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Love and Mr. Lewisham by H. G. Wells, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . IN THE RAPHAEL GALLERY CHAPTER XVII. — IN THE RAPHAEL GALLERY. It was nearly three o’clock, and in the Biological Laboratory the lamps were all alight. The class was busy with razors cutting sections of the root of a fern to examine it microscopically. A certain silent frog-like boy, a private student who plays no further part in this story, was working intently, looking more like a frog than usual—his expression modest with a touch of effort. Behind Miss Heydinger, jaded and untidy in her early manner again, was a vacant seat, an abandoned microscope and scattered pencils and note-books. On the door of the class-room was a list of those who had passed the Christmas examination. At the head of it was the name of the aforesaid frog-like boy; next to him came Smithers and one of the girls bracketed together. Lewisham ingloriously headed the second class, and Miss Heydinger’s name did not appear—there was, the list asserted, “one failure.” So the student pays for the finer emotions. And in the spacious solitude of the museum gallery devoted to the Raphael cartoons sat Lewisham, plunged in gloomy meditation. A negligent hand pulled thoughtfully at the indisputable moustache, with particular attention to such portions as were long enough to gnaw. He was trying to see the situation clearly. As he was just smarting acutely under his defeat, this speaks little for the clearness of his mind. The shadow of that defeat lay across everything, blotted out the light of his pride, shaded his honour, threw everything into a new perspective. The rich prettiness of his love-making had fled to some remote quarter of his being. Against the frog-like youngster he felt a savage animosity. And Smithers had betrayed him. He was angry, bitterly angry, with “swats” and “muggers” who spent their whole time grinding for these foolish chancy examinations. Nor had the practical examination been altogether fair, and one of the questions in the written portion was quite outside the lectures. Biver, Professor Biver, was an indiscriminating ass, he felt assured, and so too was Weeks, the demonstrator. But these obstacles could not blind his intelligence to the manifest cause of his overthrow, the waste of more than half his available evening, the best time for study in the twenty-four hours, day after day. And that was going on steadily, a perpetual leakage of time. To-night he would go to meet her again, and begin to accumulate to himself ignominy in the second part of the course, the botanical section, also. And so, reluctantly rejecting one cloudy excuse after another, he clearly focussed the antagonism between his relations to Ethel and his immediate ambitions. Things had come so easily to him for the last two years that he had taken his steady upward progress in life as assured. It had never occurred to him, when he went to intercept Ethel after that siance, that he went into any peril of that sort. Now he had had a sharp reminder. He began to shape a picture of the frog-like boy at home—he was a private student of the upper middle class—sitting in a convenient study with a writing-table, book-shelves, and a shaded lamp—Lewisham worked at his chest of drawers, with his greatcoat on, and his feet in the lowest drawer wrapped in all his available linen—and in the midst of incredible conveniences the frog-like boy was working, working, working. Meanwhile Lewisham toiled through the foggy streets, Chelsea-ward, or, after he had left her, tramped homeward—full of foolish imaginings. He began to think with bloodless lucidity of his entire relationship to Ethel. His softer emotions were in abeyance, but he told himself no lies. He cared for her, he loved to be with her and to talk to her and please her, but that was not all his desire. He thought of the bitter words of an orator at Hammersmith, who had complained that in our present civilisation even the elemental need of marriage was denied. Virtue had become a vice. “We marry in fear and trembling, sex for a home is the woman’s traffic, and the man comes to his heart’s desire when his heart’s desire is dead.” The thing which had seemed a mere flourish, came back now with a terrible air of truth. Lewisham saw that it was a case of divergent ways. On the one hand that shining staircase to fame and power, that had been his dream from the very dawn of his adolescence, and on the other hand—Ethel. And if he chose Ethel, even then, would he have his choice? What would come of it? A few walks more or less! She was hopelessly poor, he was hopelessly poor, and this cheat of a Medium was her stepfather! After all she was not well-educated, she did not understand his work and his aims.... He suddenly perceived with absolute conviction that after the siance he should have gone home and forgotten her. Why had he felt that irresistible impulse to seek her out? Why had his imagination spun such a strange web of possibilities about her? He was involved now, foolishly involved.... All his future was a sacrifice to this transitory ghost of love-making in the streets. He pulled spitefully at his moustache. His picture began to shape itself into Ethel, and her mysterious mother, and the vague dexterous Chaffery holding him back, entangled in an impalpable net from that bright and glorious ascent to performance and distinction. Leaky boots and the splash of cabs for all his life as his portion! Already the Forbes Medal, the immediate step, was as good as lost.... What on earth had he been thinking about? He fell foul of his upbringing. Men of the upper or middle classes were put up to these things by their parents; they were properly warned against involving themselves in this love nonsense before they were independent. It was much better.... Everything was going. Not only his work—his scientific career, but the Debating Society, the political movement, all his work for Humanity.... Why not be resolute—even now?... Why not put the thing clearly and plainly to her? Or write? If he wrote now he could get the advantage of the evening at the Library. He must ask her to forgo these walks home—at least until the next examination. She would understand. He had a qualm of doubt whether she would understand.... He grew angry at this possibility. But it was no good mincing matters. If once he began to consider her—Why should he consider her in that way? Simply because she was unreasonable! Lewisham had a transitory gust of anger. Yet that abandonment of the walks insisted on looking mean to him. And she would think it mean. Which was very much worse, somehow. Why mean? Why should she think it mean? He grew angry again. The portly museum policeman who had been watching him furtively, wondering why a student should sit in front of the “Sacrifice of Lystra” and gnaw lips and nails and moustache, and scowl and glare at that masterpiece, saw him rise suddenly to his feet with an air of resolution, spin on his heel, and set off with a quick step out of the gallery. He looked neither to the right nor the left. He passed out of sight down the staircase. “Gone to get some more moustache to eat, I suppose,” said the policeman reflectively.... “One ‘ud think something had bit him.” After some pensive moments the policeman strolled along down the gallery and came to a stop opposite the cartoon. “Figgers is a bit big for the houses,” said the policeman, anxious to do impartial justice. “But that’s Art. I lay ‘e couldn’t do anything ... not arf so good.” About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. H. G. Wells (2006). Love and Mr. Lewisham. Urbana, Illinois: Project Gutenberg. Retrieved October 2022, from https://www.gutenberg.org/files/11640/11640-h/11640-h.htm This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org, located at https://www.gutenberg.org/policy/license.html.

