Category: Entrepreneurship

“We Shall Increasingly Have the Power to Make Life Good”

(p. B13) Derek Parfit, a British philosopher whose writing on personal identity, the nature of reasons and the objectivity of morality re-established ethics as a central concern for contemporary thinkers and set the terms for philosophic inquiry, died on Monday at his home in London.
. . .
The two volumes of “On What Matters,” published in 2011, dealt with the theory of reasons and morality, arguing for the existence of objective truth in ethics.
. . .
“With no other philosopher have I had such a clear sense of someone who had already thought of every objection I could make, of the best replies to them, of further objections that I might then make, and of replies to them too,” the philosopher Peter Singer wrote recently on the philosophy website Daily Nous.
. . .
In February [2017], Oxford University Press plans to publish a third volume of “On What Matters.” It consists in part of responses to criticism of his work by leading philosophers, which will appear in a companion volume, edited by Mr. Singer, titled “Does Anything Really Matter?”
. . .
On Daily Nous, Mr. Singer offered a snippet from Mr. Parfit’s new work:
“Life can be wonderful as well as terrible, and we shall increasingly have the power to make life good. Since human history may be only just beginning, we can expect that future humans, or supra-humans, may achieve some great goods that we cannot now even imagine.
“In Nietzsche’s words, there has never been such a new dawn and clear horizon, and such an open sea.”

For the full obituary, see:
WILLIAM GRIMES. “Derek Parfit, 74, Philosopher Who Explored Identity.” The New York Times (Thurs., JAN. 5, 2017): B13.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the obituary has the date JAN. 4, 2017, and has the title “Derek Parfit, Philosopher Who Explored Identity and Moral Choice, Dies at 74.”)

The book by Parfit quoted above, is:
Parfit, Derek. On What Matters: Volume Three. Oxford, UK: Oxford University Press, forthcoming 2017.

Internet Innovations Only Arose After Entrepreneurs Created PCs

(p. B15) Leo L. Beranek, an engineer whose company designed the acoustics for the United Nations and concert halls at Lincoln Center and Tanglewood, then built the direct precursor to the internet under contract to the Defense Department, died on Oct. 10 [2016] at his home in Westwood, Mass.
. . .
After the war, Dr. Beranek was recruited to teach at M.I.T., where he was named technical director of the engineering department’s acoustics laboratory. The administrative director of that lab was Richard Bolt, who later founded Bolt, Beranek & Newman with Dr. Beranek and Robert Newman, a former student of Dr. Bolt’s.
The company was conceived as a center for leading-edge acoustic research. But Dr. Beranek changed its direction in the 1950s to include a focus on the nascent computer age.
“As president, I decided to take B.B.N. into the field of man-machine systems because I felt acoustics was a limited field and no one seemed to be offering consulting services in that area,” Dr. Beranek said in a 2012 interview for this obituary.
He hired J.C.R. Licklider, a pioneering computer scientist from M.I.T., to lead the effort, and it was Dr. Licklider who persuaded him that the company needed to get involved in computers.
Under Dr. Licklider, the company developed one of the best software research groups in the country and won many critical projects with the Department of Defense, NASA, the National Institutes of Health and other government agencies. Though Dr. Licklider left in 1962, the company became a favored destination for a new generation of software developers and was often referred to as the third university in Cambridge.
“We bought our first digital computer from Digital Equipment Corporation, and with it we were able to attract some of the best minds from M.I.T. and Harvard, and this led to the ARPA contract to build the Arpanet,” Dr. Beranek said.
“I never dreamed the internet would come into such widespread use, because the first users of the Arpanet were large mainframe computer owners,” he said. “This all changed when the personal computer became available. With the PC, I could see that computers were fun, and that is the real reason why all innovations come into widespread use.”

