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Showing posts with label books. Show all posts
Showing posts with label books. Show all posts

The Exponential Age

From my reading of The Exponential Age, by Azeem Azhan

My favourite parts of this book are the history of exponential growth of technologies (computerization, computing power, shipping, among others), and the contemplation of how ongoing innovations that are already happening will reorganize societies.

Exponential growth does not stop when the limits of one technology is reached.  Innovation in the transistor, which had grown exponentially over the last many decades, led the early exponential growth of computing.  Once the speed at which we improved transistors started to slow, the exponential growth moved elsewhere.  In this case, to the availability of computing power.  Exponential forces stack and follow one another.

Exponential effects also came about with standardization.  Once a universally accepted guideline for shipping containers was put into place, the global shipping capacity continued to grow with every added port, ship, and truck.  It unleashes an uninhibited spread of the core design.  The pieces fit no matter who or where they are created.

The core technologies underlined in the book are: Genetic Science, 3D Printing, and two others i cannot remember.

But the point of the book is not that things change fast, but that they change faster than we can adapt at first.  So at the onset of all introductions of new technologies a shock to societal norms and existing institutions will occur. It is not until time passes, (in the slower cases a generation or two) later that the people are able to address the systemic inequities that emerge.  We'll need to work a lot to improve the exponential gaps that have been expanding.

Catmull, Chapter 13

-> Go All In On The Initiative

Notes day was organized from within, incorporated feedback processes from the entire company and encouraged all employees to voluntarily participate.  The company committed to the project, scheduling out an entire day for everyone to focus entirely on the event.  Just as important is for the leaders to set the tone of honesty and openness to feedback and criticism. 

Catmull, Chapter 12

-> The Roadmap Will Restrict Your Thinking
Approach the future as a open opportunity to end up outside of your initial plans.  The goal isn't to land where you set out to, but to find out where you want to go as you move.  The pyramid that Catmull draws for the Head of HR, Ann Le Cam, shows that the problem space of a plan has to allow for zig-zagging and even landing outside of the triangle.


-> Independent and Capable
Keeping Disney Animation and Pixar separate and independent was essential to giving each studio the confidence to solve problems on their own.  Both studios asked to use the other's resources when they struggled with production problems.  But the insistence that help would not be coming not only forced them to innovate to a solution, but proved that they were capable of doing so.  Being responsible fostered a sense of personal ownership and pride amongst the teams.

-> Personal Connection
Support your team with personal gratitude for the team's contributions, for everyone at the studio made it possible.  Pixar believes that each film belongs to everyone, and that "ideas can come from anywhere".  People value the personal gesture and delivery of thanks.

Catmull, Chapter 11

-> "Creativity is more like a marathon than a sprint"
It takes time to discover and realize your vision.  Don't let the daunting task get to you.  Bring dedication and an eagerness to struggle through the work.

-> Be confident that you will conquer the uncertainty to create something new.
The uncertainty of the unmade future will always start out as a scary beast.  But you can find the confidence in yourself: believe that you will figure it out even though you may not know exactly what to do yet.

-> Move quickly, don't think, and get into the flow of Zen
The captain has to keep the ship moving at all times or it will sink.  Focus on doing, exploring, finding the wrong way early.  Connect with the creative work and listen to what it wants to be.

Catmull, Chapter 10

There's so many ways to enable your team to think with the big picture.


Quoted from the book:

Broadening Our View

  1. Dailies, or Solving Problems Together
  2. Research Trips
  3. The Power of Limits
  4. Integrating Technology and Art
  5. Short Experiments
  6. Learning to See
  7. Postmortems
  8. Continuing to Learn

Catmull, Chapter 9

-> The Curse of Limited Perception
We are limited by our means of perception.  The curse is also on those who cannot see the truth and


-> Watch Out for The Hidden
Leaders will miss the problems they cannot see.  There is always an invisible problem.

-> Prepare for The Unknown Problem
Don't wait for the inevitable failures to come to pass.  Prepare your organization to deal with them.

Catmull, Chapter 8

->Stochastic Self-similarity
Problems of different size and magnitude have more similarities than first meets the eye.

-> Big and Small Problems
Create a response structure that matches the problem structure. Everyone should be free and motivated to solved whatever problem they face, no matter how big or how small.

-> Build A Framework for Potential
A company grows on the excellent people within it, who rise up with talent and excellence.

-> Look Forward, Not Back
Don't ask "What would Walt do?" This thinking inhibits creativity and only walls in your position to the work of the past.

Catmull, Chapter 7

 -> Don't Feed The Beast - The Beast only wants to grow and grow and always hungers for more.  Don't feed it.  Focus on your team and it's mission to deliver quality.


-> Protect Your Ugly Babies - Every project starts out ugly.  The new ideas are so deformed and messy that they actually need protection before they can grow.