IN THE RAPHAEL GALLERY

The Future in America by H. G. Wells, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . CULTURE CULTURE I The Boston Enchantment Yet even as I write of the universities as the central intellectual organ of a modern state, as I sit implying salvation by schools, there comes into my mind a mass of qualification. The devil in the American world drama may be mercantilism, ensnaring, tempting, battling against my hero, the creative mind of man, but mercantilism is not the only antagonist. In Fifth Avenue or Paterson one may find nothing but the zenith and nadir of the dollar hunt, at a Harvard table one may encounter nothing but living minds, but in Boston—I mean not only Beacon Street and Commonwealth Avenue, but that Boston of the mind and heart that pervades American refinement and goes about the world—one finds the human mind not base, nor brutal, nor stupid, nor ignorant, but mysteriously enchanting and ineffectual, so that having eyes it yet does not see, having powers it achieves nothing.... I remember Boston as a quiet effect, as something a little withdrawn, as a place standing aside from the throbbing interchange of East and West. When I hear the word Boston now it is that quality returns. I do not think of the spreading parkways of Mr. Woodbury and Mr. Olmstead nor of the crowded harbor; the congested tenement-house regions, full of those aliens whose tongues struck so strangely on the ears of Mr. Henry James, come not to mind. But I think of rows of well-built, brown and ruddy homes, each with a certain sound architectural distinction, each with its two squares of neatly trimmed grass between itself and the broad, quiet street, and each with its family of cultured people within. I am reminded of deferential but unostentatious servants, and of being ushered into large, dignified entrance-halls. I think of spacious stairways, curtained archways, and rooms of agreeable, receptive persons. I recall the finished informality of the high tea. All the people of my impression have been taught to speak English with a quite admirable intonation; some of the men and most of the women are proficient in two or three languages; they have travelled in Italy, they have all the recognized classics of European literature in their minds, and apt quotations at command. And I think of the constant presence of treasured associations with the titanic and now mellowing literary reputations of Victorian times, with Emerson (who called Poe "that jingle man"), and with Longfellow, whose house is now sacred, its view towards the Charles River and the stadium—it is a real, correct stadium—secured by the purchase of the sward before it forever.... At the mention of Boston I think, too, of autotypes and then of plaster casts. I do not think I shall ever see an autotype again without thinking of Boston. I think of autotypes of the supreme masterpieces of sculpture and painting, and particularly of the fluttering garments of the "Nike of Samothrace." (That I saw, also, in little casts and big, and photographed from every conceivable point of view.) It is incredible how many people in Boston have selected her for their æsthetic symbol and expression. Always that lady was in evidence about me, unobtrusively persistent, until at last her frozen stride pursued me into my dreams. That frozen stride became the visible spirit of Boston in my imagination, a sort of blind, headless, and unprogressive fine resolution that took no heed of any contemporary thing. Next to that I recall, as inseparably Bostonian, the dreaming grace of Botticelli's "Prima vera." All Bostonians admire Botticelli, and have a feeling for the roof of the Sistine chapel—to so casual and adventurous a person as myself, indeed, Boston presents a terrible, a terrifying unanimity of æsthetic discriminations. I was nearly brought back to my childhood's persuasion that, after all, there is a right and wrong in these things. And Boston clearly thought the less of Mr. Bernard Shaw when I told her he had induced me to buy a pianola, not that Boston ever did set much store by so contemporary a person as Mr. Bernard Shaw. The books she reads are toned and seasoned books—preferably in the old or else in limited editions, and by authors who may be lectured upon without decorum.... Boston has in her symphony concerts the best music in America, and here her tastes are severely orthodox and classic. I heard Beethoven's Fifth Symphony extraordinarily well done, the familiar pinnacled Fifth Symphony, and now, whenever I grind that out upon the convenient mechanism beside my desk at home, mentally I shall be transferred to Boston again, shall hear its magnificent aggressive thumpings transfigured into exquisite orchestration, and sit again among that audience of pleased and pleasant ladies in chaste, high-necked, expensive dresses, and refined, attentive, appreciative, bald, or iron-gray men.... II Boston's Antiquity Then Boston has historical associations that impressed me like iron-moulded, leather-bound, eighteenth-century books. The War of Independence, that to us in England seems half-way back to the days of Elizabeth, is a thing of yesterday in Boston. "Here," your host will say and pause, "came marching" so-and-so, "with his troops to relieve" so-and-so. And you will find he is the great-grandson of so-and-so, and still keeps that ancient colonial's sword. And these things happened before they dug the Hythe military canal, before Sandgate, except for a decrepit castle, existed; before the days when Bonaparte gathered his army at Boulogne—in the days of muskets and pigtails—and erected that column my telescope at home can reach for me on a clear day. All that is ancient history in England and in Boston the decade before those distant alarums and excursions is yesterday. A year or so ago they restored the British arms to the old State-House. "Feeling," my informant witnessed, "was dying down." But there were protests, nevertheless.... If there is one note of incongruity in Boston, it is in the gilt dome of the Massachusetts State-House at night. They illuminate it with electric light. That shocked me as an anachronism. It shocked me—much as it would have shocked me to see one of the colonial portraits, or even one of the endless autotypes of the Belvidere Apollo replaced, let us say, by one of Mr. Alvin Coburn's wonderfully beautiful photographs of modern New York. That electric glitter breaks the spell; it is the admission of the present, of the twentieth century. It is just as if the Quirinal and Vatican took to an exchange of badinage with search-lights, or the King mounted an illuminated E.R. on the Round Tower at Windsor. Save for that one discord there broods over the real Boston an immense effect of finality. One feels in Boston, as one feels in no other part of the States, that the intellectual movement has ceased. Boston is now producing no literature except a little criticism. Contemporary Boston art is imitative art, its writers are correct and imitative writers the central figure of its literary world is that charming old lady of eighty-eight, Mrs. Julia Ward Howe. One meets her and Colonel Higginson in the midst of an authors' society that is not so much composed of minor stars as a chorus of indistinguishable culture. There are an admirable library and a museum in Boston, and the library is Italianate, and decorated within like an ancient missal. In the less ornamental spaces of this place there are books and readers. There is particularly a charming large room for children, full of pigmy chairs and tables, in which quite little tots sit reading. I regret now I did not ascertain precisely what they were reading, but I have no doubt it was classical matter. I do not know why the full sensing of what is ripe and good in the past should carry with it this quality of discriminating against the present and the future. The fact remains that it does so almost oppressively. I found myself by some accident of hospitality one evening in the company of a number of Boston gentlemen who constituted a book-collecting club. They had dined, and they were listening to a paper on Bibles printed in America. It was a scholarly, valuable, and exhaustive piece of research. The surviving copies of each edition were traced, and when some rare specimen was mentioned as the property of any member of the club there was decorously warm applause. I had been seeing Boston, drinking in the Boston atmosphere all day.... I know it will seem an ungracious and ungrateful thing to confess (yet the necessities of my picture of America compel me), but as I sat at the large and beautifully ordered table, with these fine, rich men about me, and listened to the steady progress of the reader's ever unrhetorical sentences, and the little bursts of approval, it came to me with a horrible quality of conviction that the mind of the world was dead, and that this was a distribution of souvenirs. Indeed, so strongly did this grip me that presently, upon some slight occasion, I excused myself and went out into the night. I wandered about Boston for some hours, trying to shake off this unfortunate idea. I felt that all the books had been written, all the pictures painted, all the thoughts said—or at least that nobody would ever believe this wasn't so. I felt it was dreadful nonsense to go on writing books. Nothing remained but to collect them in the richest, finest manner one could. Somewhere about midnight I came to a publisher's window, and stood in the dim moonlight peering enviously at piled copies of Izaak Walton and Omar Khayyam, and all the happy immortals who got in before the gates were shut. And then in the corner I discovered a thin, small book. For a time I could scarcely believe my eyes. I lit a match to be the surer. And it was A Modern Symposium, by Lowes Dickinson, beyond all disputing. It was strangely comforting to see it there—a leaf of olive from the world of thought I had imagined drowned forever. That was just one night's mood. I do not wish to accuse Boston of any wilful, deliberate repudiation of the present and the future. But I think that Boston—when I say Boston let the reader always understand I mean that intellectual and spiritual Boston that goes about the world, that traffics in book-shops in Rome and Piccadilly, that I have dined with and wrangled with in my friend W.'s house in Blackheath, dear W., who, I believe, has never seen America—I think, I say, that Boston commits the scholastic error and tries to remember too much, to treasure too much, and has refined and studied and collected herself into a state of hopeless intellectual and æsthetic repletion in consequence. In these matters there are limits. The finality of Boston is a quantitive consequence. The capacity of Boston, it would seem, was just sufficient but no more than sufficient, to comprehend the whole achievement of the human intellect up, let us say, to the year 1875 A.D. Then an equilibrium was established. At or about that year Boston filled up. III About Wellesley It is the peculiarity of Boston's intellectual quality that she cannot unload again. She treasures Longfellow in quantity. She treasures his works, she treasures associations, she treasures his Cambridge home. Now, really, to be perfectly frank about him, Longfellow is not good enough for that amount of intellectual house room. He cumbers Boston. And when I went out to Wellesley to see that delightful girls' college everybody told me I should be reminded of the "Princess." For the life of me I could not remember what "Princess." Much of my time in Boston was darkened by the constant strain of concealing the frightful gaps in my intellectual baggage, this absence of things I might reasonably be supposed, as a cultivated person, to have, but which, as a matter of fact, I'd either left behind, never possessed, or deliberately thrown away. I felt instinctively that Boston could never possibly understand the light travelling of a philosophical carpet-bagger. But I hid—in full view of the tree-set Wellesley lake, ay, with the skiffs of "sweet girl graduates"—own up. "I say," I said, "I wish you wouldn't all be so allusive. What Princess?" It was, of course, that thing of Tennyson's. It is a long, frequently happy and elegant, and always meritorious narrative poem, in which a chaste Victorian amorousness struggles with the early formulæ of the feminist movement. I had read it when I was a boy, I was delighted to be able to claim, and had honorably forgotten the incident. But in Boston they treat it as a living classic, and expect you to remember constantly and with appreciation this passage and that. I think that quite typical of the Bostonian weakness. It is the error of the clever high-school girl, it is the mistake of the scholastic mind all the world over, to learn too thoroughly and to carry too much. They want to know and remember Longfellow and Tennyson—just as in art they want to know and remember Raphael and all the elegant inanity of the sacrifice at Lystra, or the miraculous draught of Fishes; just as in history they keep all the picturesque legends of the War of Independence—looking up the dates and minor names, one imagines, ever and again. Some years ago I met two Boston ladies in Rome. Each day they sallied forth from our hotel to see and appreciate; each evening, after dinner, they revised and underlined in Baedeker what they had seen. They meant to miss nothing in Rome. It's fine in its way—this receptive eagerness, this learners' avidity. Only people who can go about in this spirit need, if their minds are to remain mobile, not so much heads as cephalic pantechnicon vans.... IV The Wellesley Cabinets I find this appetite to have all the mellow and refined and beautiful things in life to the exclusion of all thought for the present and the future even in the sweet, free air of Wellesley's broad park, that most delightful, that almost incredible girls' university, with its class-rooms, its halls of residence, its club-houses and gathering-places among the glades and trees. I have very vivid in my mind a sunlit room in which girls were copying the detail in the photographs of masterpieces, and all around this room were cabinets of drawers, and in each drawer photographs. There must be in that room photographs of every picture of the slightest importance in Italy, and detailed studies of many. I suppose, too, there are photographs of all the sculpture and buildings in Italy that are by any standard considerable. There is, indeed, a great civilization, stretching over centuries and embodying the thought and devotion, the scepticism and levities, the ambition, the pretensions, the passions, and desires of innumerable sinful and world-used men—canned, as it were, in this one room, and freed from any deleterious ingredients. The young ladies, under the direction of competent instructors, go through it, no doubt, industriously, and emerge—capable of Browning. I was taken into two or three charming club-houses that dot this beautiful domain. There was a Shakespeare club-house, with a delightful theatre, Elizabethan in style, and all set about with Shakespearean things; there was the club-house of the girls who are fitting themselves for their share in the great American problem by the study of Greek. Groups of pleasant girls in each, grave with the fine gravity of youth, entertained the reluctantly critical visitor, and were unmistakably delighted and re laxed when one made it clear that one was not in the Great Teacher line of business, when one confided that one was there on false pretences, and insisting on seeing the pantry. They have jolly little pantries, and they make excellent tea. I returned to Boston at last in a state of mighty doubting, provided with a Wellesley College calendar to study at my leisure. I cannot, for the life of me, determine how far Wellesley is an aspect of what I have called Boston; how far it is a part of that wide forward movement of the universities upon which I lavish hope and blessings. Those drawings of photographed Madonnas and Holy Families and Annunciations, the sustained study of Greek, the class in the French drama of the seventeenth century, the study of the topography of Rome fill me with misgivings, seeing the world is in torment for the want of living thought about its present affairs. But, on the other hand, there are courses upon socialism—though the text-book is still Das Kapital of Marx—and upon the industrial history of England and America. I didn't discover a debating society, but there is a large accessible library. How far, I wonder still, are these girls thinking and feeding mentally for themselves? What do they discuss one with another? How far do they suffer under that plight of feminine education—notetaking from lectures?... But, after all, this about Wellesley is a digression into which I fell by way of Boston's autotypes. My main thesis was that culture, as it is conceived in Boston, is no contribution to the future of America, that cultivated people may be, in effect, as state-blind as—Mr. Morgan Richards. It matters little in the mind of the world whether any one is concentrated upon mediæval poetry, Florentine pictures, or the propagation of pills. The common, significant fact in all these cases is this, a blindness to the crude splendor of the possibilities of America now, to the tragic greatness of the unheeded issues that blunder towards solution. Frankly, I grieve over Boston—Boston throughout the world—as a great waste of leisure and energy, as a frittering away of moral and intellectual possibilities. We give too much to the past. New York is not simply more interesting than Rome, but more significant, more stimulating, and far more beautiful, and the idea that to be concerned about the latter in preference to the former is a mark of a finer mental quality is one of the most mischievous and foolish ideas that ever invaded the mind of man. We are obsessed by the scholastic prestige of mere knowledge and genteel remoteness. Over against unthinking ignorance is scholarly refinement, the spirit of Boston; between that Scylla and this Charybdis the creative mind of man steers its precarious way. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. H. G. Wells (2018). The Future in America. Urbana, Illinois: Project Gutenberg. Retrieved October 2022, from https://www.gutenberg.org/files/56484/56484-h/56484-h.htm This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html.

