Alan Turing contributed to computer algorithm and how should a “Turing machine” work. His homosexuality caused him great pain and resulted in his being jailed and sentenced to chemical castration in UK. He later committed suicide at the early age of 41.

Chapter 4: The Transistor
– This chapter describes the invention of the 20th-century’s most important technology – transistors by John Bardeen (the quiet, theorist physicist), Walter Brattain (the experimenter), and William Shockley (the competitive, credit-grabbing boss) in the Bell Lab in 1947. The competitive nature of William Shockley showed in his behind-the-scene bipolar-transistor idea and publication/patent to try to overshadow Bardeen and Brattain’s FET transistor idea. In 1952, Pat Haggerty of Texas Instruments, originally a Dallas-based oil exploration company, persuaded Bell Labs to license its transistor technology and managed to mass produced the transistors resulting in cheap pocket radios (Regency TR-1). IBM’s Thomas Watson turned the transistors into computers. Then Shockley decided to start his own company and ended up putting in Palo Alto, his childhood home to be close to his aging mother. Hence, the Silicon Valley was born. Robert Noyce and Gordon Moore and the other 6 rebelled against Shockley to form the Fairchild Semiconductor.

Chapter 5: The Microchip
Jack Kilby of Texas Instrument and Bob Noyce and Gordon Moore of Fairchild held a patent dispute on who invented the microchip, while the popularity of microchip blasted off. Moore’s “Law” was born. Noyce got tired of the Fairchild bureaucracy and decided to start their own company with Gordon Moore and Andy Grove. With Arthur Rock’s venture capital funding, they started Intel. Thanks to the foresight of owning the right to the 4004 design, while designing a general-purpose calculator for Busicom of Japan, they embarked on the road of Intel’s microprocessor architecture and products.

Chapter 6: Video Games
Spacewar was the first open-source computer game created by Steve “Slug” Russell on a DEC PDP-11 computer. Then Nolan Bushnell started Atari after a bad experience with Nutting Associates and came up with “Pong” game. This chapter proves that innovation takes three: a great idea, the engineering talent to execute it, and the business savvy to turn it into a successful product.

Chapter 7: The Internet
Bob Taylor, the clever and stubborn Texan ARPA Director, managed to get Larry Roberts to come work on the ARPA net, originally intended to link all the ARPA-funded computers to share the compute resource. To design the router, they came up with the novel idea of packet switching, owing to the Paul Baran’s original idea to be more robust against nuclear attack: to be distributed with no central hub. AT&T, so adamant about their “circuit switch” network, never saw the beauty of the distributed packet routing network. The Internet came to existence around 1969 but it awaits something else besides big research computers on campus to be popular — PC’s.

Chapter 8. The Personal Computer
Doug Engelbart demonstrated in 1968 the first mouse at the computer conference. Alan Kay of Xerox PARC, invented the first Dynabook, a notebook computer. Xerox PARC engineers came up with the first GUI Alto Systems with a mouse. Ed Roberts, a hobbyist, came up with the Altair 8800 with Intel’s 8080 chip. The Altair attracted Bill Gates and Paul Allen to come up with the BASIC language for that machine.

Chapter 9: Software
Bill Gates and Paul Allen’s Microsoft story is described in this chapter. Gates exhibited the innovator’s traits: a fanatic who loves what they do, works day and night, and a rebel with little respect for authority. He argued against hobbyist club taking the BASIC code without paying for it. Also, Apple’s story with Steve Jobs and Wozniak is being told. In addition, Dan Bricklin’s visicCalc occupies a couple of pages. Of course, the main turning point for Microsoft was Gates’ insistence on giving non-exclusive license right to IBM and Microsoft owning the code. Gates’ mother, Mary Gates, actually played a critical role for IBM to work with a non-name Microsoft at that time because IBM’s CEO, Opel, knew Mary Gate, working with United Way. The battle between Gates and Steve Jobs on GUI interface was described further. Also, Linus Torvald’s Linux story and the Gnu guy, Stallman’s leading the free software movement made an impact on the computer industry.

Chapter 10: On Line
Steve Case’s American Online and Al Gore’s contribution to Internet.
No Al Gore didn’t invent the Internet and never claimed he did but he did open up the ARPANet to the general public, who are prohibited to tap into the network until 1992.

Chapter 11: The Web
Tim Berners-Lee invented the hypertext across the Internet, hence the URL and http protocol were invented. Then he created HTML to display the web pages. He and Robert Cailliau coined their proposal the “World Wide Web.” They joined Richard Stallman in adopting the Gnu General Public License. Then entered Marc Andreessen and his graphical Mosaic browser in 1993. Justin Hall started blogging in 1993 as a Freshman at Swarthmore College. There is a story of Wikipedia by Ward Cunningham and Jimmy Wales. Lastly, it was the Google story started by Larry Page and Sergey Brin. This is a huge chapter.

