Podcasts about Balaji

Topics: (00:00:00) - Intro (00:03:34) - The most effective meme and the midwit curve (00:08:11) - Memes as memetic warfare and communication (00:10:04) - Jason's internet kid origin story (00:13:09) - Building MemeLord and AI agents for memes (00:16:47) - Working with B2B and boring companies (00:17:50) - The arbitrage in funny B2B marketing (00:21:38) - Running multiple meme accounts for distribution (00:25:01) - Owning the distribution with owned pages (00:27:30) - The coming robot meme wave (00:28:59) - The truth about astroturfed virality (00:36:06) - Stop hosting dinners (00:39:04) - The most entertaining outcome is most likely (00:42:15) - The $10k protest in France (00:44:23) - Word of mouth and marketing books (00:46:14) - Build worlds around your company (00:48:34) - Raising capital and leveling up as a founder (00:52:12) - Delegation and leverage as you scale (00:59:56) - Dealing with hit pieces and cancel culture (01:03:15) - Heroes and influences (01:06:00) - Where to follow and closing Links:   Eric Jorgenson     LinkedIn — https://www.linkedin.com/in/erjorgenson     Twitter / X — https://x.com/EricJorgenson     Website — https://www.ejorgenson.com/ Jason on X - https://x.com/iamjasonlevin Jason on LinkedIn - https://www.linkedin.com/in/iamjasonlevin/ MemeLord - https://www.memelord.com/ Memes Make Millions by Jason Levin - https://iamjasonlevin.gumroad.com/l/memes To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Buy a copy of The Book of Elon: https://www.elonmuskbook.org/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start.

After dedicating his career to understanding and sharing the power of transformative ideas, entrepreneur and author Eric Jorgenson has seen how the right book can inspire action and drive personal growth. Best known for “The Almanack of Naval Ravikant,” Eric shares how reading sharpens decision-making and unlocks new opportunities. In this episode, he discusses his latest work, “The Anthology of Balaji: A Guide to Technology, Truth, and Building the Future,” featuring insights from visionary entrepreneur Balaji Srinivasan, and offers a sneak peek into an exciting project on Elon Musk's groundbreaking innovations. In this episode, Darius and Eric will discuss: (00:00) Introduction and Guest Introduction (03:08) The Impact of Books on Personal Growth (05:49) Eric's Journey to Writing “The Almanack of Naval Ravikant” (08:54) The Process of Writing and Publishing (12:00) The Influence of Naval Ravikant (14:53) Exploring Wealth and Its Definitions (17:53) The Role of Leverage in Success (21:01) The Importance of Knowledge and Skills (24:11) Elon Musk: A New Book Project (27:01) The Future of Network States (29:59) Final Thoughts and Greatness Question Eric Jorgenson is an author, investor, and creator known for distilling complex ideas into accessible wisdom. His bestselling book, “The Almanack of Naval Ravikant,” guides readers to wealth and happiness through Naval's most impactful insights. Following its success, Eric published “The Anthology of Balaji,” showcasing the visionary ideas of engineer and futurist Balaji Srinivasan. As the founder of Rolling Fun, Eric invests in early-stage tech startups, writes at ejorgenson.com, and hosts the Smart Friends podcast. His blog has engaged over a million readers since 2014. When not working, he's on a mission to craft the perfect sandwich. Connect with Eric: Website: https://www.ejorgenson.com/ LinkedIn: https://www.linkedin.com/in/erjorgenson  Instagram: https://www.instagram.com/erjorgenson/  Books: https://www.ejorgenson.com/books-1  Twitter: https://twitter.com/EricJorgenson  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine  Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.  Learn more about your ad choices. Visit megaphone.fm/adchoices

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

Josh Swihart is the founder of ZODL: the Zcash Open Development Lab. Basically a for profit reincarnation of the old Electric Coin Company, which inherited the dev teams and projects. During his previous Bitcoin Takeover podcast appearance in November 2024 (S15 E62), Zcash was a struggling privacy project with very little support and a rather disappointing price action. In June 2026, Zcash is the rising star of the cryptocurrency market, with plans to scale to billions of users and ever-improving shielding technology. In this episode, we talk about the good, the bad, and the controversial moments in the recent history of Zcash... and why Bitcoin didn't activate Zerocash yet. Time stamps: 00:01:14 Intro: Josh Swihart returns after 20 months 00:02:07 Why Zcash is "in a class of its own" (and self-defeating) 00:03:28 Shielded note Q: the run on the Orchard pool before Iron Wood 00:05:22 What are shielded pools? Sprout, Sapling, Orchard explained 00:06:26 The Orchard vulnerability found by Taylor Hornby 00:06:48 Why Zcash matters to Bitcoin: Zerocoin, Zerocash, Halo 2 00:09:06 The secret: from near-delisting at $30 to near top 10 00:11:03 Governance battles, killing the dev fund, refocusing ECC 00:13:03 Peacemonger research and focusing on the first 100 users 00:14:09 Keystone, NEAR intents swaps, and shielded pool growth 00:15:23 Reflexivity and the macro case (Canadian truckers, seizures) 00:16:32 Cake Wallet, Vic Sharma, and the ZEC integration recognition problem 00:17:57 The Monero rivalry and the privacy renaissance 00:19:35 "Cypherpunk does not mean criminal": Samourai vs Wasabi 00:23:04 Railgun comparison and why fungibility matters 00:25:02 Zmap, Flexa, and spending shielded ZEC in stores 00:26:21 Buying lunch at Chipotle and a Ford F150 truck with Zcash 00:27:33 Giveaway setup + sponsors 00:30:32 Why is Zcash "lied about a ton"? 00:34:03 Debunking the low anonymity-set myth and DeFi integrations 00:35:48 "Main character syndrome," paid FUD, and the influencer claim 00:38:50 Uncorrelated price + maximalist FUD around the Orchard bug 00:40:40 The ethics of disclosure and Taylor Hornby's character 00:45:03 The security budget problem and Network Sustainability Module 00:46:56 Scaling Zcash: Tachyon, recursion, and off-chain services 00:49:35 Do shielded memos bloat the chain? 00:51:32 The shielded stablecoins / shielded assets debate 00:58:31 Last giveaway call + ZODL phone overheating 00:59:12 New user Q: where's the privacy when you spend? 01:01:02 Shielded vs transparent transactions explained 01:03:22 Number reveal and winners 01:06:39 Crypto Visa/Mastercard debit cards: winning or losing? 01:09:56 Has Bitcoin been co-opted? Adam Back and incentives 01:15:20 What stops Zcash from being co-opted like Bitcoin? 01:19:52 Decentralization and killing the trademark agreement 01:21:31 Many orgs now: Foundation, Shielded Labs, Tachyon, Valor 01:23:21 No funding from exchanges or mining pools 01:26:04 ZODL origin: Balaji, fundraising, and the ECC split 01:29:17 ZODL's business model: 50 bps on swaps 01:30:01 Hardware wallets: Keystone, Passport, Trezor Safe 7 01:34:07 How Slush discovered Bitcoin through Zooko 01:35:37 Zcash ASIC demand and decentralizing mining 01:38:51 ECC wind-down, the Bootstrap settlement, and dev funds 01:42:38 Thoughts on ZNS (Zcash Naming Service) 01:44:47 Living with the FUD and "Zionist coin" conspiracies 01:46:31 Why disclose the bug publicly? Transparency vs trust 01:48:18 Inside the emergency coordination with pools and exchanges 01:49:52 Echoes of Bitcoin's 2013 hard fork 01:51:49 Iron Wood and Tachyon upgrade timelines 01:53:31 Closing: the Zcash dance and where to follow Josh

El individuo soberano visualiza un futuro en el que las ciudad-estado rompen el actual monopolio de los estado-nación. El inversor Balaji lanzó el proyecto de los network state con este preciso fin, su objetivo era el de trasladar una comunidad online de emprendedores a un territorio que buscaría en última instancia el reconocimiento diplomático de los estados preexistentes. Alex, que ha vivido en una de estas comunidades, te cuenta todo lo que siempre quisiste saber sobre la sociedad del futuro.Kapital es posible gracias a sus colaboradores:⁠TaxDown⁠. Tus impuestos bien hechos⁠.¿Declaras bien tus inversiones? Este año, si tienes inversiones, hay nuevos cambios y regulaciones que tienes que saber (DAC8, modelo 721, normativa europea), así que es clave hacerlo bien. Si inviertes, yo te recomiendo TaxDown por ser la forma más fácil de presentar la Renta. TaxDown se integra con la mayoría de brókers, te lo calculan todo, y además cuentan con expertos fiscales en inversiones que revisan tu caso. Así evitas líos y cálculos raros. Si quieres probarlo, puedes usar mi código KAPITAL para obtener descuento. O puedes entrar directamente desde este enlace.Página Internacional⁠⁠. Lo mejor de la prensa de todo el mundo.Página Internacional es un nuevo medio digital y papel que publica en español los mejores artículos de las principales revistas y periódicos del mundo. Con una sola suscripción, en Página leerás las piezas esenciales de The Economist, The New York Times, Foreign Affairs, Der Spiegel, Le Monde o The Atlantic. Página nace con el propósito de aportar filtro, acceso y selección, y reunir en un mismo lugar el mejor periodismo global. Como dice Toni Segarra, que estuvo en el podcast y que es socio fundador del proyecto: «Lo sorprendente es que Página Internacional no existiera hace ya tiempo. Lo importante es que exista ahora, en este momento». Puedes formar parte de Página suscribiéndote anualmente, ahora con un descuento de 30 euros si aprovechas el código KAPITAL30. También tienes la opción vitalicia, en la que te prometen una vida entera de buena lectura y sabiduría. ¡Feliz lectura!Patrocina Kapital. Toda la información en este link.Índice:0:32 Una misteriosa ciudad abandonada.7:48 La revolucionaria visión de Balaji.15:15 Las locuras de Bryan Johnson.27:51 El regreso de la ciudad-estado.36:05 Thiel te paga para que dejes la universidad.42:23 Superabundancia.47:49 El golem de arcilla.57:01 Soberanía cognitiva.1:01:55 Una economía sin trabajos.1:06:43 La realidad de los nómadas digitales.1:10:56 Prepara tu pitch para entrar en Network School.Apuntes:The network state. Balaji Srinivasan.Trilogía fundación. Isaac Asimov.El individuo soberano. William Rees-Mogg & James Dale Davison.El niño soberano. Aaron Stupple.De cero a uno. Peter Thiel.Propaganda. Edward Bernays.