CULTURE

Irritation and Its Diseases 

The debate was deadlocked. Three members of my team at Kanary—the platform I’d built for brands to buy digital ad space—agreed with me, and three didn’t. It was 2013, and I’d spent the last year building Kanary as the company’s founder and CEO. I was trying to break the deadlock, deciding whether we should pursue a new targeting function or not, when I looked down at my phone: I had 47 notifications from Amazon Web Services. Our load balancers were failing. I had forgotten to schedule an infrastructure review to handle new client volume. I’d been so busy trying to retain control over every decision made at Kanary, that I’d let key responsibilities slip. In that moment, I broke a cardinal rule I’ve always strived to follow: You can’t control everything yourself. As your company scales, you have to delegate responsibility, and empower your team. You have to let go. But, that rule is hard not to break. In fact, it’s the No. 1 mistake most first time founders make, without even realizing it. In addition to founding Kanary, which was acquired in 2014, I’ve worked at four other startups, as a founder, a co-founder, a CMO, a CPO, and all functions in between. In 2015, I became CMO at , a betting platform that I helped grow to over $2 billion in transactions per year in less than 12 months, and later CPO at , a fashion marketplace with over 75 million customers. Smarkets Lyst Today, I’m a co-founder of , offering digital business banking for SMB’s, and an in early stage technology companies. Rho Business Banking angel investor Over my career, I’ve met, worked with, and counseled countless founders. And although the industries, verticals, and market segments vary, I’ve seen it all too often: Even experienced founders struggle to let go. Naturally, there is a strong pull to retain control over every decision made at your company—even as it scales to dozens and hundreds of employees. For me, success as a manager, leader and founder, comes not through the ability to control and oversee every function, but the ability to empower your team to make the right decisions in your absence. The best founders actively seek to share and distribute responsibility, and spend their time creating systems to ensure teams are set up to succeed at handling those responsibilities. And while putting your company, your success, and your reputation, in the hands of others can be terrifying, it is the only way to build a company that will survive the growing pains of scale. So how do you do it? I have three pieces of advice to help get you started. 1. Start with a single task At Kanary, I developed a system to practice letting go. I would identify a task that was incredibly important, but universally understood, without too many unknowns, and hand it over to someone. I’d make sure it was a mission-critical task with high stakes—no chickening out—but nothing too nebulous or ambiguous. Then, I would purposefully schedule a meeting for something pretty far out on the roadmap, or simply take a walk—whatever it took to avoid meddling in the details, and utilize my new found time to hone a forward, long term focus. Whether the task was executed correctly or not, it gave me an opportunity to practice my role as a manager, rather than an operator. Instead of doing the job myself and living with the outcome, I would sit down with the employee who executed the task, and seek to understand the outcome. What worked? What didn’t? How could I set them up to perform better on the task the next time? Then, answering those questions became my full-time job. In the early days of a startup, your job is to do everything. But as your company scales, your job shifts to becoming a propellant for your team. Practice letting go of tasks as you hire your first five employees onward. 2. Encourage self-management As your company scales to dozens of employees, you’ll need to implement a more robust system of governance and culture. In a modern startup today—which is likely geographically distributed, lean and non-hierarchical—one of the most successful systems of governance to build is one that encourages self-management. I first learned how to build a culture of self-management among startup employees during my time at Smarkets. Jason Trost, the founder and CEO of Smarkets, religiously practiced “self-management,” something that I have since brought with me into every other organization I’ve helped develop.  Not only did Jason encourage me to take responsibility as I wished, and shape my own role as his partner and chief marketing officer, he implemented the same leadership strategy across the whole company. There were no managers. The team invested heavily to implement a system of self-management, encouraging employees to work as a distributed team of individuals, able to make decisions for themselves, rather than ask permission from superiors. The steps to build this type of culture are relatively simple, but all consuming—you have to commit 100 percent. First, you need to make sure the level of trust among members of your teams is extremely high. Would you loan your car to anyone you work with? Would you give them your credit card? If not, you need to take steps to increase the trust until you can confidently answer ‘Yes.’  Trust is the basic binding component in self-management, and if it’s absent at any time, you’ll put your business at great risk. In order to increase trust, continue delegating high stakes tasks to other people, and build a process around sharing feedback. Next, take multiple days out of the quarter to get the entire company in a room. The goal is to drive consensus around your company’s purpose, and get everyone on board. The process should be collaborative, and not a top-down recitation of instructions. As everyone contributes, and feels heard, the process will start to bind the team together. Team members will feel more ownership about the direction of the business. This can be challenging, as a chorus of differing opinions can emerge, but that’s okay. Spend time working through the feedback and opinions your team members share, until you can confidently say your purpose is established, and everyone agrees to it. Successfully following these two steps will give you a superpower: The ability to let your employees work on problems as they see fit. Sharing that freedom should result in multiple people working on the same challenges from different perspectives, dramatically increasing the chances you solve those challenges. It will increase your velocity, and you’ll be able to execute faster, and stay ahead of the competition. At Smarkets, the results spoke for themselves: I joined at 17 employees, and by the time I left we had over 100 people. We went from trading £1 billion over the company’s seven year history, to £2 billion per year in 2016. 3. Solidify your mission When headcount approaches hundreds of people, you will simply not have enough bandwidth for one-on-one time with every employee. At that stage, you have to double down on creating a strong culture to make sure each employee is operating at peak performance. In order to best retain focus across your organization, crafting a simple, understandable mission statement is paramount. At Lyst, our mission was understood across product, design, PR, marketing; the entire company. Lyst’s mission was: Help customers find and buy the fashion they want, at the right size and right price. That mission became a litmus test to determine if your work was contributing to the company’s overall success. You could ask yourself, “Is this project helping people find and buy the fashion they want at the right size and price?” If the answer was no, you could quickly change course. The mission was so clear it became ingrained in everything we did. As your company scales, writing a clear mission statement to provide structure and cohesion across teams becomes one of the greatest single responsibilities of a founder. It drives PNL. It drives employee satisfaction. And ultimately, it drives how well you serve your customers. If you can’t clearly communicate a mission to your team, how can you possibly serve hundreds, thousands, or millions of customers? A clear mission statement is critical to keep all of your employees focused, and empowered to make the right decisions. Today, at , I strive to implement all of these strategies, along with my co-founder . We operate in an open, transparent framework that enables us to scale fast and serve our clients even faster.  We start with trust, reinforce it with delegation to encourage self-management, and maintain a clear mission statement at all times: Helping clients reach their full potential through best-in-class business banking. Rho Business Banking Everett Cook Empowering your team members to take on greater responsibility can be daunting. But with a bit of practice, a culture of self-empowerment and cohesion around a driving mission, you’ll be on your way to scaling a business built to last the test of time. Want more insights from Rho Business Banking? Subscribe to our newsletter , clap our Medium , or follow us on LinkedIn.

