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Some decisions require comparing multiple options where it’s not immediately apparent which is best. One common way of doing that is to list the pros and cons of each option. For example, option A lists low latency as a pro, while option B lists high throughput as a pro. But do you know what throughput option A provides? Not being explicit makes it easy to make assumptions and ignore crucial comparisons.
I have been using Gatsby for my blog and I have never been fond of it’s complexity considering that all I need is Markdown rendering. Trying to update Gatsby and its dependencies to the latest version was painful enough to motivate me to jump ship. After looking at what’s out there, I settled for Hugo. As I will inevitably forget all about it in a month’s time, I am writing this post to remind myself of how the whole thing works.
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We need a few more of them. How can we get them?
In The New Geography of Innovation, writer Mehran Gul examines the increasing competition for talent in Singapore, where big tech firms are luring people away from once-prized government jobs.
Matt Stone and Trey Parker became billionaires by making 27 seasons of the funniest shows ever (and signing a first TV deal with an improbable clause).
Perverse incentives, and the unintended consequences that flow from them, can be found on every continent, in every time, and in every industry. And marketing is no different. This article argues that a malevolent metric sits at the heart of many marketing discussions and decisions. I believe that the many marketers who prioritise this metric seek to capture value, but unintentionally destroy it.