•⁠ ⁠டெல்லி: பரப்பரப்பான ஜந்தர் மந்தர்... CJP போராட்டத்தில் நடந்தது என்ன?•⁠ ⁠உலகை பாதித்திருக்கிறது எரிசக்தி நெருக்கடி... என்ன சொல்ல வருகிறார் பிரதமர் மோடி?* `So What?' - RN Ravi -ன் மகள் ஷாமிக ரவி அதிர்ச்சி பதில்!•⁠ ⁠தவெக-வில் இணைந்த அதிமுக முன்னாள் அமைச்சர்கள்!•⁠ ⁠திமுகவில் இணைந்த்த மாற்றுக்கட்சியினர்?•⁠ ⁠காங்கிரஸைக் கடுமையாக விமர்சித்த முரசொலி!•⁠ ⁠சிபிஐ, சிபிஎம் அலுவலகங்களுக்குச் சென்ற பிரவீண் சக்கரவர்த்தி... ஏன்?•⁠ ⁠இடதுசாரிகளை கூட்டணியில் சேர்க்கும் முயற்சியில் ப.சிதம்பரம்!•⁠ ⁠இந்தியா கூட்டணியில் தவெக! - சஞ்சய் ராவத்•⁠ ⁠தனி இயக்கம் தொடங்கிய லதா ரஜினிகாந்த்! ஆர்.எஸ்.எஸ் 2501 அமைப்புதான் அண்ணாமலை இயக்கம்! - பெ.சண்முகம்•⁠ ⁠தமிழ்நாட்டின் உணர்வுகளை பிரதிபலித்தால் வரவேற்போம்! - திருமா•⁠ ⁠அண்ணாமலையுடன் இணையும் கரு.நாகராஜன்!•⁠ ⁠கே.என்.நேரு மீது வழக்குப் பதிந்த லஞ்ச ஒழிப்புத்துறை... கேள்வியெழுப்பிய நீதிமன்றம்!•⁠ ⁠கே.என்.நேரு மீதான வழக்கு உள்நோக்கம் இருப்பதாகத் தெரியவில்லை! - திருமா•⁠ ⁠செந்தில் பாலாஜி பதறுவது ஏன்? - ஹார்டு டிஸ்க் விவகாரத்தில் நிர்மல் குமார் கேள்வி•⁠ ⁠மாமன்னன் படக் காட்சியை வைத்து உதயநிதியை விமர்சித்த ஆதவ்!•⁠ ⁠திருச்செந்தூர் கோயில் முறைகேடுகளை விசாரிக்க 6 பேர் குழு அமைப்பு!•⁠ ⁠717 டாஸ்மாக் கடைகள் மூடப்பட்டதாக அறிவிப்பு!•⁠ ⁠கும்மிடிப்பூண்டி: மூடப்பட்ட டாஸ்மாக் கடையை திறக்கக் கோரி பெண்கள் போராட்டம்!

In this episode, Monika takes listeners inside a recent meeting with Finance Minister Nirmala Sitharaman at the newly inaugurated Kartavya Bhavan. What begins as a visit to present the latest editions and translations of her books becomes a broader reflection on policymaking, public service, and the government's focus on financial consumer protection. She shares her impressions of the transition from the historic North Block to the modern Ministry of Finance offices, describes conversations around financial literacy, mis-selling, and her new online education initiative, and offers a personal glimpse into the people and institutions shaping India's economic policy. Along the way, she reflects on the importance of fiscal prudence and why India's economic foundations remain stronger than many people realise despite current global uncertainty.She then turns to a question from Balaji in Bangalore about one of the biggest challenges in personal finance: planning for retirement in a world where future expenses, inflation, healthcare needs, and even lifestyle expectations are impossible to predict with certainty. Monika explains why retirement planning has been described as one of the hardest problems in finance, discusses the role of inflation targeting by the RBI, and outlines her own framework for managing retirement income through a combination of cash, debt, and equity. The conversation explores how investors can build resilience into their retirement plans without relying on precise forecasts and why flexibility often matters more than accuracy.In listener questions, Saahil from Kolkata asks whether passive investors should trust a single index fund or diversify across multiple fund houses, leading to a discussion about the legal structure of mutual funds, operational risks, AMC failures, and the role of diversification for young investors; and Rama from Pune raises the often-overlooked question of how to actually use accumulated wealth after retirement, prompting a conversation about withdrawal strategies, retirement corpus adequacy, balancing equity and debt in later life, and the importance of preparing not just for the accumulation phase of investing, but also for the decades that follow.Chapters:(00:00 – 00:00) Inside My Meeting with the Finance Minister: Books, Consumer Protection and Mis-Selling(00:00 – 00:00) Retirement Planning Beyond Inflation: Building a Corpus That Lasts(00:00 – 00:00) Index Funds, AMC Risk and the Simplicity of Long-Term Investing(00:00 – 00:00) Managing Retirement Withdrawals: When and How to Use Your Investments(00:00 – 00:00) Listener Questions on Wealth Preservation, Insurance and Financial Freedomhttps://x.com/monikahalan/status/2059623668616249611https://x.com/monikahalan/status/2059838775619145737If you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠ Monika's book on basic money management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Monika's book on mutual funds⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Monika's workbook on recording your financial life⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Calculators⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Production House: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.inoutcreatives.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Production Assistant:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Anshika Gogoi⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Theo Jaffee and Sophia Puccini speak with Balaji Srinivasan and Steven Glinert about the shifting balance of power between nations, networks, and technology. The conversation covers China's industrial rise, America's manufacturing challenges, the role of alliances in a multipolar world, and whether the internet is becoming a political force independent of traditional nation states. They discuss supply chains, technological sovereignty, decentralization, and competing visions for the future global order. Along the way, Balaji outlines ideas from the Network State and Network School, while both guests debate how technology, economics, and political power may evolve over the coming decades.   Resources: Follow Balaji Srinivasan on X: https://x.com/balajis Follow Steven Glinert on X: https://x.com/stevenglinert Follow Theo Jaffee on X: https://x.com/theojaffee Follow Sophia Puccini on X:https://x.com/schisofrenia   Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Topics: (00:00:00) - Intro (00:03:27) - Nat joins Alpha School to launch Founder School (00:04:11) - The million-dollar business guarantee (00:04:44) - Why no program like this exists yet (00:09:09) - How AI tutors compress academics into three hours (00:13:00) - Teenagers are capable of real work (00:15:27) - The Alpha School platform and expansion model (00:25:35) - Founder School's September 2026 launch (00:29:21) - Reproducing Stanford's entrepreneurial advantages (00:38:00) - Year one curriculum: sales first (00:48:28) - Building expertise and avoiding hustle culture (00:53:42) - The institutional skin in the game (00:56:22) - Who's applying and the $150K tuition (01:01:04) - Ten-year vision: 10,000 students across ten campuses (01:08:04) - How to learn more and get involved Links:   Eric Jorgenson     LinkedIn — https://www.linkedin.com/in/erjorgenson     Twitter / X — https://x.com/EricJorgenson     Website — https://www.ejorgenson.com/   Nat Eliason     LinkedIn — https://www.linkedin.com/in/nateliason/     Twitter / X — https://twitter.com/nateliason     Website — https://www.nateliason.com/   Alpha School — https://alpha.school/   Founder School — https://founders.school To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start. 