I Helped Build 5 Companies before 34 and This is The #1 Mistake First time Founders Make  

Years ago, I used aver­age laten­cy on every dash­board and every alarm. That is, until I woke up to the prob­lems of aver­age laten­cies along with : every­body else in the indus­try When the dataset is small it can be eas­i­ly skewed by a small num­ber of outliers. When the dataset is large it can hide impor­tant details such as 10% of your users are expe­ri­enc­ing slow respons­es! It is just a sta­tis­ti­cal val­ue, . Until we plot the laten­cy dis­tri­b­u­tion we won’t actu­al­ly under­stand how our users are expe­ri­enc­ing our sys­tem. on its own it’s almost mean­ing­less Nowa­days, the lead­ing prac­tice is to use 95th or 99th per­centile laten­cies (often referred to as ) instead. These per­centile laten­cies tell us the worst response time 95% or 99% of users are get­ting. They gen­er­al­ly align with our SLOs or SLAs, and gives us a mean­ing­ful tar­get to work towards — e.g. “99% of requests should com­plete in 1s or less”. tail laten­cy Using per­centile laten­cies is a big improve­ment on aver­age laten­cies. But over the years I have expe­ri­enced a num­ber of pain points with them, and I think we can do bet­ter. The problems with percentile latencies The biggest prob­lem with using per­centile laten­cies is not actu­al­ly with percentile laten­cies them­selves, but with the way it’s imple­ment­ed by almost ven­dor out there. every sin­gle Percentile latencies are “averaged” Because it takes a lot of stor­age and data pro­cess­ing pow­er to ingest all the raw data, most ven­dors would gen­er­ate the per­centile laten­cy val­ues at the agent lev­el. This means by the time laten­cy data is ingest­ed, they have lost all gran­u­lar­i­ty and comes in as sum­maries — mean, min, max, and some predefined per­centiles. To show you the final 99th per­centile laten­cy, the vendor would (by default) aver­age the 99th per­centile laten­cies that has been ingest­ed. , it doesn’t make any sense! This whole prac­tice gives you a mean­ing­less sta­tis­ti­cal val­ue, and it’s in no way the true 99th percentile laten­cy of your ser­vice. Aver­ag­ing the per­centiles inher­it all the same prob­lems with aver­ages that per­centile laten­cies were sup­posed to address! You can’t aver­age per­centiles I have seen 99th per­centile laten­cies dif­fer by order of mag­ni­tude depend­ing on how I choose to aggre­gate them. Seri­ous­ly, how am I sup­posed to trust this num­ber when choos­ing the max over aver­age can pro­duce a 10x dif­fer­ence! You might as well stick a ran­dom­ly gen­er­ate num­ber on the dash­board, it’s almost as mean­ing­ful as the “the aver­age of 99th per­centiles”. This prac­tice is so wide­spread, almost every mon­i­tor­ing tool I have tried does this. is one of the few excep­tions because they actu­al­ly ingest and process all the raw events. Hon­ey­comb Can’t tell how bad the bad times are It’s great that we can use per­centiles to mon­i­tor our com­pli­ance with SLOs/SLAs. When things are going well, it gives us that warm and fuzzy feeling that all is well with the world. But when they go wrong, and some­times they go very wrong, we are left won­der­ing just how bad things are. Are 10% of my users get­ting response time of 1s and above? Is it 20%? Could it be 50% of my users are get­ting a bad experience? I just don’t know! I can use var­i­ous per­centiles as gates but that approach only goes so far before it over­whelms my dash­boards. Most data points are not actionable As much as I love to stare at those green tiles and line graphs and know that: We have done a good job, go team! Everything’s fine, there’s no need to do any­thing Indeed, most of the infor­ma­tion I con­sume when I look at the dash­board, are not imme­di­ate­ly action­able. To be clear, I’m not say­ing that per­centile laten­cies are not use­ful and that you shouldn’t show them on dash­boards. But as the on-call engi­neer, my atten­tion is heav­i­ly biased towards “what is wrong” than “what is right”. I want dashboards that match my focus and not force me to scan through tons of infor­ma­tion and pay the cog­ni­tive price to iden­ti­fy the sig­nals from the noise. As an appli­ca­tion devel­op­er, my def­i­n­i­tion for “what is wrong” is quite different. As an appli­ca­tion devel­op­er, I’m look­ing for unex­pect­ed changes in appli­ca­tion per­for­mance. If the laten­cy pro­file of my ser­vice changes after a deploy­ment, or oth­er relat­ed event (e.g. a mar­ket­ing cam­paign, or a new feature being tog­gled on) then I need to inves­ti­gate those. This dichoto­my in what’s impor­tant for ops engi­neers and appli­ca­tion developers means we should have sep­a­rate dash­boards for each. More on this lat­er. What can we do instead? What could we use instead of per­centiles as the met­ric to mon­i­tor our application’s per­for­mance with and alert us when it starts to dete­ri­o­rate? pri­ma­ry If you go back to your SLOs or SLAs, you prob­a­bly have some­thing along the lines of “99% of requests should com­plete in 1s or less”. In oth­er words, is allowed to . less than 1% of requests take more than 1s to com­plete So what if we mon­i­tor the instead? To alert us when our SLAs are vio­lat­ed, we can trig­ger alarms when that per­cent­age is over some pre­de­fined time win­dow. per­cent­age of requests that are over the thresh­old greater than 1% Unlike per­centiles, this per­cent­age can be eas­i­ly aggre­gat­ed across mul­ti­ple agents: Each agent sub­mits total request count and num­ber of requests over thresh­old Sum the two num­bers across all agents Divide total num­ber of requests over thresh­old by total request count and you have an accu­rate per­cent­age Dur­ing an out­age, when our SLAs are impact­ed, this met­ric tells us the number of requests that have been affect­ed. Once we under­stood the blast radius of the out­age, the per­centile and max laten­cies then become use­ful met­rics to gauge user expe­ri­ence has been impact­ed. how much Move aside, error count We can apply the same approach to how we mon­i­tor errors. For any giv­en system, you have a small and finite num­ber of suc­cess cas­es. You also have a finite num­ber of known fail­ure cas­es, which you can active­ly mon­i­tor. But then there are the — the fail­ure cas­es that you hadn’t even realised you have and wouldn’t know to mon­i­tor! unknown unknowns So instead of putting all your efforts into mon­i­tor­ing every sin­gle way your sys­tem can pos­si­bly fail, you should instead mon­i­tor for the . For APIs, this can be the per­cent­age of requests that do not have a 2xx or 4xx response. For event pro­cess­ing sys­tems, it might be the percentage of incom­ing events that do not have a cor­re­spond­ing out­go­ing event or observ­able side-effect. absence of a success indi­ca­tor This tells you at a high lev­el that “some­thing is wrong”, but not “what is wrong”. To fig­ure the “what”, you need to build observ­abil­i­ty into your sys­tem so you can ask arbi­trary ques­tions about its state and debug prob­lems that you hadn’t thought of ahead of time. Different dashboard for different disciplines As we dis­cussed ear­li­er, dif­fer­ent dis­ci­plines require dif­fer­ent views of the system. One of the most impor­tant design prin­ci­ples of a dash­board is that it must present infor­ma­tion that is . And since the action you will likely take depends on your role in the orga­ni­za­tion, you real­ly need dashboards that show you infor­ma­tion that are action­able ! action­able for you Don’t try to cre­ate the dash­board to rule them all by cramp­ing every met­ric onto it. You will just end up with some­thing nobody actu­al­ly wants! Instead, con­sid­er cre­at­ing a few spe­cialised dash­boards, one for each dis­ci­pline, for instance: Ops/SRE engi­neers care about out­ages and inci­dents first and fore­most. Action­able infor­ma­tion for them would help them detect inci­dents quick­ly and assess their sever­i­ties eas­i­ly. For exam­ple, per­cent­age of requests that are over the thresh­old, or the per­cent­age of requests that did not yield a suc­cess­ful response. Devel­op­ers care about appli­ca­tion per­for­mance. Per­centile laten­cies are very rel­e­vant here, as are oth­er resource met­rics such as CPU and mem­o­ry usage met­rics. Prod­uct own­ers and busi­ness ana­lysts might also need their own dashboards too. They care about busi­ness met­rics such as reten­tion, conversion rate, or sales. Summary When you go to see a doc­tor, the doc­tor would try to ascer­tain (as part of the diag­no­sis): What, and where your symp­toms are. The sever­i­ty of your symp­toms. How long have you expe­ri­enced these symp­toms. Any cor­re­lat­ed events that could have trig­gered the symp­toms. The doc­tor would use these infor­ma­tion to derive a treat­ment plan, or not, as might be the case. As the on-call engi­neer deal­ing with an inci­dent, I go through the same process to fig­ure out what went wrong and how I should respond. In this post we dis­cussed the short­com­ings of per­centile laten­cies, which makes it a poor choice of met­ric in these sce­nar­ios: They are usu­al­ly cal­cu­lat­ed at the agent lev­el, and aver­aged, which produces a non­sen­si­cal val­ue that doesn’t reflect the true per­centile latency of my sys­tem. They don’t tell you the impact of an inci­dent. We pro­posed an alter­na­tive approach — to mon­i­tor ser­vice health by track­ing the per­cent­age of requests whose response time is over the thresh­old. Unlike per­centiles, this met­ric aggre­gates well when sum­maris­ing results from multiple agents, and gives us a clear pic­ture of the impact of an out­age. We can apply the same approach to how we mon­i­tor errors. Instead of monitoring each and every error we know about, and miss all the errors we don’t know about, we should mon­i­tor for the . absence of suc­cess indi­ca­tors Unfor­tu­nate­ly, this is not how exist­ing mon­i­tor­ing tools work… For this vision to come to pass we need sup­port from our ven­dors and change the way we han­dle mon­i­tor­ing data. The next time you meet with your ven­dor, let them know that you need some­thing bet­ter than per­centile laten­cies ;-) And if you know of any tools that let you imple­ment the approach I out­lined here, please let me know via the com­ments below!

