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I’m still here: back online after a year without the internet | The Verge

I’m feeling out of sync with the human race.

Some people decide to spend a year travelling around the world to discover their “true self”. Paul decided instead to leave the Internet. With the same disappointing results: there is no true self to discover because there is no pre-existing individual essence to what we do and how it impacts people around us.

But beside the metaphysical aspect of Paul’s experiment, his warning against the addictive nature of the Internet is a topic that is not going away anytime soon. Just talk to any social game developer and you’ll understand the lengths they’ll go to to make sure you keep coming back and wanting more. 

Digital detox clinics are popping up everywhere, and I expect the movement to grow well beyond the most extreme cases - how much we let technology impact our lives and social communication is a question we all ask ourselves.

I personnally try (and usually manage to although my girlfriend will disagree on that statement) to turn my phone off from 8pm to 8am, at least one day of the week-end, and most of my holidays.

How do you guys deal with digital burnout?

12 Notes

Startups, life, learning and happiness: Expert of nothing

joelgascoigne:

One of the most interesting and simultaneously challenging realizations I’ve had is that as a founder, especially the CEO, you essentially have chosen to never become an expert of anything. Oh, and if you don’t embrace that reality, it’s probably going to affect your likelihood of success.

Notes

Not sure where those numbers are coming from (which is a shame from a website promoting scientific education) but they feel about right to anyone who has ever tried to hire tech talent.

Not sure where those numbers are coming from (which is a shame from a website promoting scientific education) but they feel about right to anyone who has ever tried to hire tech talent.

1 Notes

“Reinventing The Calendar”. Or Why Ideas Are Not Unique, Execution Is

“Right now, 100 people are already working on your idea.” 

This is the story I will tell every entrepreneur who doesn’t want to give me details about her idea, or asks me to sign an NDA before she will even give me her name: 

9 months ago, I took part in my first Startup Weekend in London (you can read about it here: Startup Weekend London: “It’s the team, stupid”). I pitched a very simple idea, which actually took the form of a question: “If we were inventing the calendar today, what would it look like?”.

I didn’t have the answer but it sounded pretty safe to bet that it wouldn’t look like the terrible, grid-based, paper-inspired apps featuring on the home screen of every single smartphone around the world. Look at your calendar app. Then look at Path. Then look at your calendar app again. And now you know that something needs to happen. That something is going to happen. 

This is the presentation we gave:

Indeed, at that very moment, two teams (that I know of today) were starting to work on the exact same problem - Cue in San Francisco and Sunrise in NYC - and have now released the first version of their apps. Which no doubt will become really amazing after a few iterations. Proving once again that no idea, especially one as simple, obvious and universal as this one, is unique, and that only its execution can be. 

image

This may be stressful for entrepreneurs but it’s a blessing for consumers: it means that, at any given time, tens of teams around the globe are working on solving your most pressing needs (assuming they are big and universal enough. But if people are building purpose-built rings for thumb wrestling competitions, they will build everything). 

Notes

More than 1,000 people worldwide are earning at least $100,000 per year just from YouTube advertising revenues and a million YouTube users are earning money from their videos - a greater number than are employed in the US television industry.
Eight years ago, YouTube didn’t exist.
Wired UK Feb 2013, How YouTube reinvented the entertainment business

Notes

So that’s it then: HMV has finally gone into administration, the latest, most tragic victim of the revolution that is sweeping away erstwhile giants. This comes just days after Jessops, the camera firm, was liquidated, and after the demise of Comet, the electrical retailer.
So who’s responsible? Quite simply, all of us. Consumers are all-powerful, and shifting tastes and technologies mean that fewer of us had chosen to shop in these stores. We are the masters, and the capitalists our servants. It’s become easier to buy goods online, or pick them up (or arrange for them to be delivered) from a supermarket - and of course music is now primarily digital, with films following suit thanks to the likes of Amazon’s Lovefilm. […]
That’s capitalism and the process of creative destruction: it ensures ruthlessly that we get what we want, and that resources that cease to be used in an economically rational manner are reallocated swiftly. New models have emerged, they have displaced the incumbents by providing goods and services more conveniently and cheaply. Those who moan at HMV’s demise should look at themselves in the mirror.
Allister Heath’s Editor’s Letter in City Am, Tuesday 15th January 2013 

1 Notes

Ça ressemble à quoi un ascenseur social?

