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To the modern economic ear, accustomed to ideas of free markets that are supposed to be ‘win–win’ for all participants, policies to protect local industry and create a forced march for exports may sound more like a list of crimes. In rich countries, we are raised to believe that all wealth is the product of competition. The shocking truth, however, is that every economically successful society has been guilty, in its formative stages, of protectionism. Outside of the anomalous offshore port financial havens such as Hong Kong and Singapore, there are no economies in the world that have developed to the first rank through policies of free trade.10
How Asia Works
Joe Studwell
In my first week at Shopify, I had a bunch of meet-and-greet conversations with people around the org and one of them really stuck with me. It was a conversation with a GM for somewhere else in the company, and I asked him, hey, what advice do you have for me in my first year? Here’s what he told me:
“In your first 6 months here, here is your number one job. Familiarize yourself with the dozen senior people at Shopify who have the final call on really important decisions, from Tobi and Harley on down. You need to familiarize yourself with their operating philosophy around business and around how Shopify works. Go consume every written memo and every podcast episode (we have a great internal podcast called Context) they’ve ever done, get inside their heads, learn their perspectives and their preferences, and learn what gets them to say Yes to things.
“Here’s why this is your most important job. In your first six months, you’re gonna be useless anyways. You’re going to be drowning in new information and context and it’ll take you a few months to learn how to swim. But then once you do, you need to become effective. And in order to be effective, you need to know how to get those people to say Yes to things, and how they would think through a decision down to a detailed level. If you can do that, then you can get basically anything you want done. If you can’t do that, then you’re never going to get anything done. Therefore, this is your most important job right now.”
I remember thinking at the time, wow, that sounds like really important advice, I should listen. And I did put in some effort; not nearly enough, in retrospect, but more than zero. Now, six months in, I’m not nearly at a point where I would consider myself “effective” yet - I still have a long way to go in that department. But that advice is paying huge dividends already; not only with my own initiatives but actually more so with helping other groups with theirs.
When you’re in a company full of smart people, like Shopify, it can often be quite tricky to resolve disagreements and impasses with, say, product decisions - because the conflicting opinions all have a lot of merit. So I’ve found it very helpful to be able to bring to the table: “Here is how I think ____ would look at this problem, from their perspective and their philosophy. It’s a pretty different POV from how we’ve been talking about it so far, so hopefully that added perspective helps us get unstuck, since they’re ultimately the person who has to say Yes here.”
Moreover, it’s not like we only care about their opinions because they are decision-makers; this isn't really advice about relationship-building. It's advice about how to think better. Great leaders are right, a lot. They know things. So having their operating philosophy available on-demand, or even a rough approximation of it, can be really useful in moving the ball forward and getting teams aligned around the best possible decision.
Six Lessons From Six Months at Shopify
Alex Danco
“Your Imperial Majesty, you mentioned just now the defect in the Eastern mind when it comes to scientific thinking. This is because you have not realized that even the complicated objects of the universe are made from the simplest elements. I only need three.” Qin Shi Huang waved his hand and three soldiers came forward. They were all very young. Like other Qin soldiers, they moved like order-obeying machines. “I don’t know your names,” Von Neumann said, tapping the shoulders of two of the soldiers. “The two of you will be responsible for signal input, so I’ll call you ‘Input 1’ and ‘Input 2.’” He pointed to the last soldier. “You will be responsible for signal output, so I’ll call you ‘Output.’” He shoved the soldiers to where he wanted them to stand. “Form a triangle. Like this. Output is the apex. Input 1 and Input 2 form the base.” “You could have just told them to stand in the Wedge Attack Formation,” Qin Shi Huang said, glancing at Von Neumann contemptuously. Newton took out six small flags: three white, three black. Von Neumann handed them out to the three soldiers so that each held a black flag and a white flag. “White represents 0; black represents 1. Good. Now, listen to me. Output, you turn around and look at Input 1 and Input 2. If they both raise black flags, you raise a black flag as well. Under all other circumstances, you raise the white flag.” “I think you should use some other color,” Qin Shi Huang said. “White means surrender.” The excited Von Neumann ignored him. He shouted orders at the three soldiers. “Begin operation! Input 1 and Input 2, you can raise whichever flag you want. Good. Raise! Good. Raise again! Raise!” Input 1 and Input 2 raised their flags three times. The first time they were black-black, the second time white-black, and the third time black-white. Output reacted correctly each time, raising the black flag once and the white one twice. “Very good. Your Imperial Majesty, your soldiers are very smart.” “Even an idiot would be capable of that. Tell me, what are they really doing?” Qin Shi Huang looked baffled. “The three soldiers form a computing component. It’s a type of gate, an AND gate.”
The Three-Body Problem
Cixin Liu and Ken Liu
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