We can do better than percentile latencies

by Iryna Bezborodykh Vibrant showcases, repetitious rows of shelves, enticing muzak, smiling assistants… A precise picture of a shopping paradise, a place where you readily change your cash for 1001 something, as if enchanted by a magic wand of a mighty wizard. Well, it seems no — not anymore. The shopping dream is progressively dematerializing and moving online. Though the money spent on shopping in the net are quite real — , in 2017, customers readily splurged online as much as $ 2,3 billion globally. according to Statista Online marketplaces have become commercial meccas of contemporaneity. Fast, comprehensible, cost-effective — they guarantee near-inevitable gains for all the players involved (buyers, sellers, and platform operators). No wonder their number is constantly growing. The newcomers are successfully developing alongside well-established giants, such as Amazon, eBay or Uber. Investors also like online . In Europe only, there were over the €10 m mark in 2017. That very year, the NY-based online marketplace Artsy announced $ 50 m investment, and Japanese flea market Mercari expanded to the US having raised $ 47 m from undisclosed investors. There are 4,425 marketplace investors in AngelList, and the average valuation is $ 4,3 m. What are the prospects for online marketplaces development in the future? marketing 53 online marketplace investments startup But First, What Is an Online Marketplace? An online marketplace is a platform that allows multiple buyers and sellers to exchange goods and services directly. The platform is managed by a marketplace operator. The operator is responsible for attracting players from both sides, ensuring safety, providing information and facilitating transactions. As a revenue, the operator takes a percentage from all the sales across the online marketplace platform. Its main difference from the online store is that there are many vendors and as the owner of the marketplace you act more like a tenant. Today, online marketplaces sell almost everything: clothes, software and hardware, media, medicine, entertainment — whatever you like. There are marketplaces for products, services, and even projects. They may be organized as auctions or crowdfunding, B2B, B2C or C2C oriented, horizontal (selling goods from a large number of categories) and vertical (specializing in a particular product or service), searching and matching. Constant transformations make any classifications relative and flawed. So, let’s put the attempts aside and simply make a virtual stroll beholding their luring attractions. The Sprawling Giants Multivendor e-commerce marketplaces are the oldest and the most well-established online marketplace platforms. The idea of online marketplaces itself grew out of them. Those were Amazon and eBay who established the rules and sharpened techniques of online sales. And they still set the tone. Such e-commerce marketplaces follow horizontal model acting as ‘one-stop-shops’ which sell everything to everyone both in B2C (Rakuten, Walmart, Jet.com) and B2B (Alibaba, JOOR) segments. But it is not only the range of goods that attract customers to these platforms. So, the major key to Amazon’s success is special treatment of clients which company sticks to from its very first days. Prime accounts, maximum visibility, high customer service level — they reflect corporate values, but they encourage people to , too. Another example showing how special attitude helps to build strong company reputation is eBay’s Charity Shop. There, everybody can buy and sell gifts that support good causes. spend two times more annually The plethora of options these e-commerce spots propose is unquestionably their main advantage. Though, it is so easy to get lost. Many people are distracted from online purchases because they lack personalized communication. They like to address a consultant and ask questions. Some sellers also consider detail specification an indispensable part of professionalism. They will certainly prefer RFQ (Request For Quotation) and Catalog online marketplaces — as, for example, Global Sources. On them, buyers browse offerings but don’t make payments right away. Instead, they submit a request for quote or contact the supplier before finishing the order. It helps to establish trusting relationships and to get sure that the purchase fits the customer’s needs 100 %. But sometimes even narrower limits are desirable. Carving Out a Niche While some marketplaces offer a really wide range of goods, others focus on a single category or product (Newegg, Houzz, etc.). These are vertical, or niche online marketplaces. Niche marketplaces address the needs of the shoppers by offering a narrow set of specialized items. They are better targeted, and clients like them because they do save time. For some of them, specialization even creates additional value. Thus, it helps Artsy, an online marketplace platform that connects professional artists and collectors, not only enlarge the number of people who buy art by creating the atmosphere of exclusivity and high-mindedness but reveal to the world unestablished talents. These days, Artsy has 2,800+ paying galleries on the platform. The awareness that you need to be in line in order to be allowed helps the platform to keep high standards and to create additional demand. For comparison, let’s look at another popular online marketplace for artists, Etsy. Etsy’s special feature is the focus on unique handmade products. On the contrast to Artsy, this marketplace has a really low barrier to entry, which is very attractive for sellers, while popularity ranking helps buyers not to get lost in the ocean of low-quality offers. Etsy takes care of both crafters (by conducting workshops, providing business consultations, and giving small loans) and shoppers (making browsing and purchasing as easy as possible). It helped to create a strong identity and brand loyalty. Having started as a simple small website in 2005, today, Etsy is a big public company with over $ 360 m funding. that the future belongs to niche marketplaces and we are going to see more and more of them in the nearest decades. Another frequently mentioned e-commerce trend is the shift of emphasis from goods to services. A lot of experts predict Let Me Serve You Service marketplaces guarantee speed and convenience when it comes to the search of various works and services. To prove their popularity it is enough to mention such top online marketplaces as Uber or Airbnb. The business models developed by these companies have become so popular that «Uber-like» and «the Uber of» are already household names for a wide range of services from to s. And few people organize a trip abroad without checking an Airbnb website. legislation lotterie Another group of popular service online marketplaces includes websites for freelancers. , by 2020, there will be more than 7 m people in on-demand economy in the US only, reaching as far as 43% of all the country workforce. And these are not only digital nomads, but electricians, plumbers and taxi drivers as well. Currently, the niche is dominated by Upwork, Fiverr, and TaskRabbit with services ranging from software engineering to repairing a stool. According to forecasts As for C2C segment, the sector where online marketplaces have shown their especial efficacy is collaborative consumption. Rather than buying, they enable anybody to rent out or swap various items. Such rental marketplaces as Ukrainian Maemo save your money on things you might need once in your entire life. And these are not only already existing services that online marketplaces propose. Often, they create whole new categories of services no one even would think about some 10–20 years ago. Thus, Collabary connects brands with social networks content creators, DogVacay helps to find a pet sitter for the period of your trip, and on Indiegogo you may order tech and design innovations which few people even have heard about. Satellite Formation The growth of marketplaces results in expanded functions. And one day, the needs and expectations of the clients exceed their capacities. It leads to the formation of satellite businesses which provide related services and support for marketplace vendors and shoppers. In such a way GuestReady and Pass the Keys provide property management services for Airbnb hosts. Uber, which started as a platform for finding a driver, now welcomes companies that are buying and leasing cars. Satellite online systems plug into already existing online marketplace platforms and build on top of them. An illustrative example is Vistr, a cash flow forecasting service built on top of an outstanding accounting software platform Xero. New business options are emerging for the marketplace tenants themselves. So, Amazon today is not only the largest American marketplace but also the leading and the most innovative delivery provider. And another global online marketplace for freelancers, Freelancer.com recently introduced a recruitment service which helps companies organize interviews for the candidates. The Social Network Power In the mid-2000s, Facebook introduced buy and sell groups which set in motion one more type of e-commerce spots — network marketplaces, or market networks. They combine the main elements of both social networks which are so popular nowadays and online marketplaces. Actually, people had used social networks to promote goods and services for many years, and what Facebook did was just following the already existing current. It resulted in launching Facebook Marketplace in 2016 which quickly became one of the most favored online spots for multivendor e-commerce. An average user spends on Facebook about 50 minutes a day. Together with targeted adds, almost unlimited access to thousands of profiles, and free and easy communication, it creates great opportunities for businesses. Well, Facebook existed as a network for communication long before they decided to monetize the platform. And what about newcomers — do they have any chances? The example of Californian startup HoneyBook, a network for event professionals, shows that yes, it is quite possible. HoneyBook is a collaborative platform that streamlines event-planning through thoroughly organized interactions between all the participants under one network umbrella. Different professionals involved in event planning can cooperate with each other and their clients, build their circle, receive payments and make deals. The initiative received active support from the industry attracting thousands of new users every year. In 2015, the company raised $ 22 m from the best-known Silicon Valley investors who but were vying for the honor. From E-commerce to M-commerce How much time have you spent online today? Was it from the desktop or from a mobile? Where are you reading this article from? Well, let’s put aside guesswork and turn to statistics: , 51.89 percent of all global web traffic originated from mobile devices. Is it wonder then that now mobile is getting the biggest piece of online sales and is rapidly growing? Unlimited access (even in offline mode), easy and secure payments, big potential for personalization make the mobile an ideal option for e-commerce. as of the second quarter of 2018 There are two major ways mobile marketplaces rise. Some of them are no more than recently developed mobile versions of web-based e-commerce platforms. Thus, Amazon, eBay, Etsy already have their mobile apps. Others started as mobile marketplaces from scratch. Here belong Lyst, Grabble, and Wish. The examples mentioned above are all from the product category. But there are service mobile marketplaces as well. In travel industry, for instance, CoolCousin represents a mobile app that connects tourists and locals ready to share authentic experiences. With this app, you can ask for advice, find hosts and guides, choose routes, places of interest and cuisine recommended by the locals — and discover the real world as it is. And Even Further Towards the Future The last innovation in online marketplace development we would like to mention within the limits of this article is blockchain. Blockchain serves a digital ledger for different cryptocurrencies in order to record transactions chronologically and publicly. The main point of a blockchain marketplace is its decentralized structure — these are basically open-source platforms owned and controlled by no-one. On such marketplaces, transactions between sellers and buyers are performed without any third parties. As a result, all payments are processed instantly without any payment system involved and transaction fees are very low. There already exist a number of blockchain marketplaces focused on multiple goods and services. For example, OpenBazaar is a multivendor blockchain platform which supports businesses from more than 30 countries. All transactions are made anonymously through escrow accounts. Other examples of blockchain marketplaces are ModulTrade, Multiven, CanYa, and Storj.io. To Sum Up In the future, online marketplaces are expected to continue their growth, which is certainly good news for everybody. For customers, it means that online shopping is going to become even more convenient, pleasant and well-turned. For retailers, it is an excellent opportunity to reach more shoppers. And for those who are thinking about developing an online marketplace, it is a solid evidence that they are on the right track. Have already got an idea? Let’s together! And maybe yours will become the best online marketplace in future! discuss it Originally published at stfalcon.com .