Certaines rencontres en disent plus long sur notre société que n’importe quel rapport ou discours politique. 

C’est le cas de ma rencontre avec Paul, un garçon de 22 ans avec qui j’ai petit-dejeuné ce matin. 

Le fils du forgeron

Originaire d’une famille modeste, père forgeron et mère au foyer, il ne brille pas par ses résultats scolaires. Un bac (moyen) en poche, il décide de suivre des études de “Media Management”, un cursus généraliste censé lui apprendre des notions de gestion et des connaissances sur l’industrie des médias. Se rendant vite compte que ce qu’on lui enseigne ne sera jamais de la moindre utilité à quelque employeur que ce soit, il ne termine pas sa première année, et se retrouve, comme tant de gens de notre génération, sans emploi, sans expérience professionnelle, et sans diplôme sérieux.

Et pourtant, ce matin, trois ans après l’arrêt de ses études, ce n’est pas dans la file d’attente du Job Center que j’ai rencontré Paul, mais bien à la table d’un des cafés branchés de Shoreditch. Et s’il m’a demandé de petit déjeuner avec lui, ce n’est pas pour que je l’aide à trouver un boulot, mais pour que je lui donne mon avis sur lequel refuser.

En effet, Paul hésite aujourd’hui entre 5 startups établies qui lui offrent des salaires supérieurs à £40k par an, ainsi que de généreuses stock-options, représentant potentiellement plusieurs centaines de milliers de £ (voire de millions, s’il a la chance et le flair de rejoindre le prochain Facebook). Mais l’argent ne faisant pas tout, il veut trouver le meilleur environnement de travail et un produit qui le passionne vraiment. Car il a le luxe inouï de pouvoir choisir.

Chômage? Quel chômage?

Quel est donc le secret de Paul? De quel pouvoir magique est-il le détenteur pour ensorceler tant de potentiels employeurs? La réponse tient en un mot, qui n’a rien d’ésotérique: Paul est front-end développer. Il maitrise plusieurs langages web essentiels: HTML, CSS, Javascript, JQuery. Comment les a-t-il appris? Ses parents lui ont-ils payé des écoles spécialisées hors de prix? Non. Il est tombé dedans à 16 ans, en essayant de customiser son profile MySpace pour impressionner les filles. Et il a tout appris par lui-même, en faisant, et en utilisant les milliers de ressources gratuites disponibles sur Internet.

Le secteur dans lequel je travaille, les startups Internet, ne connait pas le chômage: il connait la pénurie de talents. Si Paul a cinq offres d’emploi c’est que nos startups n’arrivent pas à trouver suffisamment de gens motivés qui possèdent ses compétences. Et si, dans le même temps, des millions de gens ne trouvent pas de boulot, ce n’est pas simplement qu’il n’y en a pas assez pour eux, mais aussi qu’ils n’ont pas les compétences dont les entreprises ont besoin. C’est une évidence, mais on la mentionne rarement. Les boites avec lesquelles je bosse se foutent pas mal que leurs employés aient Bac+10 ou, comme Paul, Bac+0. Elles veulent juste qu’ils soient capables de faire ce qu’elles leur demandent. De créer une sublime Web application par exemple. 

L’ascenseur social est en panne…: J’ai pris mon clavier!

C’est en cela que le mythe des études secondaires et du diplôme est fondamentalement pervers. Faire croire à des millions de jeunes qu’il leur suffit d’additionner le plus grand nombre de chiffres derrière leur bac pour avoir le boulot de leur rêve est au mieux inconscient, au pire criminel. Dans la vraie vie, celle des entreprises privées qui paient des impôts et doivent être profitables pour exister, on ne recrute pas des années d’études, on recrute des compétences. 