Chapter 12: Ada Forever
The book ended reciting the Ada Lovelace’s objection that no computers no matter how powerful, would ever truly be a “thinking” machine. It’s the “human-computer symbiosis” that will do us most good. Lessons learned from the author’s perspective: 1) creativity is a collaborative process, 2) most technologies are based on ideas handed down from previous generations, 3) most productive teams were those that brought together people with a wide array of specialties (like Bell Labs), 4) physical proximity is beneficial. 5) best leadership come from teams that combined people with complementary styles (as in founding fathers of USA). 6) pairing visionaries (Noyce and Moore) with operating managers (Grove). 7) in a collaborative team, decisions can be made through the “request for comment” process. 8) successful innovators/entrepreneurs are “product” people.

The last paragraph: Innovation will come from … creators who can flourish where the arts intersect with the sciences and who have a rebellious sense of wonder that opens them to the beauty of both.

Book Review: “The Maltese Falcon” by Dashiell Hammett

I normally don’t read fiction but this book was highly recommended by Erik Larson in WSJ’s book club and other reputable authors and professors. Spoiler alert: if you haven’t read it, you might want to read it first. You can check out the plot in the wikipedia as well.

So what is special about this highly-charged, fast-paced detective thriller novel?

1. Not very predictable plot as everyone may be the killer(s) of the three people who died.

2. Good dialog written in the same ways people talk with emotion. The audiobook narrator(s) did a great job mimicking the voices of the key characters like the old narrated radio shows.

3. Sam Spade, the main detective character who may be crooked to be in that business (like sleeping with partner’s wife and sleeping with the beautiful client, Brigid, or coming up with a “fall guy” before the cops got to him, but he drew the line where he saw justice must be done for his partner, Miles Archer, despite his “love” toward Brigid, the conniving woman who tried to take advantage of his favoritism toward her.

4. “I won’t play the sap for you” was repeated several times by Sam Spade when he was trying to get a confession out of Brigid, who turned out to have killed Sam’s partner in the dark alley.

5. The woman, Bridgid O’Shaughnessy, turned out to be the ultimate villain in the novel. At the end, she went quietly with the police, still acting like a lady. Nowadays, she would’ve thrown a tantrum and become a monster with violence.

6. The novel went against the woman’s instinct of the secretary, Effie Perine, that Ms. Wonderly AKA Bridgid is NOT a bad person. Obviously, the author didn’t high regard for women. The three women in the novel didn’t come out to be the “modern woman” nowadays.

7. Several stereo types were cast in the novel: the fat man — Casper Gutman, a boy-lover — Joel Cairo, the young punk — Wilmer Cook, and the chain-smoking, street-smart detective — Sam Spades.

8. How the Maltese Falcon came about was based on some historical facts: a gift for the King of Spain from the Knights of Malta as part of the condition of giving them tree islands, Gozo, Tripoli, and Malta, after they were chased out of Rhodes back in 1523. I heard a similar story when I was at Rhodes Island, Greece while on vacation last month.

9. Ironically, at the end, the Maltese Falcon was a fake one and four men died in vain, all because of greed. Sad.

Overall, it’s a good novel and a classic detective 1929 novel. Humphrey Bogart was phenomenal in the 1941 movie, though the dialog in the movie was hard to understand, probably because of the poor audio quality and idioms of that era. I had to read the book to figure out what happened. The plots were somewhat believable with enough twists and turns to be a good detective novel and the San Francisco street venue was mostly true and traceable by some – a real treat for the locals.

Book Review: “Think Like A Freak” by Steven D. Levitt and Stephen J. Dubner

I utterly enjoyed the previous two books by the “Freak” economists. Click Super Freakonomic Review here.

In this book, the authors talked about several subjects:
1. The three hardest words in English: “I don’t know.” We don’t do enough experimentation because of tradition and lack of expertise. Perhaps, we should learn from children who are more likely to say “I don’t know.”

2. What’s your problem? Define or re-define the problem you’re trying to solve. Here’s a how a young Japanese man figured out how to be a hot-dog eating champion by studying how best sequence to swallow the hot dogs, beating the record by 2x (50 vs. 25 1/8). You can see how he broke his own record at 69. Instead of asking “How do eat more hot dogs?”, he asked “How do I make hot dogs easier to eat?” He sees it as a sport so he experimented with ways to improve the ease of eating (like wetting the bun first) and he didn’t take the record as the ultimate limit.

3. Like a Bad Dye Job, the truth is in the roots. Finding root cause is hard work that people tend to shy away like why legalized abortion reduces the crime rate and why Protestants make 1% more money than Catholics – better work ethics established centuries ago? and why American blacks are 50% more likely than American whites to have hypertension – gene selection during slave trades to avoid dying during the long journey to America. Also Robin Warren found that H Pylori bacteria contributed to ulcer; he proved it by injecting bacteria into himself.