For the full obituary, see:

GLENN RIFKIN. “Leo Beranek, 102, Who Pivoted From Acoustics to Computers, Dies.” The New York Times (Tues, OCT. 18, 2016): B15.
(Note: ellipsis, and bracketed year, added.)
(Note: the online version of the obituary has the date OCT. 17, 2016, and has the title “Leo Beranek, Acoustics Designer and Internet Pioneer, Dies at 102.” )

Flaws in Early Tech, Solved by Later and Better Tech

(p. A2) Mr. Mokyr says innovators gravitate to society’s greatest needs. In previous eras, it was cheap and rapid transport, reliable energy, and basic health care. Today, seven of the top 10 problems he says are most in need of innovative solutions are instances of bite-back. They include global warming, antibiotic resistance, obesity and information overload. Fixing these problems may weigh heavily on growth. Yet Mr. Mokyr argues past productivity was overstated because it didn’t include those costs.
Nonetheless, he’s an optimist. For every unintended consequence one innovation brings, another innovation will find the answer. Fluoridation cured tooth decay, and automotive engineers found alternatives to leaded gasoline. And distracted driving? Driverless cars may take care of that plague before long.

For the full commentary, see:
GREG IP. “CAPITAL ACCOUNT; When Tech Bites Back: The Cost of Innovation.” The New York Times (Thurs., Oct. 20, 2016): A2.
(Note: the online version of the commentaty has the date Oct. 19, 2016, and has the title “CAPITAL ACCOUNT; When Tech Bites Back: Innovation’s Dark Side.”)

Venture Capitalists Expect Future Successful Entrepreneurs to Look Like Recent Successful Entrepreneurs

(p. 4) In recent months, the fund-raising atmosphere has cooled as venture capitalists react to the poor stock market performance of some public tech companies and question whether the recent fast pace of investment is sustainable. Venture capitalists are making fewer investments at lower valuations.
“There is this delusion that it’s easy to raise money in Silicon Valley,” said Sam Altman, president of Y Combinator, a mentorship and investment program for start-ups. “Raising money is incredibly hard.”
. . .
Venture capitalists, who hold the keys to success in Silicon Valley by providing start-up money, are even more likely to be white and male than tech company employees are. Theirs is an insular business. Most investors accept pitches only from entrepreneurs who come through an introduction, and they tend to finance people who have succeeded before, or who remind them of those who did.
According to a 2014 study published by the National Academy of Sciences, investors prefer pitches by men, particularly attractive men, to those by women, even when the content of the pitch is the same. In addition to studying the results of three entrepreneurial pitch competitions, the researchers conducted two experiments in which a representative sample of working adults heard identical pitches in male and female voices. Sixty-eight percent of people preferred to finance the company when it was pitched by a male voice, while 32 percent chose the female.
. . .
At the gender discrimination trial last year against Kleiner Perkins Caufield & Byers, which the venture capital firm won, female employees said they were excluded from a ski trip, denied credit for deals they brought to the firm, and told they both didn’t speak up enough and talked too much.
“I feel like it’s a lot more nuanced and sometimes it’s subconscious,” said Julia Hu, the founder and chief executive of Lark, which makes a health and weight-loss app. “V.C.s are pattern matchers, and they’re just used to seeing men like themselves.”
Many women convey confidence and leadership in a different way than men do, she said. As an Asian woman, she said, she was raised to be humble and quiet and felt uncomfortable promoting her skills. “To try to be who I thought they wanted me to be, which was another Mark Zuckerberg, was actually very difficult for me without feeling inauthentic.”

For the full story, see:
Miller, Claire Cain. “The Venture Capital Ceiling.” The New York Times, SundayBusiness Section (Sun., FEB. 28, 2016): 1 & 4-5.
(Note: ellipses added.)
(Note: the online version of the story has the date FEB. 27, 2016, and has the title “What It’s Really Like to Risk It All in Silicon Valley.”)

The National Academy of Sciences study mentioned above, is:
Wood Brooks, Alison, Laura Huang, Sarah Wood Kearney, and Fiona E. Murray. “Investors Prefer Entrepreneurial Ventures Pitched by Attractive Men.” Proceedings of the National Academy of Sciences of the United States of America 111, no. 12 (March 25, 2014): 4427-31.

