Noah Smith Interviews Marc Andreessen, Part II

We pick up from where we left off yesterday:


My partner Alex Rampell says that competition between an incumbent and a software-driven startup is “a race, where the startup is trying to get distribution before the incumbent gets innovation”.

https://noahpinion.substack.com/p/interview-marc-andreessen-vc-and

Please listen to that podcast episode about Dominos thinking of itself as a tech company that happens to deliver pizzas. From another episode from that same podcast, this gem of an appropriate example:

In February 2013, Ted Sarandos, Netflix’s chief content officer, told “GQ,” “the goal is to become HBO faster than HBO can become us.”

https://www.delltechnologies.com/en-us/perspectives/podcasts-trailblazers-s01-e01-disruption-entertainment-industry/

As time passes, I am increasingly skeptical that most incumbents can adapt. The culture shift is just too hard. Great software people tend to not want to work at an incumbent where the culture is not optimized to them, where they are not in charge. It is proving easier in many cases to just start a new company than try to retrofit an incumbent. I used to think time would ameliorate this, as the world adapts to software, but the pattern seems to be intensifying.

https://noahpinion.substack.com/p/interview-marc-andreessen-vc-and

I hope he is wrong, for my sake, and for the sake of my alma mater, which is where I have chosen to work. But, um, I increasingly fear that he’s (surprise, surprise) right. Introducing technology has been hard in my workplace, but the fault lies with the culture of the workplace, not with the technology.

But as I pointed out in yesterday’s post, the regulatory capture and the cultural conformity of the higher education space in India means that most students (and their parents, or should it be the other way around) still prefer a “top” college.


A good test for how seriously an incumbent is taking software is the percent of the top 100 executives and managers with computer science degrees. For a typical tech startup, the answer might be 50-70%. For a typical incumbent, the answer may be more like 5-7%. This is a huge gap in software knowledge and skill, and you see it play out every day across many industries.

https://noahpinion.substack.com/p/interview-marc-andreessen-vc-and

Incumbents in higher education in India – the percentage of folks with computer science degrees? Let’s move on.


First, COVID is the ultimate cover for restructuring — what my friend and former CFO Peter Currie used to call “shake and bake”. It’s an opportunity for every CEO to do all the things he/she may have wanted to do in the past to increase efficiency and effectiveness — from fundamental headcount resizing and reorganization, to changing geographic footprint, to exiting stale lines of business — but couldn’t because they would cause too much disruption. The disruption is happening anyway, so you might as well do everything you’ve always wanted to do now

https://noahpinion.substack.com/p/interview-marc-andreessen-vc-and

75% minimum attendance, or else we reserve the right to say that you haven’t learnt enough to write the semester end examination. All classes in offline mode, only. Rote memorization tests in examination halls, with no textbooks/supplementary materials allowed. Laptops/tables/smartphones may not be used in class.

Here’s my question to those of us who work in higher education in India. Do we expect all these things to come back once the pandemic is behind us, or are we having thoughtful discussions about how the post-covid higher education field will look in India?

Today, because of the pandemic, we are at an extreme end of the spectrum which describes how learning is delivered. Everybody sits at home, and listens to a lecture being delivered (at least in Indian universities, mostly synchronously).
When the pandemic ends, whenever that may be, do we swing back to the other end of the spectrum? Does everybody sit in a classroom once again, and listens to a lecture being delivered in person (and therefore synchronously)?
Or does society begin to ask if we could retain some parts of virtual classrooms? Should the semester than be, say, 60% asynchronous, with the remainder being doubt solving sessions in classroom? Or some other ratio that may work itself out over time? Should the basic organizational unit of the educational institute still be a classroom? Does an educational institute still require the same number of in person professors, still delivering the same number of lectures?
In other words, in the post-pandemic world…
How long before online learning starts to show up in the learning statistics?

https://econforeverybody.com/2021/01/28/the-long-slow-but-inevitable-death-of-the-classroom/

And finally, Marc Andreessen’s response to Noah’s question about what advice he (Marc) would have for a young 23 year old American:

Don’t follow your passion. Seriously. Don’t follow your passion. Your passion is likely more dumb and useless than anything else. Your passion should be your hobby, not your work. Do it in your spare time.
Instead, at work, seek to contribute. Find the hottest, most vibrant part of the economy you can and figure out how you can contribute best and most. Make yourself of value to the people around you, to your customers and coworkers, and try to increase that value every day.

https://noahpinion.substack.com/p/interview-marc-andreessen-vc-and

The last sentence in that excerpt is another way of saying that the world is a non-zero sum game.

And I couldn’t agree more!


Zeynep Tufekci on Metaepistomology

I know, I know.

Here’s what metaepistomology means:

“the theory of theory of knowledge”

And you should now be asking, “what does that mean?”

The latest post on her Substack (god, I can’t afford to subscribe to all the substacks I want to!) is a wonderful essay on how she learnt about the pandemic last year, and how she learnt about how to learn – but I’ll get to that in a bit.