4. Think Like a Child: To solve problem as a child, think small. For example, giving free glasses to a poor Chinese village raise their learning by 25~50%. Also, don’t be afraid of obvious like in the case of Barry Marshall’s discovery of the H Pylori bacteria’s causing ulcer. Finally, have fun! Like tying lottery concept in a savings account to entice more savings.

5. Like Giving Candy to a Baby: People responds to incentives. Giving a baby candy for going to the toilet could invite a different set of behavior. We tend to follow the herd (“join the neighbor”) in doing something than for the goodness (like environmental issues). Giving people to choice to stop charity solicitation works magic (as in Smile Train example) and can be explained by three factors: novelty, candor, and control. Changing the framework of relationship can work magic: like China’s Ping Pong diplomacy. Why incentives fail? 1. getting out-smarted by people gaming the system, 2. people may not respond as you might expect, 3. rule changes, behavior changes too. To design the right set of incentives: 1. figure out what people really care about, not what they say they care about, 2. incentize with something valuable to them but cheap to you, 3. heed people’s response. If unexpected, try something different, 4. switch the frame from adversarial to collaborative if possible. 5. people may not always do the “right” thing as you perceived. 6. know that some people will game the system.

6. How Do King Solomon and David Lee Roth Have in Common? They all used some sorts of game theory like a “self-weeding garden.” King Solomon got the baby to the right mother in a dispute. David Lee Roth put in a less-than-obvious clause (no brown M&M’s) at the end of the concert rider to ensure the local promoters follow the guidelines to the letter. More examples like Zappo’s paying trainees $2000 to quit before starting and ancient “ordeal” where people in the “suit” would be subjected to a torture by God if lied. The last example is about the Nigerian email scam to get you to pay the scammer a large sum of money upfront to claim the award money. Why keep using the “Nigerian” story, because it screens out the “gullible” victims. The same tactic can be used to catch the terror lists.”

7. How to Persuade People Who Don’t Want to be Persuaded. Tips: 1) Don’t pretend your argument is perfect. 2) Acknowledge the strengths of your opponent’s arguments. 3) Keep the insults to yourself. 4) Why you should tell stories (not anecdotes).

8. The Upside of Quitting: Why people don’t quit: 1) Churchill’s “never quit” speech (being brain-washed) 2) notion of sunk costs (Concorde example) 3) focus on concrete costs, not opportunity costs. Celebrate failures instead of demonize failures which cause people to avoid trying anything. Practice “premortem” (find out what might go wrong before it’s too late.) with anonymity to encourage participation. The two authors gave their own stories how they quit their dream jobs (golf pro, and band) to start writing books.

Book Review: “The Life-Changing Magic of Tidying Up” by Marie Kondo

Marie Kondo is a “tidying” expert in Japan. She specialized in consulting with clients on how to tidying up the usually small home space in urban Japan. The book gives good tips especially around getting rid of things.

My key takeaways:
– Discarding comes first before re-organizing. That’s intuitive.
– Put everything on the floor/bed before purging – don’t do partial or incremental purging. Do all at the same time – once for all.
– This books speaks to the “once-a-life-time-event” tidying, not daily tidying. Probably not once a life time but once every few years for most of us.
– Keep only things speak to your heart, spark joy or bring you joy when you see or touch them. Choose what you want to keep, not what you want to get rid of – a subtle difference.
– Do this by yourselves – with others present, your views may be distorted, especially those who gave you the “junk.”
– Purge systematically by categories (not places or rooms): start with clothes, books, documents, to the sentimental ones or momentos (most difficult).
– “To truly cherish the things that are important to you, you must first discard those that have outlive their purposes.”
– In the clothing categories, she gave a few tips like: start with off-season clothing, on when to hang and when to fold and how to fold for drawers. (“Folding is really a form of dialogue with our wardrobe.”)
– Books seem to be difficult for people but it’s easy for me because I don’t buy them.
– Giving the things you’re about to donate or discard a proper send off by bidding farewell and showing your gratitude for their services all these years and free them from the prison/storage for them to give joy to others. This might be a Japanese Zen things but it helps to alleviate one’s guilty conscience of being wasteful or speed through the grief process.

Here are a few good videos on folding clothes: (Search by “Marie Kondo Folding”)
Folding Shirts:

Folding Socks:

Folding Pants:

Folding Sweaters:

Book Review: “Dead Wake” by Erik Larson

This book is all about the fastest cruise ship Lusitania between New York City and Britain’s Liverpool City back in the early 20th century in the middle of World War I. Titanic sunk a few years earlier and as a result more safety features like enough Life-saver jackets and Boats were put in place. It’s the pride of the Britain to be able travel as fast speed. At that time, the German submarines or U-boats started to terrorize the “allies” with their strategy of torpedoing most of the British boats: military OR civilian.