-> The Fallacy of Simplifying - Efficiency seems like improvement.  But doesn't prove it.  Cutting processes can worsen the output.

-> Balance is Dynamic - Conflict between teams is essential.  If one group 'wins' then there is no dynamic from which the best ideas will grow.  Find a balance in the push and pull of things.

Catmull, Chapter 6

-> Failure comes with baggage - Don't let your past experience with failure prevent you from doing what you need to do. Failure is painful, but not something to be ashamed of.

-> Fear is a barrier - "Uncouple fear and failure-- to create an environment in which making mistakes doesn't strike terror..."

-> The antidote of fear is trust - Be candid and show trust by sharing information. Show your employees that there is nothing to fear.

Catmull, Chapter 5

-> Honesty is an institutional goal - To enforce honesty, your organization must reinforce it as a tenet and strive to bring out the honesty in people.


-> Good notes challenge others to improve - Great feedback gets others excited and ready to rise to solve the problem.

-> Make your own solution group! - You can put together your very own Pixar-style 'Braintrust'. Find a group that can be honest, make you think smarter, and be quick to generate actionable solutions.

Catmull, Chapter 4

-> Quality is THE goal - Remind yourself and your team constantly about your ultimate goal. Because other needs like efficiency or speed will try to take the spotlight.

-> "Quality is the best business plan" - John Lasseter

-> Take personal responsibility in the process - The process doesn't operate without your input and continuous tending to it. There's always something to improve, repair, take care of, and your product will not succeed without a hand-on-approach to the process.

Catmull, Chapters 2-3

 -> Do not abandon your vision - Don't take deals that require you to compromise and abandon your vision. Pixar declined Steve's first offer to buy the company, because their goals were entirely different.

-> Trust your storytelling instincts - continuously making changes based on external input will land your story and characters far from where their core should be. Trust your instincts and the story that you want to tell.
-> Everyone should be treated as first-class citizens - Dig deep to find friction between team members and resolve that by making sure everyone is a peer and can contribute without fear or restraint.

Catmull: Chapter 1

Learnings from "Creativity, Inc." by Ed Catmull.


-> The long table trap. You won't notice the problems with your process while you are in it.  The long table at Pixar hindered communication and make the team develop bad habits like creating a hierarchy and name-cards.

-> The collaborative, supportive community. An inspiring group will add to the quality of everyone's work.

-> The lifelong goal. Catmull aspired to create computer animation at the age of 26, and then expanded his goal after finishing his PhD to: making the first computer animated film. This was an extremely long term vision, without a concrete plan. But it helped set the foundation for his life's work.

My Bookshelf additions

I added the first set of new books to my bookshelf last week.  I'll be learning about Disney, Pixar, and Daoism!

 

The Ride of a Lifetime, Robert Iger

Understanding that this account is from a personal lens, I found Robert's learnings and experiences on leadership to be forthright and exemplar.  In the former half of the book, he expounds on the great mentors of his career, challenges he faced in rising to management, and his most prideful projects at ABC.  In the latter half, he chooses to focus on the largest acquisitions that he personally led in the role of CEO of Disney.  The mundanalities and regimen of corporate leadership are set aside in favor of highlighting the importance of vision, relationships and ethics. 


Of all the stories I think the most memorable are that of his interactions with Roone Arledge and Steve Jobs.  From Roone he learned to innovate.  And from Steve he found deep friendship and the courage to be bold.  If there's one thing to take away from this book it is that the quality of your relationships have a huge impact on your ability to overcome challenges. 

Robert's willingness to take on responsibility of risk and failure put him in a position of trust and leadership.  Understanding others also enabled him to effectively manage and resolve conflicts. 


Iger, Leadership

Learnings from Chapters 6 & 7 of Ride of a Lifetime, by Robert Iger:


-> You can't let blows to your ego get to you
-> Focus on who you can be
-> Convey your 3 Priorities

Iger, 5

Learnings from Chapter 5 of Ride of a Lifetime, by Robert Iger:


-> Balance ambition with opportunity.  Tend to your responsibilities well before focusing your efforts on getting where you could eventually be.
-> Don't be a lame duck
-> Lean on the power of others

Iger, 4

Learnings from Chapter 4

-> The relationship of the 2 at the top affect the whole team
-> Manage your time and respect others' time
-> Explain how it will work (Don't decide just based on hope)

Iger, 3

-> Faith gives Courage
-> Be Humble and take risks (Innovate or Die)
-> Leadership is Knowing who you are
-> Own your Mistakes

Iger, 2

Learnings from Chapter 2.

-> Build Trust and Camaraderie in your team
-> Ask for Help
-> Be Honest when you don't know
-> Accept New Challenges, Make Life an Adventure