What happens when every payment, wallet, and onchain interaction becomes searchable by governments, companies, adversaries, and AI? Josh Swihart, founder and CEO of Zcash Open Development Lab, joins David to explain why Zcash is having a major privacy comeback, how ZODL and the Zashi wallet helped unlock real shielded adoption, why the shielded pool may be the most important ZEC metric, and what it will take for private money to become too big to kill. ---

What if the problem isn't your strategy, your people, or your tools, but the lens you're looking through? In this first conversation with Andrew Stotz, quality educator Balaji Reddie explains why so many organizations chase Deming's 14 Points and prizes but miss the philosophy underneath. He also gets into what changes once you start seeing your organization as one connected system. There are a few surprises along the way, like why his employees actually celebrated the day he got rid of performance appraisals. 0:00:01.9 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm here with featured guest Balaji Reddie, who is an educator and trainer in teaching of Dr. Deming and quality management generally. Now the topic for today is a deeper perspective of the teachings of Dr. Deming. Balaji, how are you?   0:00:29.6 Balaji Reddie: I am fine. It's wonderful to see you this morning. I have been looking forward to this for quite some time now.   0:00:37.0 Andrew Stotz: Yeah. In fact, we've been talking back and forth in the past and then we had a meeting recently to get going on this because you've got so much to share. And one of the things I just said is a deeper perspective on the teachings of Dr. Deming. Maybe you could just give a little background of yourself for those people that have never heard of your journey. Maybe tell us a little bit about your journey, the Deming journey, as well as what you're doing now.   0:01:02.2 Balaji Reddie: All right. So I am an electrical engineer by profession and my first job which I got was in a lamp, a bulb manufacturing company which made automotive lamps. And that's where I chose to be in the quality department because I was being shunted around in all the different departments and the owner of the company asked me, "Where would you like to be?" and I said, "Quality." I don't know, when I look back why I chose. I think it appealed to me as an engineer and also the fact that I wanted to be a manager. It combined engineering and something to do with managing people. I don't want to sound dramatic, but I don't think I chose quality, I think quality chose me. But what I did after that was conscious. I did a postgraduate diploma in quality management, the first structured course in the country, and then went on to a Master of Science in quality management here in India.   0:02:00.2 Balaji Reddie: So that's been my journey here as far as working. I worked a lot. I used to teach part-time, but I made this switch 20 years ago to be an educator primarily and decided to put all my focus into creating the next gen of managers. At the same time, during the bit of a free time that I have, I do consult, but that's not the core profession of mine. So, yes, I'm an educator and a trainer. You can say that. I teach quality management, anything to do with operations, supply chain, et cetera, but there's always been a Deming slant to it. Along with that, I've also liked to... Because I went into the works of Dr. Juran, I got a good chance to meet with him and be in touch with him. It was only the last six years of his life, but I think he had very little time to give me, but he gave me time. So I have a good perspective of both these gentlemen. And if you know quality, they're the pioneers.   0:03:01.5 Andrew Stotz: Yeah. And I'm curious, when you first started out with the degrees and the, as you mentioned, getting a diploma and then a master's, was Deming front and center in there or was that a secondary thing? What was it like in the beginning?   0:03:19.6 Balaji Reddie: Oh, my entire focus was actually Deming. I needed to be qualified in that. I wanted to qualify myself in quality, that's what I meant here, because there was no... I was looking for a structured course on the subject. You had these training programs, certificate courses, but this one caught my attention when they said we have a diploma in quality. And part of the course was we had to, there was a project like a dissertation, and we had to show how we implemented this in our companies where we were working. And for those who were not working, they were provided companies where you go and actually implement these. So it was a win-win. So the company gained and you gained. That's how it was. That's what I liked about that course. Same with the masters. It was a complete two-year course. This was a year-and-a-half or three semesters. That was more elaborate, the masters. So, yeah.   0:04:18.0 Andrew Stotz: And what is the state of Deming and the teachings of Dr. Deming in India? We know that many companies in India have implemented the teachings of Deming over the years. But of course, there's a lot of people that just know nothing. I'm just curious, what is the state right now as far as the teachings of Dr. Deming?   0:04:40.3 Balaji Reddie: Oh, I'd like to... Just a slight correction there. We have the highest number of Deming Prize winners, but that does not necessarily mean that they're implementing the teachings of Dr. Deming. In fact, many of them after having got the prize... I worked in a company, we were suppliers to one of them. And when they came to do a vendor assessment to our factory, obviously there's a lot of buzz. Everyone in the company, they called me the Deming man. They used to call me that. And so when these guys came down and they were talking and when they gave their business card which had the Deming Prize logo, so they said, "Oh, we have... You know, Balaji is here and he's our Deming man." So who's he and what is this? And so they came and met me and they said that, "We got the Deming Prize." I said, "Excellent." But I said, "Just because you got the Deming Prize, I mean, have you worked on the Deming philosophy?" "Isn't this the same?" And I said, "No." And I, of course, joked with them, and they said, "So how do we learn?" And I said, "Pay me." [laughter] Anyway, yeah, then we got talking and they realized that there was such a big gap in what they were doing. For instance, when I spoke to them about performance appraisals and having quotas and things like that, they were like, "What?"   0:06:04.9 Andrew Stotz: Interesting. And when we talk about the Deming Prize, when I asked you that, we're talking about the Deming Prize which is offered by the Union of Japanese Scientists and Engineers through their Deming Prize Committee. This isn't something done through the Deming Institute.   0:06:12.3 Balaji Reddie: No.   0:06:19.7 Andrew Stotz: Yep. Okay. And do people study Deming there in India anymore or is it fading out or...   0:06:26.7 Balaji Reddie: Well, yeah, that's what I said, they do know. The good part is that because of the fact that the Deming Prize winners are there, at least they know about Dr. Deming. And then they're curious to know, "Oh, what did he teach?" Because again, they've been given that perspective that he taught, well, wrongly, PDCA, and he focused on the 14 points. And then when they read the 14 points and then they get... Because when you read it just without understanding, you can actually... It can put off certain people. You may get a little repulsed and say, "Oh, my God, what's he saying?" But then there are certain people who get intrigued and say, "Wait a minute. This is challenging. He's saying that we need not have quotas? Then how are you going to get work done?" And that's where the questioning begins. And there have been normally these trends where some companies where they called me over, I shall not name one of them, one of the students I was teaching in class and I was talking about the 14 points, and then she comes up to me and she says, "I've spoken about you to my father, and he's working in this company, and they're going for the Deming Prize. He wants to meet you." And then she brings him to the college the next morning and then we had a lovely discussion. And he said, "We've been discussing the 14 points." And I said, "You know what? You're putting the cart before the horse. You need to discuss profound knowledge first." So he said, "I'll put you in touch with my HR, the human resource." And then that lady got in touch with me, then we had a good chat and I explained to her and she understood very quickly. Incidentally, Andrew, that's something very amazing, when I speak about these things to the HR people, they take to it like a fish takes to water. They say, "You're right. What can we do about appraisals? Appraisals are wrong." But they also know they're shackled. They do not have the authority to break and come out of it. There have been some cases where they've been bold enough, but many of them... That's one of the things I've seen over these last 20 years that I've been teaching, that everybody principally agrees, but they also say that we're bound by it.   0:08:37.6 Andrew Stotz: That reminds me when I attended my first seminar when I was 24, and I was very intimidated by all the people in the room. I was just fresh out of university, working at Pepsi in Los Angeles. I flew into Washington, D.C., and so I sat right in the front row and I just decided I'm not gonna look at anybody behind me because they're all bigwig executives. But then when I heard Deming really show no mercy and really be tough to them, I was like, "Wow, wow, this is interesting." And he was getting to the... As a factory supervisor, which is what I was at Pepsi, I could just see he was getting to the heart of the matter. And so, yeah, a lot of things are very obvious to people in the factory, but then it's the leadership that is an issue. I'm curious when we think about... Let's imagine that someone listening to this has never heard of Dr. Deming and it's their first time, they stumbled upon this, they're hearing you speak. They're gonna ask the question, "Why does this matter? What benefit do I get from this?" How would you describe that to someone who knows nothing about Dr. Deming and his teachings?   0:09:59.3 Balaji Reddie: Oh, well, when you start getting aware of what this man had to say, let me tell you, when you start actually getting to it, you'll find that what you've been missing all this time in life. And then when you actually get to implement this, it'll be way, way better than where you are right now, sometimes totally in a very, very different direction. And you begin to realize that you had an illusion of knowledge, that you thought you were correct, and then suddenly a new perspective comes in. Just to make a point here, I don't want to be boastful about this, but I'm really proud to say this, that in all the companies that I worked, I removed performance appraisal. None of the companies I worked in had performance appraisal. And the day we removed it in one of the companies, there were actually celebrations.   [laughter]   0:10:56.7 Andrew Stotz: Yeah. Which for many people listening that don't know anything about the teachings of Dr. Deming may think, "That's crazy, because I thought that we run business through performance appraisals, KPIs, and the like." One of the ways I was thinking when you were just speaking was it's a little bit like Deming's... You're a fish, and Dr. Deming is a guy that's gonna come up and tell you, "Oh, by the way, you're surrounded by water." And you're like, "Wait, what do you mean? What's water?" And then all of a sudden he brings this awareness like, "What am I swimming in? I am swimming in something, and it's called water." And it's like everything that's going on, the concept of how we learn, the concept of variation, the concept of psychology, it's like all of these are foundational things that we've been swimming in, but we really haven't been paying attention to. And I think he woke me up to a lot of that. So what should we talk about today? What do you got on your mind?   0:11:55.7 Balaji Reddie: Well, I presume that the audience would be someone who's read about Deming, or if they have not read, I can go it either way.   0:12:05.9 Andrew Stotz: Yeah, I mean, I would say just let's go into what your learnings are and what you want to teach us today and share with us, and then people can follow along.   