1/ I enjoy rereading books that provided me a lot of insights and ideas on the first go around.

just reread this, and I highly recommend reading it if you haven't

On December 25 Mr Pool retweeted August 16 message about the Phoenix and that the worst was still on the horizon to come. 1/*

Maybe now we can assume that November 3 message meant "FUD" nor "FUN". Putting the word in capital letters seems to indicate the aspect the word fud has in our space, FUD. 2/*

Brad started it on December 22 (1/3 posts (Don't say? Sure) = 13 = Plan B). 3/*

And immediately the SEC followed dropping the bomb (1.3 billions (Don't say? Sure) = 13 = Plan B). 4/*

FUD materializes, Bitstamp is one of the first that haltes XRP trading and so on. 5/*

Observing the public conversation around FB, and the private ones happening among techies and ex-FBers, I think the mutual misunderstanding is worse than when I set out two years (and 500 pages) ago to (in a small way) bridge that gulf.

We're basically fucked.

The tech world has gotten so huge, self-reinforcing, and insulated from reality they can no longer even vaguely look at themselves (and their actions) as others do. They just live on a different planet than most people.

Conversely, the average tech consumer doesn't understand the technology that has slowly taken over their lives, and their designated emissaries to figure it out--politicians, pundits, regulators, journalists--understand it barely better than they do, and have their own agendas.

To say more than generalities for a moment, here's what I think is likely the core problem.

Techies take weird, improbable visions, and make them realities: some BS pitch deck to a VC, mixed with money and people, really does turn into some novel thing.

Most people work inside a legacy industry that's evolved that way over time (usually for good reasons), and they think about the future via some analogy with their present (which is a function of a long-ago past). The interruption that tech will introduce is often hard to grasp.

THE LESSER KNOWN MAHARANA OF MEWAR:RANA KUMBHA
Kumbalgarh Fort is one of most spectacular sites of India,atop a hill abt 3600ft above sea lvl in the https://t.co/LkjmzzBhE2's second largest wall is surrounding it.A fort wall second only to Great wall of China,still not so famous.

This longest wall of India stretches to almost 36Km and encompasses a few hills, many step wells and over 360 temples and palaces. Birth place of the Great Maharana Pratap, this fort is named after another Great Maharana of Mewar, who is not given his due in the History.

Builder of many architectural marvels like the Kumbhalgarh Fort, an erudite scholar, a patron of arts, music, culture & a great warrior was the Great Maharana Kumbha. Yet we don't know much about him. Let's get to know him a little.

Maharana Kumbha was the undefeated King of Mewar from 1433-1468CE.He never lost any battles &kept Mewar out of the reach of Islamic Invaders till the time he was alive. Born on Makar Sakranti to Maharana Mokal & Saubhagya Devi, Rana Kumbha was only 13 when he ascended the throne.

His father was killed by his own relatives in a political conspiracy. He was a powerful King about 8ft tall &charismatic personality,a hardcore Hindu Rajput who could shed his life for Hindu honour without thinking twice.He was an ardent skillful warrior who never lost a battle.

In 1937, a trucker got frustrated waiting for his cargo to be unloaded. He later sold his company for $1.1 billion.

Here’s the story of how Malcom McLean made a billion dollars and which startup could be following in his footsteps. (Inspired by our episode with @laurabehrenswu)

In the early 1950s, the shipping industry was a dying business.

New York’s docks were handling half as much domestic cargo in the early 1950s as they had been in the depressed 1930s.

In thirty years, no one had invested significant money in coastal shipping.

Why?

As McLean found out, loading ships was difficult and slow.

A truck or train would deliver items to the port. Each item was unloaded separately, recorded, and carried to storage.

When a ship was ready, each item was taken from storage, counted again, and hauled on-board.

The cost of this labor was significant. As one expert at the time explained:

“A four-thousand-mile voyage for a shipment might consume 50 percent of its costs in covering just the two ten-mile movements through two ports.”

Yet, despite the industry’s issues, it felt little pressure to change.

Foreigners were barred from operating domestically. Cartels ran international routes. And gov. subsidies eased the pain of labor costs.

Reshaping the industry needed an outsider.

Enter Malcolm McLean.