Online Marketplaces: Modern Consumer Paradise

On Friday and yesterday I have attended a tech careers festival. Not only am I interested in tech and what the may bring in this area, I am also interested in meeting the people and companies behind the UX-designed websites and corporate brochures. If culture is such a hot topic and concern, for as much as technologies have advanced, there is nothing like a face-to face conversation to (start to) really understand what companies are all about under the hood or, in this case, under the hoodies. future Skills under the hoodie One of the last sessions of the first day of the festival was presented by , a consultancy focused on the skills for the future. It was not long until a slide read — as the second must have skill related to jobs in the future — “Career and job hacking”. While career hacking relates to the capacity to transition between careers, job hacking relates to the capacity to hack your job to make it better, to turn it into something closer to your dream job (although the presenter promptly reckoned that there is no such thing as dream job). It was also mentioned that in the future, on average, people will be expected to have 7 different careers, so it is understandable the prominent place given to that skill. 361degreeslab The slide (and skill) mentioned before that had been “Resilience” or the capacity to surpass obstacles, and now, faced with the second, I was to the point of concluding that those where not the trends I was expecting. I was expecting to hear that technical skills would become a must, or even that a certain programming language would become omnipresent and absolutely necessary for someone interested in any career, for that matter. Instead I got that career and job hacking are a must have skill for the future. yes, this is true Not long ago career shifts were frowned upon, and now, I was just seeing the capacity to perform them, promoted as one of the most relevant skills. — the capacity to have knowledge in different disciplines, some times considered as unrelated. This had good timing, as in the morning I had attended a TEDx talk on Creativity organized and hosted by a science school (Faculdade de Ciências e Tecnologias da Universidade Nova de Lisboa), where people from different backgrounds (artists, scientists, journalists) linked creativity to the capacity to transpose solutions from one field to other field of knowledge . Another skill read “transdisciplinarity” Just two years before I had launched a project aimed at mixing people with background in the Humanities with people with background in Sciences, hoping that people in both fields realized the century-long artificiality of this division. In fact, there are countless cases of scientists that contributed to the arts and humanities, and artists that contributed to science. Making this separation is not only artificial but also inhuman, as in these cases it requires almost that you split a person in two 😯 These trends left me with the somewhat optimistic feeling about the future, that perhaps it is just a matter of time until other things you believe in will fall into place too 🤞 In any case, I am pretty well aware that the discussions about the future that happen in rooms at festivals like these, are quite far from the current understanding of these topics for the other spectrum of society— and that nobody really knows how much time it will take for them to materialize and to be true for everybody (if at all). Another topic trending among the participants and speakers was the . This is also quite far from being discussed in many non-tech areas, but here it lends itself to heated discussion. The founder of was explaining how a fully distributed team of 75 people is a core trait of its culture and how it was a key decision to be made early on. That has allowed him to live, for example, between Hawaii and the US, while always working in the development and growth of the same company, i.e. Buffer. When asked how someone could convince their boss to allow them to do their job remotely, he confessed that it can be difficult, when the boss doesn’t share the same mindset. push for remote and distributed teams Buffer , that it puts into practice by publishing the salaries of all of its employees and the relevant figures associated with the business online. This is also something barely unheard of outside these shielded conference rooms. Sadly, in many other areas, companies and countries, transparency is not exactly the buzzword of the moment (for that matter, also for some players inside the tech world). Buffer is also known by its full transparency premise But not all is butterflies. Since my previous article on the , when I was clearly excited with the novelty and many of the positive things these kinds of events and conferences bring about, I realized that there are also some less interesting things. experience at Web Summit last year For instance, they tend to be full of . Apparently one person can have as many meanings for their lives as the number of companies exhibiting in a tech fair; just notice the sentences on some of the fliers in my goodies bag. While Diconium, a consultancy in digital products claims that you will “Do epic things!” (against a strong orange background), Trivago seems to claim that there you will “Get more of life!”. Don’t get me wrong, those slogans do express many things I believe anyone should aim for when choosing a career (and more than that) life direction, but hardly will a company or a job by itself give you all that, and even in those rare cases it does, since everybody is claiming to be that rare beast, everyone loses credibility in the claims. Rather, it seems one would have better chances of standing out by having claims such has “Here you can find a reasonable work life balance, and not-too-bad bureaucracy” or “Do more great things than boring ones, most of the time”. here-you-will-find-the-meaning-of-your life propaganda In one of the workshops entitled “How to Land your Dream Job”, the speaker — a recruiter at Lyst.com — showed this video from Twitter, that clearly illustrates the hyperbolic nature of some claims companies are making (hey, kudos to to the self-mocking capacity in the tech culture ). 😅 People and companies under the hoodies It is indeed quite different to speculate what companies are really about by reading the things they publish online and being face-to-face with their representatives; paying attention, more than to the content of their presentation, to the way they present their companies, and the way they answer your questions. I guess that like with candidates to recruiters, some companies that look great on paper, can look less interesting when in-person and vice-versa. One thing that could be potentially misleading though is when the representatives are people from HR and not people that you would actually work with (unless you are from HR). But even so, the way they behave and how they handle your questions, may not be a reflection of the work itself or the specific team you would work with, but it is, to some extent, always a reflection of the company (that has chosen them as their representatives). In this respect there were people that were quite informed about the positions available, others that didn’t have a clue and directed potential candidates to the website immediately, and others that gave blunt answers such as “We are only recruiting German speaking people” while seemingly annoyed to be disturbed from the beer-fueled conversation with their colleagues. It was claimed that there were around 60 companies represented in the booths displayed on the top-floor. That gave it a chaotic appearance and also incentives for people to go to all of them (also to collect the shining goodies displayed on the tables). While that works for curious people that like to talk to as much people as they can or that are building a collection of corporate merchandising (both perfectly valid situations ) think that a better approach would be for candidates and companies to pre-select a handful people they would more interested in talking to and have one-one-ones between candidates and companies — a Tinder mechanism for meeting companies of sorts. That would curb the temptation to go to each and single booth and would more effective in creating potential good matches. 😎 Expert conversation under the hoodie In this specific careers festival there were the so-called expert sessions, some one-on-one, some in group. I have booked one expert session one-on-one, although I ended up having two (because the group members of the other group session didn’t show up) and a group session. While I think that the one-on-one sessions worked well, because the “expert” was provided with individual context and tried to adapt the insight to the individual, the group sessions didn’t work as well (and perhaps don’t work at all in this kind of experience). On the individual sessions the insights where fully customized and since it was more of a conversation, there was lots of back and forth to ensure the insights were rightly adjusted. Conversely, on the group sessions, although it was interesting to see the goals, backgrounds and aspirations of other people, it seemed that generic conclusions where being cast in search of a contender to whom they would fit, since the time constraints didn’t allow to go much in-depth for each individual. Think this approach doesn’t work for such a topic, unless the time is extended for the group sessions, to allow for the same depth as the one-on-ones. For the same duration, I would obviously choose individual instead of the group sessions, as it can be specially hazardous or non-beneficial, to be generic on these topics. Hackaton under the hoodie A brief note about the hackathon, and to this respect maybe this headline is misleading, as I did not follow it closely and only saw some of the final results. A shout out to pickit, one of the winners of the night, an app to help you pick movies to watch with friends. It is always good to see what can be made in 24h and it always serves as a great motivator to learn to build products too. In reality, I think I didn’t see anyone wearing hoodies (OK, maybe one or two people, that were doing the hackathon) and that serves well as a metaphor. More than anything else, festivals like these can be used to dispel some biases and prejudices about future trends, companies and people working in those companies — to take a peek under the hoodie. The caveat is that although these events are much better to identify culture traits than just browsing corporate websites, they are based in words, talks, more than anything else. It would be really great if someone invented a that allowed companies to showcase their real culture to the people attending these festivals. technology That I think would be worthy of multiple well-funded hackathons. PS: I never got to go on the boat trip, although I signed up two times. Maybe I would have some other points to add, if inspired by he breeze. Next time.