0:12:17.4 Balaji Reddie: All right. So let's begin with what he meant by Profound Knowledge, because that was something he put together only towards the end of his life. I'm reminded of a few things that led to me thinking about these things. One of the very first books that was written on him was by Mary Walton, The Deming Management Method. And with due respect, she was an excellent journalist, and so she followed him around. Everyone was intrigued to know who this man is because he had just gained popularity. If Japan Can... Why Can't We? And so she wrote this book, I think as early as '84, if I'm not mistaken. And she followed him around for almost three years before she actually published the book. So she attended four-day seminars, and she's trying to understand what this man was. So the biography bit of it was very nice. But if you go there in the preface and in one of the chapters, there's a very interesting conversation where she says, "I asked Deming that why don't you set up a body, an organization? Why are you doing this all alone?" And he didn't say a word to her, and he just mentioned to her, "I'm good." So I believe he was still looking for the answers to offer something to the world. He had it all in uncoordinated stuff here and there, but that came much later, I think in 1989, when he finally put it all together and called it Profound Knowledge. Because that was when a year, a month or so before he passed away, he set up the Deming Institute. I think he thought he was ready now to leave behind a legacy that others could build upon, right?   0:14:08.0 Balaji Reddie: And so that he called it... Again, I'm looking for the missing link here—. Apparently, when he wrote it, as he called it deep knowledge, but it was someone who gave him the word profound, and that's how the name stuck. So I'm still trying to find out who did that. I saw this in one of the letters to Henry Neave, where he was writing to all of his colleagues, he called them, and taking feedback from them. And in that, he said that, "I profess this is deep, this is wide." And somebody said, "It's profound." I forget. I really want to find out who it is. I asked Bill Scherkenbach, and he said, no, it wasn't him. Henry, of course, no. I asked Bill Latzko, and he said, "No way. I never said that." So I really don't know who said it, but he christened it "profound." And we all know now, it sounded very pompous to begin with when you hear profound, and then you say, "Wait a minute." When you start getting into it, you say, "He's right. There's no other word to describe this. It is profound." So what exactly is Profound Knowledge? Now, it's a different way of looking at things around you. And especially he designed this or created this for man-made systems, organizations that you and I work in, helping us to look at things differently, right? And that's why he said it's a different lens. And when you see things differently, you ask different questions, right? When you ask different questions, you get different answers. When you get different answers, you draw different conclusions. When you draw different conclusions, you take different decisions. And when you take different decisions, that's when you get different results. It's insanity to expect different results by asking the same questions every single time. All right.   0:15:53.8 Balaji Reddie: Now, what exactly is, again, what do you mean by this whole thing, the lens? He brought together four seemingly disconnected sciences, right? He never invented any single one of them, but he saw the interconnections. All right. And the four sciences, he felt that if you had good knowledge, working knowledge of these four sciences, you need not be an expert in them, just enough for you to understand what's going on around you. All right? And in no order of importance, he had his title for each of those sciences. One was he called it appreciation for a system, which I would like to say very simply is connectedness, right? Because when people say systems thinking, okay, then you have the systems thinking experts who jumped into the picture. And I think they were caught napping. To be quite honest, Andrew, I think the people from the world of management were suddenly caught napping, and the experts were completely caught napping because they realized they'd missed the bus. Here's this man who caught everything together and put it into place, right? And so when they were... When they said systems thinking, so the systems experts came in and started trying to find out, "Oh, but he missed out on this, and he's confusing this with that." That's where it is. Dr. Deming knew where to start. All right? He said, "Yes, of course, it's all about systems, appreciation for a system, the fact that nothing exists in isolation." So I would like to say connectedness. Everything's connected to everything. When you start having that systemic approach, you realize you're not dealing with events, you're dealing with eventualities, and that there are always a huge myriad of inputs that create the outputs that you see in front of your eyes, right? And there's so many other attributes that they're separated in time and space, et cetera. We can talk for this forever. But the short word here is connectedness. Second...   0:17:56.1 Andrew Stotz: And I would say that the systems experts retreated soon after because they're nowhere to be found when we look at it these days, because everything's divide and conquer.   0:18:07.6 Balaji Reddie: Yes. Yeah, because there were people like Russell Ackoff, Stafford Beer was mentioned many times, and then their books. Now, I went on to read their books and I found, yes, they were going deep, but Dr. Deming knew where to draw the line and said, "That's it. Please don't go beyond this," and it depends on where you are, what you want to study. So draw your line around that and say that's it. And I think that thinking came from the next science which I'm talking about, which is understanding of variation, right? Now, although we say understanding of variation and people talk about the control chart, I think that's just the manifestation. If you look at the philosophy behind it, what Walter Shewhart actually was trying to do was to draw a line between when to act on the process and when to leave it alone, right? He came out with... He demarcated, and that's where it turned into the control chart with data. But broadly, Deming started applying this everywhere, right? He said that there are some things which are in my control and some things out of my control, and so he drew a line. And same with systems thinking, that how big and how deep should I go? And that's why he said every system must have an aim. Without an aim... So the aim and the purpose decide where you're gonna stop. You can't just keep on saying, "Oh, yeah, finally, okay, the whole world is a system." Fine, great, I get that. But I'm trying to study this, okay? My company, my organization, this process, these people. So you draw the line and say, "This is my purpose, so let me restrict." Again, I repeat, he knew where to stop. People tend to go overboard. And so he always said, "Begin with the aim, begin with the purpose." The purpose is the reason the system exists, and the aim is the direction in which you're headed. So you keep going there, keep revisiting that to let yourself remind yourself that I need to stop right here. Okay, and that's it. When I come to it later, because he said... Coming to the third part of Profound Knowledge, where he said you must have a theory of knowledge.   0:20:13.4 Balaji Reddie: Now, when people hear the word theory they get very put off. At least in my country, the broad doctrine is that theory is the opposite of practice. And so they think that theory belongs to the books and theory belongs at home. And when you come into the company, we all believe in being practical, right? And as you go through what Dr. Deming had to say about theory, you realize theory is a guide to better practice. And all the great practitioners are actually theorists. It's just that they don't know it, and we need to remind them. I've had enough of experience on this in my own company. And I remember when I turned on the light bulb for one of the very, very senior people in my company, he went completely quiet. He did not say anything, but I loved the way he reacted or responded to this when he started doing things very differently after the interaction that we had once. So that's with theory of knowledge. And...   0:21:19.9 Andrew Stotz: And would you say that theory of knowledge, would you correct my description of it, which is that you need to have a method of... You need to understand how you acquire knowledge?   0:21:40.1 Balaji Reddie: Yeah.   0:21:40.2 Andrew Stotz: And you gotta figure out, because acquiring knowledge, for instance, as an individual, we can play around lots of different ideas and experiments and stuff like that, but acquiring knowledge within an organization is a much harder thing. And so first is the idea that there's a level of rigor that you need in an organization to make knowledge stick.   0:22:06.9 Balaji Reddie: I think it's more about awareness. When you become aware of how you're converting information into knowledge. When you... He makes you aware of that, right? Dr. Deming gets you aware, he makes aware, "Okay, okay, wait, what's happening here?" Now, that method and all turned out to be the Plan-Do-Study-Act, whatever you call it. But he helped you understand how you're doing this, right? And you become cognizant. You get your cognitive behavior, you get very aware of things happening around you, right? You start asking the question, "Why? Why is this happening?" And then you get to the bottom of it. "Oh, when I do this, I get this." And that's when it becomes powerful for you. And then you also, "When I do this, I do not get this." And the more the theory fails, the more powerful it gets for you, because you know where it fails. So that's the awareness thing. So connectedness, being aware of the fact that it's beyond just numbers. It's about where, the variation bit, the third bit is about awareness, like I said, about learning, and the fourth, of course, about people. And he said here that all of us are born with a learning system, right? Each one of us has a learning system, a system of learning, but every single one of us has a different system of learning. We learn differently, and we learn at different speeds, at different paces, right? And so understanding the learning process of a person and then putting that person on the right job, right? He said you have to stop that person from working, and that's where joy in work comes in. People enjoy their work. I think the bottom line there is empathy when you start understanding why people do what they do, whether it's your people in the company, the customers, your suppliers, the entire system. So he says the learning process of every person needs to be understood. You want to control the market, you need to understand what makes the customer tick. You want to keep the suppliers with you, you want to understand what makes the suppliers tick, right? And what makes them tick.   0:24:23.3 Balaji Reddie: So that's the fourth part, which I would put as the word empathy. Trying to empathize. So putting this all together, he said that's what he called as Profound. So if you look at it in a broad sense, connectedness and empathy are very philosophical, and the variation and theory are very scientific. So he wanted us to be scientific and philosophical simultaneously. It's not either-or, it's and. And that's difficult to do, right? You have the big divide. You have a set of people who say, "Oh, I believe only in data. Show me the data, show me the results." And then there's a whole other set of people who says, "You gotta feel. You gotta feel for the company. Motivate." Yeah, but neither is wrong, but neither is complete. And this is complete. So this is where I found that I think we could begin, that we need to look at all these four sciences together. And of course, then came the 14 points which he laid out for us. Now, these 14 points, now if you look at them, because I just discussed the four... Of course, I've not gone into depth of each of the sciences, but I think good enough to understand what we are trying to deal with here, then you'd see that the 14 points are actually 14 consequences of this way of thinking. That you don't try to do the 14 points. When you start thinking this way, you end up with the 14 points, right? And there are some things which need to be done, right, and we need to start somewhere with this. And one of the main things that he always said is that people need to be educated about this, that people need to learn about this. And so education and training is important even when it comes to profound knowledge. And he said someone has to take the lead, all right? Someone has to get things done. And so that was his point number 14, that create a critical mass of people in the company that understand, believe, and will work towards these 14 points, right? So I'm gonna begin right there.   