Mice Genome Reprogrammed to Rejuvenate Organs and Extend Life

(p. A22) At the Salk Institute in La Jolla, Calif., scientists are trying to get time to run backward.
Biological time, that is. In the first attempt to reverse aging by reprogramming the genome, they have rejuvenated the organs of mice and lengthened their life spans by 30 percent. The technique, which requires genetic engineering, cannot be applied directly to people, but the achievement points toward better understanding of human aging and the possibility of rejuvenating human tissues by other means.
The Salk team’s discovery, reported in the Thursday issue of the journal Cell, is “novel and exciting,” said Jan Vijg, an expert on aging at the Albert Einstein College of Medicine in New York.
Leonard Guarente, who studies the biology of aging at M.I.T., said, “This is huge,” citing the novelty of the finding and the opportunity it creates to slow down, if not reverse, aging. “It’s a pretty remarkable finding, and if it holds up it could be quite important in the history of aging research,” Dr. Guarente said.
. . .
Ten years ago, the Japanese biologist Shinya Yamanaka amazed researchers by identifying four critical genes that reset the clock of the fertilized egg. The four genes are so powerful that they will reprogram even the genome of skin or intestinal cells back to the embryonic state.
. . .
Dr. Izpisua Belmonte believes these beneficial effects have been obtained by resetting the clock of the aging process. The clock is created by the epigenome, the system of proteins that clads the cell’s DNA and controls which genes are active and which are suppressed.
. . .
Dr. Izpisua Belmonte sees the epigenome as being like a manuscript that is continually edited. “At the end of life there are many marks and it is difficult for the cell to read them,” he said.
What the Yamanaka genes are doing in his mice, he believes, is eliminating the extra marks, thus reverting the cell to a more youthful state.
The Salk biologists “do indeed provide what I believe to be the first evidence that partial reprogramming of the genome ameliorated symptoms of tissue degeneration and improved regenerative capacity,” Dr. Vijg said.

For the full story, see:
NICHOLAS WADE. “Scientists Learn About Human Aging by Lengthening the Life Span of Mice.” The New York Times (Fri., DEC. 16, 2016): A22.
(Note: ellipses added.)
(Note: the online version of the story has the date DEC. 15, 2016, and has the title “Scientists Say the Clock of Aging May Be Reversible.”)

Doctors Lack Incentives to Use Best Ovarian Cancer Treatment

(p. 22) In 2006, the National Cancer Institute took the rare step of issuing a “clinical announcement,” a special alert it holds in reserve for advances so important that they should change medical practice.
In this case, the subject was ovarian cancer. A major study had just proved that pumping chemotherapy directly into the abdomen, along with the usual intravenous method, could add 16 months or more to women’s lives. Cancer experts agreed that medical practice should change — immediately.
Nearly a decade later, doctors report that fewer than half of ovarian cancer patients at American hospitals are receiving the abdominal treatment.
“It’s very unfortunate, but it’s the real world,” said Dr. Maurie Markman, the president of medicine and science at Cancer Treatment Centers of America. He added, “The word ‘tragic’ would be fair.”
Experts suggest a variety of reasons that the treatment is so underused: It is harder to administer than intravenous therapy, and some doctors may still doubt its benefits or think it is too toxic. Some may also see it as a drain on their income, because it is time-consuming and uses generic drugs on which oncologists make little money.

For the full story, see:
DENISE GRADY. “Ovarian Cancer Treatment Is Found Underused.” The New York Times (Tues., AUG. 4, 2015): A1 & A13.
(Note: the online version of the story has the date AUG. 3, 2015, and has the title “Effective Ovarian Cancer Treatment Is Underused, Study Finds.”)

Cuban Entrepreneurs Lost Faith in Fidel’s Revolution

(p. 22) Ihosvany Oscar Artiles Ferrer, 44, a veterinarian who worked in Camagüey but recently moved to Queens, said the lack of wholesalers to buy supplies from made it difficult to eke out a profit.
“The private business is like a handkerchief the government puts over everything to be able to say to the United Nations that in Cuba people own small businesses,” Mr. Artiles said.
“In the beginning, almost all of us were revolutionaries,” he added. “But now, we quit all that because we don’t believe in Fidel, in the revolution, in socialism or anything.”