Heads without hoodies and a bag full of goodies — my review of attending a tech careers festival

When building recommendation systems, I have been frustrated by how much effort I spend on data manipulation and API-building when real progress comes from developing algorithms that better understand my users and items. , a framework intended to streamline the logistics of a TensorFlow-based recommendation engine and free you up to focus on the interesting stuff: developing your ideas for representation (also called embedding) functions, loss functions, and more robust . That is why I built TensorRec learning Edit 1/22/19: There is now a Getting Started guide for TensorRec TensorRec is a recommendation algorithm with an easy API for training and prediction that resembles common machine learning in Python. It also gives you the flexibility to experiment with your own representation and loss functions, letting you build a recommendation system that is tailored to understanding your particular users and items. tools The TensorRec project is still young, but I invite any usage, participation, or criticism that you have to offer. In building TensorRec, I had four goals: Build a recommendation engine capable of learning from explicit positive and negative feedback. Allow for arbitrary TensorFlow graphs to be used as representation functions and loss functions. Provide reasonable defaults for representation functions and loss functions. Pack as many Machine Learning buzzwords into a Medium post as possible. While the first three goals remain a work in progress — your mileage may vary — I’m satisfied with number four. very How It Works TensorRec scores recommendations by consuming user and item (ids, tags, or other metadata) and building two low-dimensional vectors, a “user representation” and an “item representation”. The of these two vectors is the score for the relationship between that user and that item — the highest scores are predicted to be the best recommendations. features dot product # Predict scores for all users and all itemspredictions = model.predict(user_features=user_features,item_features=item_features) The algorithm used to generate these representations, called the representation function, can be customized: anything from a straight-forward linear transform to a deep neural network can be applied, depending on the particulars of the problem you need TensorRec to solve and the feature data you have available. Also, the user and item representation functions can be customized independently. You can find an example of representation function customization . here TensorRec learns by comparing the scores it generates to actual interactions (likes/dislikes) between users and items. The comparator is called the “loss function,” and TensorRec allows you to customize your own loss functions as well. You can find an example of a custom loss function . here The functions for fitting a TensorRec model are similar to fitting functions for other common machine learning tools: # Fit the model for 5 epochsmodel.fit(interactions, user_features, item_features,epochs=5, verbose=True) Update 3/30/18 — System Diagram Inspiration I have used , developed by Maciej Kula and , extensively and I am impressed with its performance and usability. I wrote a blog post about using LightFM . LightFM Lyst here LightFM generates user and item representations by functioning as a factorization machine and learning linear embeddings for each feature. By taking the dot product of these two representation vectors, you get a unitless score that, when ranked, tells you how good (or bad) a given user-item match would be. This linear factorization method is effective and computationally efficient, but I have run into issues using LightFM with imbalanced, redundant, inconsistent, or highly-correlated features — learning to meaningfully embed these features would require a more complex representation function, such as a deep neural network. This representation function would be able to learn nuanced relationships in the user and item features and increase the overall information capacity of the system. This made me curious to explore options for representation functions that were non-linear, and I developed TensorRec as a framework to do just that. TensorFlow for Recommendations originally developed by Google, is an open source tool that allows you to build, optimize, and distribute large, arbitrary machine learning systems. TensorFlow, In TensorFlow, a machine learning process is expressed as a ‘graph’ showing how data flows through the system. These graphs can be visualized using , giving a clearer explanation of the machine learning process at-hand. TensorBoard A single ReLU layer of a neural network shown as a TensorFlow graph. To build our recommendation system, we need TensorFlow graphs that accomplish four tasks: Transform input data into feature tensors for easy embedding. Transform user/item feature tensors into user/item representations (the representation function). Transform a pair of representations into a prediction. Transform predictions and truth values into a loss value (the loss function). TensorRec solves 1 and 3 while providing modularity and reasonable defaults for 2 and 4, giving you the freedom to experiment with representation and loss functions. All you need to do is plug in a function that builds your custom representation function graph or loss function graph, like . this example What’s Missing Many recent advances in information retrieval have come from sophisticated loss functions. Particularly interesting to me are pairwise loss functions, such as , but these are challenging to represent as TensorFlow graphs. TensorRec’s value to users would increase with implementation of these loss functions. WARP Valuable additions to TensorRec would be new features for dealing with large interaction data, managing model state, and handling implicit interactions. If you’d like to contribute to, or even just try out, TensorRec I’d love to hear your feedback either on or in the comment section of this post. GitHub Note: This is a personal project and, at time of writing, is not associated with Spotify