0:26:43.1 Andrew Stotz: I was just thinking about his saying, "One need not be an expert in any one point, [chuckle] any one of these areas." With the System of Profound Knowledge, the more I've studied it recently, which I've been working on a project recently where I had to go back to the System of Profound Knowledge, you really see that he's trying to provide a coherent, holistic system.   0:27:16.1 Balaji Reddie: Yes. I call it as a theory of leadership and management.   0:27:23.6 Andrew Stotz: Yeah. And then you start to realize that if you can understand these four things, which isn't that... It doesn't have to be that complex, it can be pretty amazing. And I know one part of my business is investing, which I do on behalf of my clients. And one of the things that makes me stand out as unique is that I don't get distracted by the random variation in the markets. And so that doesn't mean that I'm gonna get it right all the time, but what it means is that my mind is much more clear when I understand. And as I tell people about variation, I say, if you think about just your birth, the beginning of your life is a random event. You had no influence over that, who you were born of. And therefore we at least know that randomness plays one role in your life. But when you start exploring the possibility that randomness is all around you just like water, it just wakes you up and you start to realize, "Aha, I've been reacting to things," and punishing and rewarding and all of that stuff that's happening in companies. And what I'm really doing is I'm just chasing my tail. Or as Dr. Deming would say, putting out a fire. A man could run... A manager could run... Could put out fires their whole career and never improve the system.   0:29:02.8 Balaji Reddie: Yeah. A lot of activity, no work.   0:29:04.5 Andrew Stotz: Yeah.   0:29:06.2 Balaji Reddie: Okay. Incidentally, when you said about investing, one of my students who did something fascinating, I've yet to get to the bottom of it, I never sat down and asked him how he did it, but he used control charts for the stock market. And one day he explained to me, he was trying to rather, because I never... I'm not into all of that investing. That's done by my wife. I just sign the papers and she puts it in. So I... I mean, I might as well be shown the Constitution and say, "Okay, this is what it is," you know? But yeah, so he... I remember sharing with him and he said, "Can I use this for stock market?" I said, "Look, son, I don't know how this works, but I presume what you can do is this. If you had yesterday's Sensex numbers and you have today's, then you can draw a control chart for the differences, you know? And then you get an upper limit and a lower limit. And then if today's closing is so much, it can rise up to the upper control limit, that is the difference. You can add the difference to today's closing and say it can rise to so much, it can fall by so much, and likewise to the lower control limit." And then his eyes just lit up and he said, "I know what to do." And that was it. And I didn't meet him for a week. And a week later, I meet him and he says, "I want to show you something." And he opened his laptop and there were control charts all over the place and I just couldn't figure out, "So what was all this?" And then he said, "I've been following these. There are some blue chip companies and there are some..." I don't know, I don't understand these things much, but he said that, "I'm drawing a control chart for these and so I know that when it crosses the upper control limits, that's the max I can get for the share, so I sell."   0:30:55.7 Andrew Stotz: Yeah. I mean, the hard part... The stock market is purely random most of the time and it's a challenge. But one of the things... I gave a speech to my investors and I did control charts and I did it as a way of helping them understand the markets.   0:31:04.2 Balaji Reddie: Okay.   0:31:12.7 Andrew Stotz: To predict the markets is hard.   0:31:15.7 Balaji Reddie: It's hard.   0:31:16.4 Andrew Stotz: But the control chart allows us to kind of.. It allows us to understand that most of the variation is just normal ups and downs.   0:31:24.8 Balaji Reddie: Yes.   0:31:26.5 Andrew Stotz: And so don't freak out about it. That's the first thing that really helps me. So that area of variation I find very fascinating.   0:31:34.7 Balaji Reddie: Very fascinating. I used it for COVID data, by the way. And there was a lot of criticism about that, but I knew I was going in the right direction because I was plotting the charts for the percentage positive and not the number of cases that were being tested positive every day. And so if the percentage positive lay within limits, then we were safe. I mean, everyone wants a zero, I get that. But I'm just saying here, having said that we're collecting the data and we are turning out so much of positive every day, then it should lie within certain controllable or predictable limits. And when it crosses the limit is when we get a little worried. And that's what I used this for initially. I remember it was Lloyd Provost who stood by me, whereas the other practitioners were saying, "No, you cannot use control chart for COVID and for data and for epidemic and pandemic." Whereas Deming himself used it for an epidemic of cholera somewhere. I read it in his work and where he used the c-chart and he saw that areas where the points were outside limits and then they tested the water and well, well, whatever it was, it turned out to be that he found the special cause and blah, blah, blah. So that's what gave me the idea of using the control chart for COVID and it was quite fascinating.   0:32:56.5 Andrew Stotz: Yeah. Yeah, unfortunately there wasn't a lot of independent thinking during that time.   0:33:02.5 Balaji Reddie: Yeah. [laughter]   0:33:03.0 Andrew Stotz: Real serious groupthink at that time. So I had my experience in my PhD research and my job as an analyst all my life where... And I teach my students believe nothing, believe no one, demand evidence. And so I'm constantly digging and that's just the heart of being an analyst. But when I go back... I want to go back to when I was starting at Pepsi. The reason why my boss recommended me to go to the Deming seminar was simple because I knew how to work a computer. And that was 1989 when I went to work at Pepsi. And what I had, all of these loaders that were loading up trucks with Pepsi each night. We would load about 80, 90 trucks each night. And in the heat of the summer, we would work till 2:00 or 3:00 in the morning, but generally we would finish at 11:00 or midnight. But they were just... I would go to the drivers in the morning and then the drivers would come back in the afternoon and complain that the product that they needed was not on the truck. And there was just... And I went to the loaders, they go, "I put it on the truck. I don't know what you're talking about." And so there was this battle between the night loaders and the truck drivers. And so what I just did originally was I just started... I did inspection. The first thing I did is I said, "Look, before you close the doors on the trucks at night, I just want to count myself to understand what's happening here." And then I started keeping a record of that and I put that in Excel, it was Lotus 1-2-3 at the time, and then I put up charts of each person's error rate each night. And so we had a long chart. And I never actually even told them what I was doing, I just put up on the wall. And then they started looking at it over time and talking about it and then asking me questions. And it wasn't for the purpose of blaming, it was the purpose of just understanding.   0:35:01.2 Andrew Stotz: But then what we really started to see was that some people were much more accurate than others. And then we started to ask the question, "Well, how are they doing it?" And then they explained how they kept records of what they were doing and all that. And so we started to see that we could improve this. And we started to improve those numbers quite dramatically until we got to the point where I told the loaders when they were done that they were to lock the trucks and seal them and the drivers were not allowed to open them. They had to take them as is. And when everybody realized we really have to build from the beginning that this is loaded right, then we started to have massive efficiency. In the number of... Let's say you have 50 or 100 truck drivers that come in at 5:00 in the morning. It could take you till 9:00 AM to get them out the door if they've got problems and they're checking their trucks and all that. But if you've got it set right and you've done it right, we were able to rush people through the door and the drivers would get out to the LA freeways much earlier and that makes a difference for the whole day. So that was my first experience with it all. And then my boss just said, "Well, seems like you know about statistical quality control." I said, "I have no idea. I have no idea what that is." But he said, "You should go to Washington, D.C. And study with Dr. Deming." And that's my little story.   0:36:20.4 Balaji Reddie: Oh, wow. Okay.   0:36:21.6 Andrew Stotz: So how would we... What's the best way to wrap this up and think about what somebody who doesn't really necessarily have experience with the System of Profound Knowledge, you've given them some good overview. What would you like them to take away from this?   0:36:39.2 Balaji Reddie: Well, if you have now come to know about what this is, I think you could go to the W. Edwards Deming Institute website and you could subscribe and start looking into the learning pathways, systems thinking, there are a lot of catalogs available there and they've done a great job of putting things together. So they could do that reading, of course, you need to start reading, but the danger in reading Dr. Deming's work is it could put you off sometimes. And I would recommend a good place to start reading and understanding the Deming philosophy would be Henry Neve's book, The Deming Dimension. It's a very good start, one of the best introductions. You could always build upon that. So along with having Out of the Crisis, The New Economics, and Essential Deming, which was put together by Joyce Orsini, these are the three essential Deming books which contain papers, his own works, and then use Deming Dimension as a guide, so to say. You could read the books together and you could read profound knowledge to begin with. And once you get a good idea about what there is, then the question comes is where do we start? And that's where I just ended by saying that we start at point number 14 about creating a critical mass and take on leadership, right? So somebody has to take the lead. So what we could do is, I think the next time we meet, we could begin with that, how do we start? So we'll talk about the principles of leadership that W. Edwards Deming spoke of and what did he expect the leaders to do once you've decided or you've started seeing things differently and you say, "No, I need to do something about this. I need to start somewhere." And so we'll start with the principles of leadership. That's the way I look at it.   0:38:44.5 Andrew Stotz: Fantastic. Well, I look forward to our next conversation, how we can start to think about how we take this information and make a better world and make a better company, feel better. And so from everybody at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey.   0:39:09.7 Balaji Reddie: Yes.   0:39:11.1 Andrew Stotz: It's an exciting tool. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."