For the full story, see:
FRANCES ROBLES. “Stay or Go? Cuban Entrepreneurs Are Divided on Where to Stake Futures.” The New York Times (Tues., MARCH 22, 2016): 22.
(Note: the online version of the story has the date MARCH 21, 2016, and has the title “Stay or Go? Cuban Entrepreneurs Divided on Where to Stake Futures.”)

Firm Success May Depend on Being Allowed to Create Corporate Culture Through Hiring

(p. B1) After submitting an online application, completing a video interview and meeting with a hiring manager, the last thing standing between many applicants and a job at G Adventures Inc. is a roughly two-foot-deep ball pit similar to what you might find at a Chuck E. Cheese’s.
Candidates remove their shoes and join three of the Toronto-based tour company’s employees, who spin a wheel with questions such as, “What’s a signature dance move and will you demonstrate it?”
Sitting in a pool of plastic balls seemingly has little to do with selling package tours, but company founder Bruce Poon Tip says it reveals a lot about who will be successful at the 2,000-employee company.
Culture is “like a tribal thing for us,” he says. Lately, many companies seem to agree.
Employers are finding new ways to assess job candidates’ cultural suitability as they seek hires who fit in from day one. While few go as far as G Adventures, companies such as Salesforce.com Inc. have experimented with tapping “cultural ambassadors” to evaluate finalists for jobs in other departments. Zappos.com Inc. gives company veterans veto power over hires who might not fit in with its staff–even if those hires have the right skills for the job.
Though employment experts warn that fuzzy criteria such as culture fit may permit bias in the hiring process and result in a lack of diversity, companies say culture often determines who succeeds or fails in their workplace.

For the full commentary, see:
RACHEL FEINTZEIG. “‘Culture Fit’ May Be Key to Your Next Job.” The Wall Street Journal (Weds., Oct. 12, 2016): B1 & B6.
(Note: the online version of the commentary has the title “Culture Fit’ May Be the Key to Your Next Job.”)

Complex Regulations Stifle Innovation

(p. A15) In “The Innovation Illusion” . . . [Fredrik Erixon and Björn Weigel] argue that “there is too little breakthrough innovation . . . and the capitalist system that used to promote eccentricity and embrace ingenuity all too often produces mediocrity.”
The authors identify four factors that have made Western capitalism “dull and hidebound.” The first is “gray capital,” the money held by entities such as investment institutions, which are often just intermediaries for other investors. Their shareholders, say the authors, tend to focus on short-term outcomes, a perspective that makes company managers reluctant to invest in the research and development that is the lifeblood of the new. The authors’ second villain is “corporate managerialism,” which breeds a “custodian corporate culture” that searches for certainty and control instead of “fast and radical innovation.”
A third villain is globalization, though the authors have a novel complaint: The global economy, they say, has given rise to large firms that are more interested in protecting their turf than pursuing path-breaking ideas. Finally, they decry “complex regulation” for injecting uncertainty into corporate investment and thus stifling the emergence of new ideas and new products.
Echoing the views of Northwestern economist Robert Gordon, Messrs. Erixon and Weigel lament the paucity of big-bang innovation, writing that “the advertised technologies for the future underwhelm.” They wonder why there hasn’t been more progress in all sorts of realms, from the engineering of flying cars to the curing of cancer. Responding to those who worry that robots will drive up unemployment, they say that the real concern should be “an innovation famine rather than an innovation feast.”

For the full review, see:

MATTHEW REES. “BOOKSHELF; Bending the Arc of History.” The Wall Street Journal (Tues., December 13, 2016): A15.
(Note: first ellipsis added; second ellipsis in original.)
(Note: the online version of the review has the date Dec. 12, 2016,)

The book under review, is:
Erixon, Fredrik, and Björn Weigel. The Innovation Illusion: How So Little Is Created by So Many Working So Hard. New Haven, CN: Yale University Press, 2016.