TensorRec: A Recommendation Engine Framework in TensorFlow

The Quiet Renaissance What does a top engineer at Volvo in Sweden, a creative director at Nike in Sao Paolo and a senior consultant at EY in Jakarta all have in common? They are all folks I’ve recently met who have made the leap. They’ve abandoned their cushy jobs in the pursuit of something unknown, something exciting. The ability to navigate under ambiguous circumstances is an asset in today’s complex business world and an absolute necessity when it comes to directing your own career. Driven by eternal curiosity and , the new kaleidoscope careerist is an amalgamation of all her expertise and experiences. square shaped thinking Ask me, I should know. Rather absurdly, what I do for work is think, write and talk about it. Fusing my experiences and expertise — I help people, teams and organisations do their best work. The Anywhere Worker The idea that work should be based on an activity rather than a location is the premise of Activity Based Working (ABW). The concept, first coined 25 years ago by is no longer a novel concept. Erik Veldhoen When we speak about flexibility today though — we do so not just in terms of location. We’re increasingly thinking about it in terms of time. The pace and fluidity of the Anywhere Worker is anchored around of uninterrupted time to get her best work done. bursts And there is no better office for this than wherever she wants to be. So as more people choose themselves, the balance of the workforce will tip in their favour. Macro trends point to the entire working world moving towards a leaner and freer way of operating. Research shows that by 2020 more than . 65% of the professional working world will be independent contractors In other words, the limited talent pool for full time workers is only getting smaller while the contingent external workforce is growing. As work continues to change and evolve the impetus will shift from being part of a workforce to belonging to a community. The Fluid Career From & downloadable for non-commercial use Colony Here The anywhere worker wants what many businesses simply cannot provide: . So a plethora of upstarts are catering to this emerging segment. permits experts to contribute to startups in exchange for equity in the business. employs blockchain technology (the same platform that enables bitcoin exchange) to enable a new type of creative collectivism. Other notable platforms helping independents flourish include , , , and . The alternative workforce they feed — the in turn fuels organisations as they contract and expand indefinitely. autonomy, mastery and purpose Vestd Colony , Workmarket Toptal The Backscratchers 10x Management Lystable Bonsai gig economy — In many ways, the tables have turned from companies picking select individuals as prospective employees to those same individuals now deciding for themselves where and how they want to work. When I peer into the eyes of those folks that have made the leap, with a twinkle they reveal: ‘ ’. I’ve chosen myself , organisational theorist who coined the ‘Portfolio Worker’, said this 35 years ago Charles Handy Balanced together, independents are creating a renewal in work. The next wave of organising, employment, and value creation will spawn from them — and we should all be stoked for the ride. Pockets of Productivity From Future of Jobs WEF’s “So what do you do for work?” has changed to “What are you working on?” Everybody has a side hustle. The fortunate ones are those that made their side gigs their main gig. As a direct consequence: work no longer feels like work. It also means that an inordinate amount of discipline and focus is required by today’s worker. Digital work — that is working with your digits on a computer — enables all sorts of freedom, pursuits, luxuries, opportunities and more. And with it comes a first-world-styled burden — that of knowing , and to do your best work. In this , what you do with your time is infinitely more important than where you do it. when, where how age of distraction Operating as a WIFI fuelled anywhere worker also means knowing and to turn off. This is the new . The is that if we can get more done in less time, then we should by virtue just stockpile more work. A recent piece from Oliver Burkeman explains: when how working smart fallacy of time management “Time management promised a sense of control in a world in which individuals — decreasingly supported by the social bonds of religion or community — seemed to lack it. In an era of insecure employment, we must constantly demonstrate our usefulness through frenetic doing, and time management can give you a valuable edge. Indeed, if you are among the growing ranks of the self-employed, as a freelancer or a worker in the so-called gig economy, increased personal efficiency may be essential to your survival. The only person who suffers financially if you indulge in ‘loafing’.. is you.“ The subjective nature of personal productivity means knowing (and in some instances pushing) your own limits. While may have slipped through our fingers as a common practice, recent studies point to more than 25-hour work weeks , well, — just plain stupid. Keynes’ 15-hour work week making some of us The next wave of workers will need superior self-management abilities to do the the innovation economy will demand. Armed with can-do attitudes, , and the versatility to learn on the fly — this generation will thrive in the new world of work. deep work growth mindsets Work isn’t Work Observe any Japanese worker whether it be a , banker or — and what you’ll notice is nothing short of mesmerising. sushi chef airport cleaner In stark contrast to their Western counterparts, nearly every worker has a pep in their step. Pride in work is visible everywhere you look. The (which would appear to have been democratised) is now ubiquitous. Japanese author, sculpture, and teacher, Tasio Odate, explains it best: Shokunin “The Japanese word shokunin is defined by both Japanese and Japanese-English dictionaries as ‘craftsman’ or ‘artisan,’ but such a literal description does not fully express the deeper meaning. The Japanese apprentice is taught that shokunin means not only having technical skills, but also implies an attitude and social consciousness..The shokunin has a social obligation to work his or her best for the general welfare of the people. This obligation is both spiritual and material, in that no matter what it is, the shokunin’s responsibility is to fulfil the requirement.” There are worrying concerns in Japanese work culture ( , , and the unchecked power of bosses to name a few). But to a foreigner like me, they are all overshadowed by workers’ distinctive attitudes and social obligations. Work is not so much work as it is a practice; an art form. job shortage s lack of feedback not firing unfit employees , AI taking over white collar jobs From Deck @ Future of Work #6 Victoria Stoyanova’s When you’re continually improving at something and approaching mastery— you are automatically engaged. You have meaning in work. Although the job itself may not always be that glamorous, the cultural norms in Japan make it so that you, and others, value what you do for a living. The West from the Japanese**,** if only we can take the cue and do something about it. Sadly it might well take a bigger economic crisis than the Great Recession for us to take any meaningful action other than reading the memo. can learn a hell of a lot On Collectivism Making Work, Work @ , Ubud ROAM Examples of modern day collectivism are widespread. Take free, open-source Apache software for example, running on over 35 million servers and powering half of all the web pages in the world (dwarfing Microsoft). Corporates like P&G work with an open innovation platform called Connect and Develop, freelancers use Amazon’s Mechanical Turk marketplace to work on what they want when they want, and anyone with the inclination and time on their hands, can contribute to Wikipedia. A human impulse amplified through technological sharing is enabling open collaboration and collectivism at unparalleled scales. By definition, in these distributed networks individual freedom as well as the power of working together is optimised. Youtube has over 1 billion users a month producing and watching an endless stream of videos. which tracks open source projects has a record of nearly 4 million contributors working on over 700,000 projects. No longer just users, the individual becomes an active stakeholder in the system. Black Duck Open Hub It’s also happening offline at lesser scale but notably with more social cohesion — with communities that attract members with creative, intellectual and adventurous inclinations. Modern day transitionary ways of working will continue to spread because its where anywhere workers find the freedom to do their best work. And these ephemeral places will permit industries to merge, disciplines to blend, creativity to flourish and innovation to happen. If you’re not aware of the plethora of emerging co-living or retreat styled getaways of this ilk, take a gander at some of these: _Roam is a global community of coliving and coworking spaces. Sign a single lease and live in interesting places for a…_www.roam.co Coliving & Coworking | Roam _Unsettled offers the ability to live and work month-to-month across destinations worldwide. Everything needed to be…_beunsettled.co Unsettled: Live anywhere, one month at a time. _A new way of living built on community. Furnished apartments and flexible rentals in New York and Washington, D.C. with…_www.welive.com WeLive _20 adventurous entrepreneurs work on their businesses in exotic locations, while co-living together in an inspiring and…_www.projectgetaway.com Entrepreneurs Co-Working _The Collective are a new kind of property company, we create innovative co-living and co-working spaces for the…_www.thecollective.co.uk Co-living, Co-working in London - The Collective _Remote Year brings together a community of 75 digital nomads from across the globe to spend a year working, traveling…_www.remoteyear.com Remote Year _Hacker Paradise - a traveling community for creative types._www.hackerparadise.org Hacker Paradise _Kill the routine, get your employees out of the office and get ready for an experience that will give you a boost of…_www.thesurfoffice.com Surf Office | Productive Company Retreats in Spain and Portugal _Join our Coworking Space in Taghazout, get inspired from multinational coworkers, discover Moroccan culture and explore…_sun-desk.com SunDesk: Coworking in Taghazout, Morocco. Work. Surf. Connect! Many of the people fueling these organisations are chronicled in a new film; . TLDW? This nomadic way of working is not so much a new impulse as it is a natural one facilitated by the networked world. It’s a phenomenon that is here to stay. One Way Ticket Step into any hipster coffee shop from Toronto to Tokyo with sultry music in the background, strong artisanal coffee, and even stronger WIFI —and see for yourself. What’s more striking than the proliferation of the anywhere worker is that observing these busy workers, reveals something that looks a whole lot more like pleasure than labour. As individuals working in concert with the global brain, our shared progress can be extraordinary. Today’s knowledge worker is blossoming into the next renaissance . Her paintbrush her digits, her signature style her versatility, and her canvas, the network. We peer ahead to our future selves and are simply green with envy. artist Join the Conversation I welcome your thoughts in the comments section below And do join me at the next Future of Work session, sign up for info here Looking to Nerd Out Some More? Some additional reads.. _Why do we work the way we do? Will our future of work be more about a place or a practice? What does a day at work look…_hackernoon.com It’s How We Work _Kids absolutely love asking questions: If I can see all those stars, can they really be so far away? Who's the fastest…_www.shutterstock.com Why You Need to Constantly Keep Learning, and How to Make It Happen _The advent of the portfolio worker and how it's changing the way we do business._creator.wework.com Will Our Future of Work, Work? _External forces have culminated in this very moment, causing a radical paradigm shift in the world of work, and well…_www.huffingtonpost.co.uk Burst Working * A version of this article first appeared at Hyper Island here **If you enjoyed this article please show some love & click below on the little 💚

Work. Work. Work. Work. Work. Work.

Image: MIT Technology Review Collaboration & Innovation Every once in a while you have one of those conversations — food for thought that changes not just how you think but potentially how you act. Exploring the future of work with a bunch of folks a week ago , I was part of such a conversation. The dialogue flowed late into the evening and a week later I‘m still soaking it all in. WeWork This means that pretty soon, portfolio working will really have become the norm. was spot on. But even more crazy is that while our average lifespan increases, that of a Fortune 500 company is in fast decline [ ]. The repercussions of these trends will be plenty. Yes, you read that right . Mr. Handy see Naveed’s diagram below Something is broken. More than 2 out of every 3 people report feeling disengaged at work. The outdated systems of the post-industrial era are simply not applicable today. In an world, 77% of Gen Y’ers now expect flexible working arrangements. Always On Reinvention and adaptivity have become the coveted skills of the 21st century both for individuals and for organisations. Drivers of Change. Asia will house 66% of the global middle class by 2030. Soon after [OK, like 20 years later] nearly 3 billion people in emerging economies will have leapt over . Hans Rosling’s ‘washing line’ How we treat the environment will become of paramount importance [As it should already be today] and climate change will be a major driver of organisational innovation. But both of these drivers play second fiddle to the largest catalyst of change: t_he changing nature of work_. Image: WEF Report 2016 Designing Conversations. And so during the evening, for the 4th Edition of the Future of Work Series — I had the pleasure of hosting Alison Coward ( ), Lucas Seidenfaden ( ) and Naveed Akram ( ). With a curious crowd, these navigators talked us through their place in the world of work — as well as their unique visions for the future. Bracket Fashion Link Vestd Go on, have a look: On Collaboration — Alison Coward View Presentation Alison Book Recommends: [Article] A Pocket Guide to Effective Workshops Great Teams — A Guide to Better Creative Collaboration The Top Jobs in 10 Years Might Not Be What You Expect On the Journey — Lucas Seidenfaden View Presentation Lucas Book Recommends: Social Physics On a New Operating System— Naveed Akram View Presentation Naveed Book Recommends: The Second Machine Age Abundance Reinventing Organisations On Reflection. On the night I was asked if all of these Future of Work shindigs are just regurgitating the same old crap time and again — like a broken record player. I thought for a moment.. Artefact Cards of Give/Get I’m certain it’s not the case. Each event brings with it unique perspectives, a different audience and a particular place in time — that is that much closer to the future. A swell is forming. A movement of like minds — some on the fringes, others on the inside. We’re no longer sitting in the proverbial armchair. As the conversation grows and continues to ebb and flow, we begin acting ourselves into new ways of thinking. Resources [WEF Report] [New York Times] [Video] The Future of Jobs Re-imagining The Office Future of Professions The Future of Agencies | Econsultancy Future of Work | Fast Company Future of Work | Raconteur Future of Work | PwC Wolff Olin’s Game Changers Hyper Island’s Business Trends Gallup Lystable Bentley University PSFK Articles Will our Future of Work, Work? Design Jobs of the Future Change Jobs Every 3 Years for the Rest of Your Life Who Will Own the Robots? Social Fabric | Future of Work Session II The Most Innovative Schools in the World Social Fabric | Better Ways of Working If you enjoyed this.. Sign up to our digest on design, technology and the future of work here The 5th Edition of FoW takes place 19th May 2016 @ Shoreditch House

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