Topics: (00:00:00) - Intro (00:01:23) - Reading the forward to Sean's new book (00:09:30) - What problem were you experiencing that sparked these ideas? (00:12:30) - Sean's early arrival to AI (00:23:15) - Identity (00:27:55) - Defining Apollo and Dionysus (00:34:47) - Understanding and uncertainty (00:38:26) - Tools to deal with uncertainty (00:50:27) - Tools for metabolism (01:03:25) - Ritual time and run time (01:11:30) - Building trust to have hard conversations (01:13:40) - The key pillars of the Dionysus Program (01:37:09) - Applying this thinking across organizations and life (01:45:28) - Applying Apollo/Dionysus to investing (01:57:10) - Observing the learning rate of an organization (02:03:08) - Closing thoughts Links: The Dionysus Program - https://www.dionysusprogram.com/ To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start.

Balaji Ganapathy returns to Purpose 360 as a leader with decades of experience shaping one of the world's most purpose-driven organizations and a renewed vision for what comes next. Longtime listeners will recognize his journey from building impact at Tata Consultancy Services to scaling global social initiatives. Now, he is launching his own venture, Social Positive. But throughout his career, one throughline remains: purpose is not a side effort. It plays the same role technology once did, serving as the ultimate driver of innovation, growth, and long-term relevance.We invited Balaji to share the insights he's gained from more than two decades of leading purpose at scale, and to unpack what it truly takes to turn intention into impact. He challenges leaders to rethink purpose as a growth engine while outlining the four critical gaps holding back progress today: from misaligned funding and execution challenges to measurement limitations and barriers to scaling proven solutions. He also introduces Social Positive's approach, including a practitioner-led community, data-driven insights, and an AI-enabled decision tool, all designed to help leaders better align resources, strategy, and action.Listen for insights on:Why “purpose is the new tech” still holds trueCreating shared measurement across partnersLeading with a “society first” mindsetUsing AI to accelerate social impact work Resources + Links:Watch this episode on YouTube!Balaji Ganapathy's LinkedInSocial PositiveThe CollectiveImpactScapeRika (00:00) - Welcome to Purpose 360 (00:13) - Balaji Ganapathy (02:47) - Balaji's Backstory (05:12) - Learning from Previous Roles (08:20) - Is Purpose Still the New Tech? (10:53) - Shifting the C-Suite (13:17) - Partnership Success (16:29) - Social Positive (23:01) - AI Native Impact Consulting (28:18) - Opportunities in Asia (30:34) - Suggestions for Young People (31:37) - Speed Round (33:13) - Last Word (34:51) - Wrap Up

* மீண்டும் உயர்ந்த பெட்ரோல், டீசல் விலை!* எரிபொருள் விலை உயர்வு - கார்கே கண்டனம்!* டாலருக்கு நிகரான இந்திய ரூபாயின் மதிப்பு 96 ரூபாயை எட்டியது!* செய்தியாளரின் கேள்விக்கு பதில் சொல்லாத மோடி... விமர்சனம் செய்த ராகுல்!* மோடி செய்தியாளர்கள் சந்திப்பு... நார்வே தூதரகம் சொல்வது என்ன?* நார்வே அரசின் உயரிய விருது பெற்ற பிரதமர் மோடி!* அம்மா உணவகங்களை மேம்படுத்த முதல்வர் விஜய் உத்தரவு!* திருநங்கைகள், மாற்றுத் திறனாளிகளுடன் உரையாடிய முதல்வர்!* இருமொழிக் கொள்கைதான்... பி.எம் ஸ்ரீ திட்டத்துக்கு அனுமதியில்லை! - ராஜ் மோகன்* ராகுல் காந்தியின் முடிவாக இருக்காது! - திமுகவில் இணைந்த அலீம் அல் புகாரி பேட்டி* அதிமுக மா.செ கூட்டத்தில் நடந்தது என்ன?* பொதுக்குழுவை கூட்டுங்கள்... - சி.வி.எஸ்* பொய்க்கால் குதிரை அரசு! - தவெக-வை சாடிய இ.பி.எஸ்* செந்தில் பாலாஜி மீது விசாரணை நடத்த தமிழக அரசிடம் அனுமதி கோரிய அமலாக்கத்துறை!* பொன்னாடைக்கு பதில் நிதி கொடுங்கள்! - செளமியா அன்புமணி* முள்ளிவாய்க்கால் கூட்டத்தில் சீமான் பேசியது என்ன?* புதுக்கோட்டை: மாற்றுத்திற்னாளி பெண் கூட்டுப் பாலியல் வன்கொடுமை!* மருத்துவர் சுப்பையா கொலை குற்றவாளிகள் விடுதலையை ரத்து செய்த உச்ச நீதிமன்றம்!

Despite instant UPI payments, real-time notifications, and API-first financial infrastructure becoming normal in India, cross-border payments remain surprisingly broken for many exporters and global-first businesses.In this episode of India FinTech Diaries, we sit down with Anand Balaji, CEO & Co-founder of Xflow, to unpack why international money movement is still plagued by opacity, delays, compliance friction, and fragmented infrastructure.Anand takes us deep into the architecture of modern cross-border payments—from SWIFT and correspondent banking to compliance engines, FX intelligence, and programmable treasury infrastructure.The core argument is simple but powerful:Cross-border payments were designed for access, not experience.And that's now becoming a major bottleneck for India's global-first businesses.Key Themes from the Episode

The 100th Birthday: A Defining Moment of My LifeThough Mr Sai Sri Balaji Lenka currently serves as a Director in a reputed multinational firm, he says that the true Director of his life has always been Sri Sathya Sai.Having known Bhagawan for over five decades, it was Swami's darshan that drew him unfailingly to Prasanthi Nilayam year after year. For him, every darshan session was akin to a personal interview with Bhagawan—each glimpse of Swami brought answers to his questions, clarity to his dilemmas, and renewed direction to his life's journey.One of the defining moments of his life was being present in Prasanthi for the Centenary Celebrations and having the privilege of playing a small role in the spectacular drone show offered to Bhagawan on the evening of November 23, 2025.In this satsang, he fondly recalls that memorable episode along with many other cherished experiences which have become the eternal treasures of his life.

Listen to the full podcast: https://bit.ly/SKMPJORGENSONEric Jorgenson spent five years distilling the mind of the most consequential entrepreneur alive, and the result is The Book of Elon. This is a conversation of what it actually means to bet on the future: having kids, choosing missions, staying hungry when life gets comfortable, and why the people who've tried to do anything in the world understand Elon in a way casual critics never will. This one goes deep on the SpaceX mafia and what the IPO means for hardware's next era, why science fiction isn't entertainment but a pull toward a future that's already written, the midwit curve, productivity porn, and the tension between being radically generous with your time and building the thing you're actually here to build. If you've been sleeping on what's coming in Austin, in energy, in AI, in space, this is your wake-up call.Follow Eric:Instagram: https://www.instagram.com/erjorgensonX: https://x.com/EricJorgensonWebsite: https://www.ejorgenson.comThe Book of Elon: https://www.elonmuskbook.org00:27 The Book of Elon06:11 Pro-Human vs. The Algorithm08:19 San Francisco's Slow Poison11:15 Naval, Balaji, Elon — Three Escapes14:19 Why Elon Repeats Himself22:09 Elon Skeptics Are Missing the Plot28:16 Productivity Porn36:29 SpaceX IPO Changes Everything45:00 Science Fiction as a Pull to the Future48:48 The Machine Stops (1909 Novella)53:40 Why Long Books Rule01:00:00 The New Richest Person Archetype01:05:18 The Middle Generation Tension01:10:00 AI as a Black Box Weapon01:19:31 AI Adoption Through Invisible Products01:25:00 Why Austin Is Getting It Right01:28:44 California Could Still Come Back01:31:05 Get the Book of ElonListen to the complete episodes of Sky King's Mental Playground, sign up at skmp.supercast.comFollow Sky on XSubscribe on YouTubeFollow Sky on Instagram Hosted on Acast. See acast.com/privacy for more information.

Topics: (00:00:00) - Intro (00:02:40) - Being the “tech for middle America” translator (00:06:00) - Who are your heroes? (00:13:40) - Zack's unique approach to AI (00:57:35) - The market for identity transformation (01:11:08) - Writing the next renaissance (01:15:31) - Using AI in the writing process (01:18:25) - Final thoughts Links: The Next Renaissance by Zack Kass - https://a.co/d/07VwLrg4 Zack's website - https://www.zackkass.com/ To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start.

Theo Jaffee speaks with Balaji Srinivasan and Taylor Lorenz about how AI is reshaping media, trust, and online communication. Building on prior public disagreements between the two, the conversation revisits core tensions around media, technology, and power in a rapidly changing information environment. They discuss the breakdown of traditional information systems, the rise of AI-generated content, and why new models for verifying identity and truth may be necessary. The conversation lays out competing visions for the future of media, from decentralized “webs of trust” and cryptographic verification to the role of journalism, privacy, and public accountability.   Resources: Follow Balaji on X: https://x.com/balajis Follow Taylor Lorenz on X: https://x.com/TaylorLorenz Follow Theo Jaffee on X: https://x.com/theojaffee Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Eric Jorgenson is the CEO of Scribe Media, the industry's largest professional publishing service, dedicated to helping entrepreneurs, executives, and experts write, publish, and market their books. Eric is also the bestselling author of The Almanack of Naval Ravikant and The Anthology of Balaji, with over a million copies sold. Beyond his publishing expertise, Eric is an investor in deep tech startups and an influential blogger and podcaster. His unique journey from author and curator to CEO-especially after helping revive Scribe Media from bankruptcy-makes him a fascinating guest with deep insights into the evolving world of book publishing, authorship, and leveraging books for business growth. On this episode we talk about: – The origin story behind The Almanack of Naval Ravikant and why Eric created it – The rise, fall, and rebirth of Scribe Media-and Eric's path to CEO – Key differences between traditional publishing, hybrid, and self-publishing models – How books can serve as powerful business assets beyond just royalties – The critical importance of quality and professionalism in publishing – Navigating advances, control, and intellectual property as an author – Why marketing and personal networks now drive book sales more than ever – The realities of bookstore placement, bestseller lists, and the modern publishing landscape Top 3 Takeaways 1. A book is more than a business card-it's a credential. A well-written, high-quality book can serve as a lifelong asset, building trust, authority, and opening doors for speaking, consulting, and business opportunities. 2. Control and flexibility matter. Traditional publishing can offer credibility and advances, but often at the cost of creative and financial control. Many authors now succeed by self-publishing or using hybrid models, retaining rights and maximizing ROI. 3. Marketing trumps distribution. In today's landscape, personal networks, podcasts, and word-of-mouth drive more book sales than traditional media or bookstore placement. Demonstrated demand online is what gets books into stores-not the publisher's logo. Notable Quotes “A good book is much more like a PhD. It's a credential you should be proud to put in front of whoever the most important person in your network is.” “Half-professional is unprofessional. If you're not proud to put your book in front of someone, you didn't invest enough time and effort.” “What really matters most is a great book. Your readers don't care who published it-they care about the value inside.” Connect with Eric Jorgenson: LinkedIn: https://www.linkedin.com/in/erjorgenson Website: ejorgenson.com Scribe Media: scribemedia.com Learn more about your ad choices. Visit megaphone.fm/adchoices

