Routers essay

This is the text of my keynote speech at the 34th Chaos Communication Congress in Leipzig, December You can also watch it on YouTube, but it runs to about 45 minutes. As a working science fiction novelist, I take a professional interest in how we get predictions about the future wrong, and why, so that I can avoid repeating the same mistakes. Science fiction is written by people embedded within a society with expectations and political assumptions that bias us towards looking at the shiny surface of new technologies rather than asking how human beings will use them, and to taking narratives of progress at face value rather than asking what hidden agenda they serve.

Routers essay

Want to start a startup? Get funded by Y Combinator. July One of the most common types of advice we give at Y Combinator is to do things that don't scale.

A lot of would-be founders believe that startups either take off or don't. You build something, make it available, and if you've made a better mousetrap, people beat a path to your door as promised.

Or they don't, in which case the market must not exist. There may be a handful that just grew by themselves, but usually it takes some sort of push to get them going. A good metaphor would be the cranks that car engines had before they got electric starters. Once the engine was going, it would keep going, but there was a separate and laborious process to get it going.

Recruit The most common unscalable thing founders have to do at the start is to recruit users manually.

Routers essay

Nearly all startups have to. You can't wait for users to come to you. You have to go out and get them. Stripe is one of the most successful startups we've funded, and the problem they solved was an urgent one. If anyone could have sat back and waited for users, it was Stripe.

But Routers essay fact they're famous within YC for aggressive early user acquisition. Startups building things for other startups have a big pool of potential users in the other companies we've funded, and none took better advantage of it than Stripe. At YC we use the term "Collison installation" for the technique they invented.

More diffident founders ask "Will you try our beta? When anyone agreed to try Stripe they'd say "Right then, give me your laptop" and set them up on the spot. There are two reasons founders resist going out and recruiting users individually.

One is a combination of shyness and laziness. They'd rather sit at home writing code than go out and talk to a bunch of strangers and probably be rejected by most of them.

But for a startup to succeed, at least one founder usually the CEO will have to spend a lot of time on sales and marketing. This can't be how the big, famous startups got started, they think.

The mistake they make is to underestimate the power of compound growth. We encourage every startup to measure their progress by weekly growth rate. After a year you'll have 14, users, and after 2 years you'll have 2 million.

You'll be doing different things when you're acquiring users a thousand at a time, and growth has to slow down eventually. But if the market exists you can usually start by recruiting users manually and then gradually switch to less manual methods.

Marketplaces are so hard to get rolling that you should expect to take heroic measures at first. In Airbnb's case, these consisted of going door to door in New York, recruiting new users and helping existing ones improve their listings.

When I remember the Airbnbs during YC, I picture them with rolly bags, because when they showed up for tuesday dinners they'd always just flown back from somewhere.

Fragile Airbnb now seems like an unstoppable juggernaut, but early on it was so fragile that about 30 days of going out and engaging in person with users made the difference between success and failure.

That initial fragility was not a unique feature of Airbnb. Almost all startups are fragile initially. And that's one of the biggest things inexperienced founders and investors and reporters and know-it-alls on forums get wrong about them.

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They unconsciously judge larval startups by the standards of established ones. They're like someone looking at a newborn baby and concluding "there's no way this tiny creature could ever accomplish anything.

They always get things wrong. It's even ok if investors dismiss your startup; they'll change their minds when they see growth.

Routers essay

The big danger is that you'll dismiss your startup yourself. I've seen it happen. I often have to encourage founders who don't see the full potential of what they're building. Even Bill Gates made that mistake.Available Machinery | Contact Us | About Us | Auctions/Liquidations | Appraisals | Value Proposition.

Elk Grove Village, Illinois USA Asset Exchange Corporation Corporate Offices/Remarketing Facility W. Lunt Ave. Elk Grove Village, IL July One of the most common types of advice we give at Y Combinator is to do things that don't scale.

A lot of would-be founders believe that startups either take off or don't. Essay about Routers Are Computers Routers are Computers A router is a computer, just like any other computer including a PC.

The very first router, used for the Advanced Research Projects Agency Network (ARPANET), was the Interface Message Processor (IMP). Router and Switches Essay. Router and Switches II In Routers and Switches we learned several things such as: what is a Router, why we need Routers, what is the importance of a Router.

Do Things that Don't Scale

We also learned what VLSM is and how to do it and use it. Abstract: We're living in yesterday's future, and it's nothing like the speculations of our authors and film/TV plombier-nemours.com a working science fiction novelist, I take a professional interest in how we get predictions about the future wrong, and why, so that I can avoid repeating the same mistakes.

Published: Mon, 5 Dec Huawei Technologies was founded in by Ren Zhengfei who is a former People’s Liberation Army officer and telecom engineer. It was incorporated as a private enterprise which manufactures telecommunications equipments for domestic Chinese companies at a much lower price than its international competitors.

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