The stories were developed along three major tracks: the key people (Captain Turner and other memorable passengers) of the ship, the captain of the U-20 u-boat and around the development of U-boats, and Room 40, the British’s secret agency in tracking and deciphering of the German U-boat communications, and then US President Woodraw Wilson, his quest for his new love after the death of the First Lady.

Of course, at the end Lusitania was sunk by U-20 within the some small window of opportunity – call it bad luck or fate. This led to US’s joining the “Allies” in battling German and brought the war to the end.

What struck me are the following:
– Why German military was so careless in getting on the “bad” side of US in the conflict. The behavior seems to anger the rest of the world. I simply can’t figure out the motivation or what the conflicts between Britain and German were all about to have such a deep hatred toward one another in both World Wars.
– Is it really a conspiracy by Britain to make Lusitania the fall guy to get US on their side? There is some truth to it. I wouldn’t rule it out.
– No machines or ships are invincible. There is always some weakness of the design that could doom the entire ship without just a small injury, in this case, just one torpedo with 60% of making it out of the U-boat and smaller % of hitting the target, much less hitting the right spot on the boat.
– Reading this book during cruise trip makes the cruise trip a bit edgy. Maybe not a good idea. But I was pleasantly surprised the amenity in Lusitania was not much different from today’s cruise ship after 100 years, except for the better ship engine and cheaper tickets. Of course, today’s cruise is much safer than those days.
– One thing I learned that one should never take any emergency situation for granted. Always take every emergency situation seriously and follow all the necessary procedure and precaution. This is why we have emergency drill on the first day of the cruise.
– Woodrow Wilson’s prudence in participating in World War I was simply very different than what US would do nowadays. Perhaps, being neutral for so long may have prolonged the war and suffering longer than necessary.
– Woodrow Wilson was unusually lonely on the top without his wife. His pursuit of his new love seemed to bring out the human and vulnerable side of him, which is understandable.
– Winston Church had an active role in this book too. I didn’t know he was involved in both World War. Maybe that’s what makes him so tough.

This is a very good non-fiction book that reads like a novel. Characters were well developed and well researched which is difficult after nearly a century. If you’re interested in the World War I conflict and sea battles between Britain and Germany and US’s involvement, you will like this book and how the author position Lusitania incident to be a critical turning point. It kept me awake one night during my cruise trip.

Book Review: “Just Mercy: A Story of Justice and Redemption” by Bryan Stevenson

Mr. Stevenson should wear a cape or win the Nobel Peace Prize (My prediction). He’s like a modern Atticus Finch as in the novel “To Kill a Mocking Bird.” He saved many people from the death rows unjustly convicted because of the sloppy police work, being young and ignorant, mentally retarded (like Horace Dunkins), but mostly being poor. “The opposite of poverty is not wealth but justice,” as he’s often quoted. He wants to do more than Atticus Finch accomplished, where the jailed black man in the novel did not have a good ending.

My key takeaways are:
– The Walter McMillian case is an epitome of the racial injustice in this country especially in the south like the state of Alabama. It can be attributed to the prevailing racial bigotry against blacks especially ones that are relatively successful, uneasiness about interracial relationship (he had an extramarital affair with a white woman), and the legal maneuver of the over zealous prosecutors without concerns for the truths, and inertia of the legal system to not “rock the boat” or boosting the judges’ chance of being elected by acting tough and winning the votes. Of course, the biggest contributor to injustice is their poverty – not having enough money to get proper legal representation. Sad to see attorneys fighting over the budgeted $1,000 legal fee for a capital (death-sentence) case.

– Mr. Stevenson makes very arguments about turning away from executing juveniles in capital cases and reducing the sentences of the juvenile non-capital cases. Yes, we were all young and stupid in our youths. For those unlucky ones not having the proper adult supervision, they would go astray and got themselves in huge troubles. They deserve a second look and mercy.

– For the past years, I myself have gradually moved away from believing in capital punishment to one against it. In addition to legal costs, the margin of error is simply too large for this legal system, despite being one of the best in the world. Of course, this means the innocent ones may get locked up for life without the news focus of death sentence.

– The books are relative lopsided on the side of the unjustly accused and punished. Would be good for Mr. Stevenson to present the other side – those that are justly accused – to be more impartial.

– Mr. Stevenson is very good at telling stories. The book reads like a novels, full of intrigues and twists.

– This is an excellent book on show how disadvantaged a person can get in trouble in this legal justice systems especially if you’re poor, young without supervision, being a women and just being black, or in his words – “broken.” I’m not sure he and his Equal Justice Initiative can save all but he’s making a difference in turning the tide.

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Book Review: “How Google Works” by Eric Schmidt and Jonathan Rosenberg

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.

1. Introduction:
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?