* வாக்களிக்காத செந்தில் பாலாஜி... ஏன்?* சென்னை, திருவள்ளுர் உள்ளிட்ட மாவட்டங்களைச் சேர்ந்த வேட்பாளர்களைச் சந்தித்த ஸ்டாலின்?* சினோரா அசோக் Vs சேகர் பாபு... நடந்தது என்ன?* கொங்கு மண்டலத்தில் அதிகம்... தென் மண்டலத்தில் குறைவு... வாக்கு சதவிகித விவரம்!* சென்னையில் சதவிகிதம் அதிகம்... வாக்குகள் குறைவு?* வருச நாட்டில் ஐந்தில் 4 வாக்குகள் பதிவு?* வாக்குச்சாவடியில் கவனம் ஈர்த்த பிடிஆர், திண்டுக்கல் சீனிவாசன்!* விஜய்யா... எஸ்.ஐ.ஆரா... வாக்கு சதவிகிதம் அதிகரித்த பின்னணி?* வருமான வரித்துறை சோதனை நடத்தினர்! - சிசிடிவி காட்சிகளை வெளியிட்டு செல்வப்பெருந்தகை பேட்டி* சாத்தான்குளம் வழக்கு: 9 பேரின் மரண தண்டனையை உறுதி செய்ய சி.பி.ஐ. தரப்பில் முறையீடு!* மேற்குவங்கத்தில் இரவு 1 மணிக்குக் கூட பெண்கள் வெளியில் செல்லலாம்! - அமித் ஷா* Priyanka Mohan: "தென் கொரியா அதிபர் என் படத்தை பார்த்து..." - ராஷ்டிரபதி பவனில் பிரியங்கா மோகன்* இந்தியா - நியூஸிலாந்து இடையே தடையில்லா வர்த்தக ஒப்பந்தம்!* ஹோர்மூஸில் தீராத பிரச்னை... என்ன நடக்கிறது?

* அமலுக்கு வந்த மளிகர் இடஒதுக்கீட்டுச் சட்டம்?* மக்களவையில் ராகுல் காந்தி பேசியது என்ன?* சத்தியம் செய்கிறேன்... மோடி பேச்சு!* வாய்மொழியாகச் சொன்னாலும் ஏமாற்று வேலை! - ஸ்டாலின்* தமிழ்நாட்டுக்கு 59 எம்.பிக்கள்! - அமித் ஷா* தொகுதி மறுவரையறை... விஜய்க்கு நன்றி! - ப.சி* சர்ச்சையைக் கிளப்பிய தேஜஸ்வி சூரியா... சந்திர சேகர் ராவ் காட்டம்!* ஆர்.எஸ்.எஸ் நூற்றாண்டுக்கு அரசு நிதி!* வெடிகுண்டுகளை வைக்க பா.ஜ.க திட்டம் - மம்தா பகீர் குற்றச்சாட்டு!* மோடியைவிட ராகுல் பிஸியானவரா? - அண்ணாமலை கேள்வி* நாளை தமிழகம் வரும் ராகுல்?* தபால் வாக்களித்த ராமதாஸ்... அன்புமணிக்கு எதிராக பேட்டி!* ராமதாஸை ஏன் வந்து பார்க்கல... ஜி.கே.மணி கேள்வி!* கரூரில் வருமான வரித்துறை சோதனை... செந்தில் பாலாஜிக்கு செக்?* லெபனான் போர் 10 நாள்கள் நிறுத்தம்!

⁠சந்தீப் மிட்டலை டிஜிபி ஆக்கியதற்கு திமுக எதிர்ப்பு?•⁠ ⁠சென்னை காவல் ஆணையர் மாற்றம்!•⁠ ⁠சென்னையில் அதிமுக குறிவைக்கும் தொகுதிகள்?•⁠ ⁠கோவையில் திமுக குறிவைக்கும் தொகுதிகள்?•⁠ ⁠வானதி சீனிவாசன் மருத்துவமனையில் அனுமதி!•⁠ ⁠அண்ணாமலை Vs செந்தில் பாலாஜி!•⁠ ⁠தனித்துக் களம் காணும் கிருஷ்ணசாமி, வேல்முருகன்... தாக்கத்தை ஏற்படுத்துவார்களா?•⁠ ⁠“காசு வாங்கி சீட்டை கொடுத்தார் கார்க்கே” - ஹசீனா சையத் பதவி பறிப்பின் பின்னணி!•⁠ ⁠``அரசு எங்களை கண்டு கொள்ளவில்லை”- தஞ்சாவூரில் ஸ்டாலினுக்கு கருப்பு கொடி காட்டி போராடிய விவசாயிகள்!•⁠ ⁠முதல்வருக்காக மூடப்பட்ட தஞ்சாவூர் பெரிய கோயில் கோபுரம்!•⁠ ⁠பிடிபட்ட விசிட்டிங் கார்டு, மாடல் இவிஎம் மெஷின்... வைத்தியலிங்கத்தின் விளக்கம் என்ன?•⁠ ⁠“எடப்பாடி தொகுதிக்கு... விஜய் போட்ட புதிய ஸ்கெட்ச்” - விரைவில் அதிரடி அறிவிப்பு?•⁠ ⁠உங்களுக்கெல்லாம் ஆல் பாஸ் போட்டது நானு... - விஜய்க்கு எதிராக பிரசாரம் செய்த இபிஎஸ்•⁠ ⁠இபிஎஸ்ஸுக்கு வழங்கப்படும் அஜித் படங்கள்!•⁠ ⁠`யார் வந்தாலும் கவலையில்லை...' - விஜய் குறித்து ஸ்டாலின்!•⁠ ⁠கடலூர் விஜய் பிரசாரம் ரத்து?•⁠ ⁠ஜனநாயகனுக்கு ஆதரவளித்த கமல், ரஜினி, சூர்யா..!•⁠ ⁠சிபிஐ விசாரிக்க வேண்டும்! - நடப்பு தயாரிப்பாளர் சங்கம்•⁠ ⁠ஏப்ரல் 13, தமிழ்நாடு பாஜக பூத் கமிட்டி உறுப்பினர்களுடன் உரையாடும் மோடி!•⁠ ⁠தமிழிசைக்கு ஆளுநர் பதவிதான் சரி... - உதயநிதி•⁠ ⁠விடாமுயற்சியுடன் களத்தில் நிற்கிறேன்! - சீமான்•⁠ ⁠`ரெண்டு பெட்டி கொடுத்தா அன்புத் தம்பி...' - அண்ணாமலை பிரசாரம்•⁠ ⁠`மிஸ்ராவை மிஸ் பண்ணீடாதீங்க...' - கம்பம் தவெக வேட்பாளருக்கு வாக்கு சேகரித்த பொன்னம்பலம்!•⁠ ⁠தேர்தலை ரத்து செய்யக் கோரி மனு!•⁠ ⁠சாதி என்பது இல்லாத ஒன்று... - உயர் நீதிமன்றம்•⁠ ⁠யமுனை ஆற்றில் படகு கவிழ்ந்து 9 பேர் பலி!•⁠ ⁠ஈரான் - அமெரிக்கா அமைதிப் பேச்சுவார்த்தை!

a16z general partner Erik Torenberg speaks with Balaji Srinivasan, angel investor and entrepreneur, about why AI simultaneously reduces the cost of creation and increases the cost of verification, and what that tension means for the shape of the AI economy. They discuss why AI drives companies toward the "trusted tribe" model of the Chinese internet, why physical world tasks are easier to automate than digital ones, why shortcuts only work for experts, and why AI makes everyone a CEO rather than making CEOs obsolete.   Resources: Follow Balaji Srinivasan on X: https://twitter.com/balajis Follow Erik Torenberg on X: https://twitter.com/eriktorenberg Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

