(The graph would be even more persuasive with power requirements figured in. All reviewers have noted that the M1 chips

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apocalyptic and unrealistic, go ahead and ask yourself if you expected 3,000 people a day to be dying right about now, because more than 200,000 per day were falling ill. Those are catastrophic numbers — and they tell us that the scenarios above aren’t just within the realm of possibility, they’re pretty likely.

There is truth to the idea that in many online markets over the past 20 years, the most popular platforms attract more suppliers, which attracts more consumers, and so on, acting as the platform or intermediary between the two “sides” of the market. (Some, like David Evans, call this a matchmaking model.) Providing a great user experience, attracting suppliers, and improving the product through feedback certainly describes an important way an online company can generate an advantage for itself.

The structure of our company always helped transparency. We remained a small company until our recent acquisition (30–50 employees). It is no secret that the more people get involved, the harder it is to keep everyone in the know, and to make sure nothing leaks.

I hear stories from friends complaining about the total lack of transparency at their work. They don’t know how good or how bad of a situation their company is in. They don’t know what kind of financial targets have to be reached. This creates a stressful environment by default, because everybody is always trying to be at 100%, without knowing the required level of productivity. Especially during these challenging economic times, this is not a very viable system.

Viewed more carefully, aggregation theory is — at least in part — a model of what idealized competition might look like online, in some markets. Competition driven by quality reflects what antitrust and net neutrality advocates want competition to look like — that is, the better product wins, instead of whoever owns the pipes (or the channels). But that doesn’t mean it is what competition actually does look like, even on the internet. And this jump from the normative to the descriptive is the major pitfall of Thompson’s analysis.

Of course, there are lots of questions about UBI and similar programs. That’s why we need more research on how people respond to new incentives. One study conducted in Kenya suggests that direct cash transfers, in certain situations, can bring people out of poverty not only in the short term, but in the long run. I’d like to see more exploration in this vein but it’s clear some form of a capitalist welfare state will be the best path forward.

Cheers to Apple for making good on its promise and asserting itself in the PC world, but does it matter to Intel? Conventional wisdom tells that while the new Apple Silicon Macs will intrude on the edge of the PC market, the Santa Clara company’s x86 architecture, which commands more than 90% of desktops and laptops, and even more of the high-margin server market, will continue to dominate.

But none of this means a company can’t, or doesn’t, gain advantage for itself in many other ways, too, and that some of which may actually matter as much and maybe more. Nor is it inconsistent with the story of a company that gets its start with a great user experience and attracts users and suppliers, but then, over time, turns to other, old-school techniques to fortify its market position. Indeed, that is roughly what Google is accused of, and there is good reason to think most of the platforms rely on similar, old-fashioned sources of advantage as well.

Whether it was the financial health of our small startup, having to let go of some people, or the targets each team had to reach to maintain the company afloat (especially at the peak of the corona pandemic), our CEO always did his best to tell us everything he was allowed to tell us. He didn’t hide behind corporate responsibility excuses to obstruct relevant information, and I’ll remember this lesson for the rest of my professional career.

Furthermore, the internet is helping people turn their hobbies into dream jobs. Thanks to online platforms, it’s easier to monetize skills like graphic design, video editing, and other things people typically learn and do for fun. For instance, when a fan recently created a beautiful Instagram post using a quote from one of my books, I offered to hire her to make more for my account. Creating inspirational posts was something she did just for fun for herself, but now she can make money on her hobby in her spare time.

If you can do your job virtually, you have two major advantages that can help you avoid wage slavery. First, you can choose to live somewhere with a low cost of living, so you’re less dependent on a higher paycheck and can save more. Many people have already figured this out, choosing to live more cheaply in the heartland while working for companies based on the coast.

Can we imagine a future where people don’t have to work? Especially if automation significantly lowers the cost of living, it might be possible to introduce a universal basic income (UBI), so everyone can live, even without working. Maybe this would even incentivize employers to do better by their employees since they know their workers are free to leave anytime.

If there is one most important thing I learned from my CEO, it is this: transparency. He taught me and other employees how important it is to let your people know about what is happening at the company, as much as possible. Of course you can’t tell everything to everyone, some information has to remain confidential. But a lot of the times, you can be a lot more transparent than you would rather be.

The problem is that his aggregation theory isn’t aspirational. Instead, it is presented as a description of how the internet has “fundamentally changed the plane of competition” in a world where “on the internet everything is just zero marginal bits.” It also takes as its assumptions: “Zero distribution costs. Zero marginal costs. Zero transactions.” In that, in some ways, it is like the older economic models from the 1960s, except that they were at least billed as models, not depictions of reality.

I say this is the number one most important thing he taught me because I can tell from my experience at other companies, and from what I heard from people at other companies, that the way my CEO was being transparent majorly influenced the way the company moved forward.