Et c’est grâce à cela que des gens comme Paul, qui n’ont pas fait d’études, qui n’ont pas de capital de départ - ni culturel, ni social, ni financier - peuvent trouver le boulot de leurs rêves. Un boulot qu’ils aiment et qui les rémunère suffisamment pour vivre bien, voire même pour les mettre à l’abri du besoin pour le restant de leurs jours. Il n’a eu besoin ni de pistons, ni de contrats aidés. Il s’est fait tout seul, dans sa chambre, grâce à son travail et son intelligence. Et grâce à Internet. 

Car Internet est le grand égalisateur. Tout le monde est égal derrière son ordinateur. Tout le monde a accès aux mêmes ressources et aux mêmes outils. Il n’y a ni âge, ni genre, ni race, ni religion, ni classe. Les matheux peuvent coder, les artistes peuvent designer, les littéraires peuvent écrire. Et les pauvres peuvent devenir riches. Par leur travail et leur intelligence. 

Ça ressemble à ça un ascenseur social.

Notes

The case for forgetting your way to the office (and taking long breaks)

Since I joined Index three years ago, I’ve been getting to work by bike pretty much every single day. That’s how I realised it actually wasn’t raining that much in London. Or maybe I just stopped caring about it.

If you asked me what the best part about riding a bike to work is, I wouldn’t say the fresh air, the exercise, or the freedom, I would actually tell you it’s the predictability. The entire London transportation system may drown under a tsunami, I would still arrive at the office between 15 and 20 minutes after I left home. 

The price to pay for this predictability is that I gave up any creativity. After two weeks of trial and error, I had identified (what I thought was) the optimal route and stuck to it for the next three years. 600 rides or so following exactly the same streets, the same right and left turns, uphill, downhill, in the same order.

But although I thought it was optimal, I still didn’t find that journey perfect. Three blocks after my flat, there would be a dangerous junction, in a small, quiet, hidden street, where large trucks park on both sides, hence obstructing any visibility. Every day for three years I would moan and curse, and threaten to write a letter to my local MP, convinced I would one day get hit at that very location.

It lasted until Wednesday, last week, when, completely inadvertently, I took a right turn one street before the junction, which led me straight past the trucks and safely onto the next leg of my journey. I didn’t do it because I wanted to solve that particular junction problem, but simply because I had been away from London for over a month, and had forgotten about the “optimal” route. 

This may be a trivial example but it shows what those long breaks are amazing for: they break the routine and allow you to see and do things differently, in your work, but also in your life in general. I wish Index would let me have more of them!

Notes

“Sweating the assets” - the Bharti Infratel / Indus case study

As I was travelling to India last month, I came across the news that Bharti Infratel had just IPOed at a $7 billion valuation. The company is a spin-off from the Bharti Airtel telecom operator, set up to independently manage all of their tower infrastructure. 

This reminded me of my time at UBS where I spent a year working on a couple of similar projects for African operators, to no avail unfortunately. These deals, especially when they attempt to pool assets from multiple operators together (as is the case with Indus Towers, which owns and manages towers previously owned by Bharti, Vodafone and Idea) are hard to put together (it’s not easy to value a portfolio of thousands of towers across a large area) but incredibly appealing in economic terms. 

It is a win-win-win situation:

  • the tower company can optimise the occupancy rate of its assets by having more than one operator on each tower (thereby “sweating the assets”)
  • the operators can transfer large capex to smaller, more flexible opex. They can also get a faster and broader geographical coverage.
  • the public and the environment benefit from less towers being built and cheaper rates if operators decide to pass on their savings

We, at Index, have invested in many consumer-focused “sweating the assets” type of companies: Housetrip and OneFineStay for homes, Voiturelib for cars - but the Bharti Infratel / Indus case study shows that the B2B opportunity can be very large too.

Notes

Les Jeunes Pousses – Index Ventures

Pour marquer le coup du retour de Berlusconi en politique, je me suis moi aussi fait interviewer par un media que j’avais prealablement cree ;)