First things first, who is Zeynep Tufekci?

Zeynep Tufekci (Turkish: Zeynep Tüfekçi; [zejˈnep tyˈfektʃi]; ZAY-nep tuu-FEK-chee) is a Turkish sociologist and writer. Her work focuses on the social implications of new technologies, such as artificial intelligence and big data, as well as societal challenges such as the pandemic using complex and systems-based thinking. She has been described as “having a habit on being right on the big things” by The New York Times and as one of the most prominent academic voices on social media by The Chronicle of Higher Education.

https://en.wikipedia.org/wiki/Zeynep_Tufekci

I learnt about her for the first time when I cam across a review of her book, Twitter and Tear Gas over on Aadisht’s blog. I haven’t read it yet, but I still remember this from his review, because it resonated a fair bit:

A point this book makes often is that digital tools mean that networked protests are enabled, and that protests can spring up much quicker than they used to. But prior protests used to be much more organised, because the threshold to start a protest used to be so high that it would take a long time and lots of organisation to hit it – and that meant that there would be an organisation capable of pushing for change after the protests. The digitally fuelled protests haven’t quite figured out what change to ask for, and how to push it, yet.

https://aadishtlogseverything.wordpress.com/2020/01/26/twitter-and-tear-gas-zeynep-tufekci/

(We also did a podcast about his review – and some other posts from his blog besides.)

But Zeynep’s writing reached another level altogether (both in terms of relevance and in terms of impact) during the pandemic. This, for example in the NYT (note the date!), or this from The Atlantic.

But her latest post, on the 31st of January, is worth pondering at great length. And that’s because while it speaks about the pandemic, and how she learnt about how serious it is going to be, it also contains lessons that are applicable everywhere else in life.


Please – pretty please! – read the whole post, but here are my key takeaways:

China’s attempts at downplaying human-to-human transmission and the WHO’s complicity in it are of course wrong, but this is also a good lesson in understanding why exponentials are worth learning about – if nothing else, at least because manufactured lies cannot stand up to the steep part of an exponential curve. And no matter your opinion about whether or not we underestimated the current pandemic and its impact, you should ask where else this lesson can be applied:

Let’s call this the Principle of “You Can’t Finesse the Steep Part of an Exponential,” after a Dylan H. Morris quote included in a previous article of mine trying to warn about the more transmissible variants.

https://zeynep.substack.com/p/lessons-from-a-pandemic-anniversary

Second, this sentence:

Let’s call this the “Principle of Always Pay Attention to Costly Action.” 

https://zeynep.substack.com/p/lessons-from-a-pandemic-anniversary

Principles of economics: incentives matter. Up until the point in time when Wuhan was locked down, China’s incentive was to try and suppress news about the upcoming pandemic. Wuhan being locked down was drastic action, yes, but it was also a signal. And the signal was that from here on in, China’s incentive was to warn the rest of the world about how severe and catastrophic (both in terms of health outcomes as well as economic outcomes) this virus was going to be.

Why did the incentive flip? Because the costs of downplaying the virus (in terms of being blamed for the origin, the suppression and therefore the inevitable spread) now outweighed the benefits.

Put another way, if China (if not through its statements, then through its actions) is signaling that its message has flipped, well, things must be really bad.

When it comes to political leadership, ignore what they say, and study what they do.

Political leadership doesn’t just mean governments. This applies to every single political unit, from the United Nations down until your family. Actions, as they say, speak louder than words.

Outrage and counter-outrage on Twitter is words. Action is action, and a far more reliable signal.


And I learnt from this post about the criterion of embarrassment

The criterion of embarrassment is a type of critical analysis in which an account likely to be embarrassing to its author is presumed to be true as the author would have no reason to invent an account which might embarrass him.

https://en.wikipedia.org/wiki/Criterion_of_embarrassment

If the guy giving you the bad news is embarrassing himself in the process, then the payoff from making the announcement must be more than the cost of being embarrassed.

If intellectual honesty is at a low premium today in society (and if you ask me, it has always been the case) then a leader being (or allowing others to be) honest isn’t about morality, it is about the cost calculus.

So, the thumb rule: if the leader of any kind of group fesses up, be very worried. Think of it this way: map out, consultant style, two axes about public announcements.

Is the announcement good news or bad news (that is, is the leadership that is making the announcement going to be benefit from it, or be embarrassed by it)?

Second: Is the news real and credible, or is it straight out of Narnia territory? (Detecting this is a skill, and we should all possess it)

That leads us to this chart:

Three things that you need to keep in mind:

  1. The upper left quadrant will rarely be an announcement. That is why one should study what leaders do, not what they say
  2. If what the leadership is doing (or saying) matches up with our assessment of how bad things really are, get really worried, and start preparing accordingly.
  3. The third is the second last sentence in Zeynep’s post: “Everything we needed to know to act was right there in front of us, but it required not just knowledge, but a theory of knowledge to turn it into actionable, timely information.”

And that, my friends, is the point of metaepistomology.