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As long as I could connect every new thing I learned to this universe, I had an easy time with math. And I noticed that classmates who had problems with math weren’t struggling with math; they were struggling with connections. They were trying to memorize equations, but no one had successfully shown them how those equations connect with everything they had already learned. They were doomed. At some point along their path, their interconnected math universe had shattered into fragments, and they were trying to learn each piece in isolation—an extremely difficult proposition.
Fluent Forever
Gabriel Wyner
“Long-term thinking levers our existing abilities and lets us do new things we couldn’t otherwise contemplate,” Jeff wrote. “Long-term orientation interacts well with customer obsession. If we can identify a customer need and if we can further develop conviction that that need is meaningful and durable, our approach permits us to work patiently for multiple years to deliver a solution.”2 Key word: patiently. Many companies will give up on an initiative if it does not produce the kind of returns they are looking for within a handful of years. Amazon will stick with it for five, six, seven years—all the while keeping the investment manageable, constantly learning and improving—until it gains momentum and acceptance. The other key is frugality. You can’t afford to pursue inventions for very long if you spend your money on things that don’t lead to a better customer experience, like trade show booths, big teams, and splashy marketing campaigns. Amazon Music and Prime Video are examples of how we kept our investment manageable for many years by being frugal: keeping the team small, staying focused on improving the customer experience, limiting our marketing spend, and managing the P&L carefully. Once we had a clear product plan and vision for how these products could become billion-dollar businesses that would delight tens, even hundreds of millions of consumers, we invested big. Patience and carefully managed investment over many years can pay off greatly.
Working Backwards
Colin Bryar and Bill Carr
In February 1904, the Japanese struck against the Russian fleet, eventually destroying it at the Battle of the Tsushima Straits; that battle took place after the Japanese had inflicted comparable defeats on the Russian army in the Pacific and in parts of Russian-occupied Manchuria. The Japanese later justified their assault on Russia’s forces in the Far East by pointing to the danger a Russified Korea held out for them. Rikitaro Fujisawa, a prominent Japanese political figure, quoted a friend as saying that the Japanese had to strike against the Russians, because “Korea lies like a dagger, ever pointed towards the heart of Japan,” words that could have easily been spoken nearly half a century later, by the most senior American national security officials. Then he added in his own words, “Korea in the possession of Russia, or even a weak and corrupt Korea which might fall any time an easy prey to the Russian Eagle would place Japan’s destiny in the hands of the unscrupulous ‘Colossus of the North.’ Japan could not accept such a fate. That the Russo-Japanese War was not only a defensive war for Japan but Japan’s struggle for her very existence as an independent nation is too obvious to require either elucidation or explanation.” It was a great way to justify an offensive war—the Koreans, not the devil, made them do it.
The Coldest Winter
David Halberstam
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