Tech Firms Rally Their Customers to Fight Restrictive Regulations

(p. A23) The nasty battle between Uber and the administration of Mayor Bill de Blasio over New York City’s proposed cap on livery vehicles has ended, at least for now, with the city and the ride-hailing giant agreeing to postpone a decision pending a “traffic study.” There’s no doubt who won, though. The mayor underestimated his opponent and was forced to retreat.
It wasn’t just conventional pressure — ads, money, lobbying — that caught the mayor off guard. Uber mobilized its customers, leveraging the power of its app to prompt a populist social-media assault, all in support of a $50 billion corporation. The company added a “de Blasio’s Uber” feature so that every time New Yorkers logged on to order a car, they were reminded of the mayor’s threat (“NO CARS — SEE WHY”) and were sent directly to a petition opposing the new rules. Users were also offered free Uber rides to a June 30 rally at City Hall. Eventually, the mayor and the City Council received 17,000 emails in opposition. Just as Uber has offloaded most costs of operating a taxi onto its drivers, the company uses its customers to do much of its political heavy lifting.
Uber’s earlier strategy to win entry into the Portland, Ore., market followed a similar pattern. When the city wasn’t allowing the company to operate taxis, Uber exploited rules that allowed it to act as a delivery company, and distributed free ice cream around town. Using data on these deliveries, the firm shrewdly recruited recipients as pro-Uber citizen lobbyists, pressuring local officials to allow their cars to pick up passengers. It worked.
Many tech firms now recognize the organizing power of their user networks, and are weaponizing their apps to achieve political ends. Lyft embedded tools on its site to mobilize users in support of less restrictive regulations. Airbnb provided funding for the “Fair to Share” campaign in the Bay Area, which lobbies to allow short-term housing rentals, and is currently hiring “community organizers” to amplify the voices of home-sharing supporters. Amazon’s “Readers United” was an effort to gain customer backing during its acrimonious dispute with the publisher Hachette. Emails from eBay prodded users to fight online sales-tax legislation.

For the full commentary, see:
EDWARD T. WALKER. “The Uber-ization of Activism.” The New York Times (Fri., AUG. 7, 2015): A23.
(Note: the online version of the commentary has the date AUG. 6, 2015.)

Where Fidelistas Miss Mr. Hershey’s Company Town

(p. A9) This small town on Cuba’s northern coast is steeped in memory and wistfulness, a kind of living monument to the intertwined histories of the United States and Cuba and to the successes and failures of Fidel Castro’s social revolution.
The town dates to 1916, when Milton S. Hershey, the American chocolate baron, visited Cuba for the first time and decided to buy sugar plantations and mills on the island to supply his growing chocolate empire in Pennsylvania. On land east of Havana, he built a large sugar refinery and an adjoining village — a model town like his creation in Hershey, Pa. — to house his workers and their families.
He named the place Hershey.
The village would come to include about 160 homes — the most elegant made of stone, the more modest of wooden planks — built along a grid of streets and each with tidy yards and front porches in the style common in the growing suburbs of the United States. It also had a public school, a medical clinic, shops, a movie theater, a golf course, social clubs and a baseball stadium where a Hershey-sponsored team played its home games, residents said.
The factory became one of the most productive sugar refineries in the country, if not in all of Latin America, and the village was the envy of surrounding towns, which lacked the standard of living that Mr. Hershey bestowed on his namesake settlement.
. . .
“I’m a Fidelista, entirely in favor of the revolution,” declared Meraldo Nojas Sutil, 78, who moved to Hershey when he was 11 and worked in the plant during the 1960s and ’70s. “But slowly the town is deteriorating.”
Many residents do not hesitate to draw a contrast between the current state of the town and the way that it looked when “Mr. Hershey,” as he is invariably called here, was the boss.
Residents seem amused by, if not proud of, the ties to the United States.
Most still use the village’s original name, pronounced locally as “AIR-see.” And Hershey signs still hang at the town’s train station, a romantic nod to a bygone era, though perhaps also a symbol of hope that the past — at least, certain aspects of it — will again become the present.

For the full story, see:
KIRK SEMPLE. “CAMILO CIENFUEGOS JOURNAL; Past Is Bittersweet in Cuban Town That Hershey Built.” The New York Times (Thurs., DEC. 7, 2016): A9.
(Note: ellipsis added.)
(Note: the online version of the article has the date DEC. 7, 2016, and has the title “CAMILO CIENFUEGOS JOURNAL; In Cuban Town That Hershey Built, Memories Both Bitter and Sweet.”)