RocketMoney: Start saving today at  https://rocketmoney.com/milehigher and keep track of how you spend your money!988 LifelineCall or text: 988Chat online: 988 Lifeline Chat https://988lifeline.org/Available: 24/7, free, and confidentialIntro 0:00Suchir's Early Life 7:31A Promising Early Career 14:090Troubles Arise 18:51Leaving OpenAI 21:40The Issue with AI Copyright Infringement 31:55Death of Human Creation? 35:24Suchir Goes Missing... Then Found 47:40Suspicions Abound 53:34The First Interview 1:02:57Straight Up Accusations 1:08:10Stoking the Flames 1:16:47Lack of Conclusions 1:20:34Final Thoughts & Outro 1:24:11Mile Higher Media website: https://milehigher.com/ Higher Hope Foundation: https://www.higherhope.org/ Mile Higher Merch: milehighermerch.comCheck out our other podcasts!The Sesh https://bit.ly/3Mtoz4XLights Out https://bit.ly/3n3GaoePlanet Sleep https://linktr.ee/planetsleepJoin our official FB group! https://bit.ly/3kQbAxgMHP YouTube: http://bit.ly/2qaDWGfAre You Subscribed On Apple Podcast & Spotify?!Support MHP by leaving a rating or review on Apple Podcast :) https://apple.co/2H4kh58MHP Topic Request Form: https://forms.gle/gUeTEzL9QEh4Hqz88You can follow us on all the things: @milehigherpodInstagram: http://www.instagram.com/milehigherpodYouTube: https://www.youtube.com/@MileHigherHosts:Kendall: @kendallraeonytIG: http://instagram.com/kendallraeonytYT: https://www.youtube.com/c/kendallsplaceJosh: @milehigherjoshIG: http://www.instagram.com/milehigherjoshProducers:Janelle: @janelle_fields_IG: https://www.instagram.com/janelle_fields_/Ian: @ifarmeIG: https://www.instagram.com/ifarme/Tom: @cinematomgrapherIG: https://www.instagram.com/cinematomgrapher/Podcast sponsor inquiries: adops@audioboom.com✉ Send Us Mail ✉Kendall Rae & Josh Thomas 8547 E Arapahoe Rd Ste J # 233Greenwood Village, CO 80112Music By: Mile Higher BoysYT: https://bit.ly/2Q7N5QOSpotify: https://open.spotify.com/artist/0F4ik...Sources: https://pastebin.com/0mwkqYrqThe creator hosts a documentary series for educational purposes (EDSA). These include authoritative sources such as interviews, newspaper articles, and TV news reporting meant to educate and memorialize notable cases in our history. Videos come with an editorial and artistic value.

We're back for part two of this mind-altering deep dive with Balaji, and if you survived part 1, brace yourself—because this is where things get absolutely WILD. What if I told you that every price you're paying—the rent, the hospital bill, the college tuition—is powered, not just by “market forces,” but by a bureaucratic tug-of-war that's reshaping the world order? Balaji's connecting the dots on how inflation, big bailouts, and the Fed's “Money Printer Go Brrr” actually hollowed out economies, and why the next meltdown is already baked in. We break down how “blue” and “red” Americas are literally pulling the country apart—right down to who you marry, where you can move, and why both sides are turning to foreign allies (yes, including China and Russia!) over each other. Today's conversation is all about the “soft secession” happening under our noses and what it means for the future of democracy, prosperity, and PEACE. PLUS, Balaji reveals his eye-of-the-hurricane strategy—where the smartest, most nimble people are heading, and who'll thrive as today's systems break down. What's up, everybody? It's Tom Bilyeu here: If you want my help... STARTING a business: join me here at ZERO TO FOUNDER:  https://tombilyeu.com/zero-to-founder?utm_campaign=Podcast%20Offer&utm_source=podca[%E2%80%A6]d%20end%20of%20show&utm_content=podcast%20ad%20end%20of%20show SCALING a business: see if you qualify here.:  https://tombilyeu.com/call Get my battle-tested strategies and insights delivered weekly to your inbox: sign up here.: https://tombilyeu.com/ ********************************************************************** If you're serious about leveling up your life, I urge you to check out my new podcast, Tom Bilyeu's Mindset Playbook —a goldmine of my most impactful episodes on mindset, business, and health. Trust me, your future self will thank you. ********************************************************************** FOLLOW TOM: Instagram: https://www.instagram.com/tombilyeu/ Tik Tok: https://www.tiktok.com/@tombilyeu?lang=en Twitter: https://twitter.com/tombilyeu YouTube: https://www.youtube.com/@TomBilyeu Shopify: Sign up for your one-dollar-per-month trial period at https://shopify.com/impactQuince: Free shipping and 365-day returns at https://quince.com/impactpodDuck.Ai: Protect your privacy at https://duck.ai/impactBlinkist: Start your free trial at https://blinkist.com/impactQuo: Try for free PLUS get 20% off your first 6 months at https://quo.com/impactPique: 20% off at https://piquelife.com/impactMonetary Metals: Future-proof your wealth at https://monetary-metals.com/impactCozy Earth: code IMPACT for 20% off https://cozyearth.comSumm: code TOMVIP20 for 20% off your first year at https://summ.com?via=tombilyeu&coupon=TOMVIP20 Follow Balaji:X (Twitter): https://twitter.com/balajisWebsite: https://balajis.com/Instagram: https://www.instagram.com/balajis/ Learn more about your ad choices. Visit megaphone.fm/adchoices

We're back for part two of this mind-altering deep dive with Balaji, and if you survived part 1, brace yourself—because this is where things get absolutely WILD. What if I told you that every price you're paying—the rent, the hospital bill, the college tuition—is powered, not just by “market forces,” but by a bureaucratic tug-of-war that's reshaping the world order? Balaji's connecting the dots on how inflation, big bailouts, and the Fed's “Money Printer Go Brrr” actually hollowed out economies, and why the next meltdown is already baked in. We break down how “blue” and “red” Americas are literally pulling the country apart—right down to who you marry, where you can move, and why both sides are turning to foreign allies (yes, including China and Russia!) over each other. Today's conversation is all about the “soft secession” happening under our noses and what it means for the future of democracy, prosperity, and PEACE. PLUS, Balaji reveals his eye-of-the-hurricane strategy—where the smartest, most nimble people are heading, and who'll thrive as today's systems break down. What's up, everybody? It's Tom Bilyeu here: If you want my help... STARTING a business: join me here at ZERO TO FOUNDER:  https://tombilyeu.com/zero-to-founder?utm_campaign=Podcast%20Offer&utm_source=podca[%E2%80%A6]d%20end%20of%20show&utm_content=podcast%20ad%20end%20of%20show SCALING a business: see if you qualify here.:  https://tombilyeu.com/call Get my battle-tested strategies and insights delivered weekly to your inbox: sign up here.: https://tombilyeu.com/ ********************************************************************** If you're serious about leveling up your life, I urge you to check out my new podcast, Tom Bilyeu's Mindset Playbook —a goldmine of my most impactful episodes on mindset, business, and health. Trust me, your future self will thank you. ********************************************************************** FOLLOW TOM: Instagram: https://www.instagram.com/tombilyeu/ Tik Tok: https://www.tiktok.com/@tombilyeu?lang=en Twitter: https://twitter.com/tombilyeu YouTube: https://www.youtube.com/@TomBilyeu Shopify: Sign up for your one-dollar-per-month trial period at https://shopify.com/impactQuince: Free shipping and 365-day returns at https://quince.com/impactpodDuck.Ai: Protect your privacy at https://duck.ai/impactBlinkist: Start your free trial at https://blinkist.com/impactQuo: Try for free PLUS get 20% off your first 6 months at https://quo.com/impactPique: 20% off at https://piquelife.com/impactMonetary Metals: Future-proof your wealth at https://monetary-metals.com/impactCozy Earth: code IMPACT for 20% off https://cozyearth.comSumm: code TOMVIP20 for 20% off your first year at https://summ.com?via=tombilyeu&coupon=TOMVIP20 Follow Balaji:X (Twitter): https://twitter.com/balajisWebsite: https://balajis.com/Instagram: https://www.instagram.com/balajis/ Learn more about your ad choices. Visit megaphone.fm/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Today's guest is Balaji, the one-and-only, infamous entrepreneur, tech visionary, and macro-thinker who's never afraid to say what everyone else is just… whispers about. Whether you're worried, inspired, or just plain confused about where America is headed (or if it's headed anywhere at all), this conversation with Tom Bilyeu is the crash course in modern chaos you didn't know you NEEDED. Balaji isn't here just to talk about the future—he's laying out the collapse of the current world order, how technology AND tribal politics are shredding America into pieces, and why every “side” thinks it's losing (and what no one is seeing about the bigger picture). Whether it's debt, AI, China, or why California wants to tax billionaires out of existence—girl, WE ARE GOING THERE. Shopify: Sign up for your one-dollar-per-month trial period at https://shopify.com/impactQuince: Free shipping and 365-day returns at https://quince.com/impactpodDuck.Ai: Protect your privacy at https://duck.ai/impactBlinkist: Start your free trial at https://blinkist.com/impactQuo: Try for free PLUS get 20% off your first 6 months at https://quo.com/impactPique: 20% off at https://piquelife.com/impactMonetary Metals: Future-proof your wealth at https://monetary-metals.com/impactCozy Earth: code IMPACT for 20% off https://cozyearth.comSumm: code TOMVIP20 for 20% off your first year at https://summ.com?via=tombilyeu&coupon=TOMVIP20 What's up, everybody? It's Tom Bilyeu here: If you want my help... STARTING a business: join me here at ZERO TO FOUNDER:  https://tombilyeu.com/zero-to-founder?utm_campaign=Podcast%20Offer&utm_source=podca[%E2%80%A6]d%20end%20of%20show&utm_content=podcast%20ad%20end%20of%20show SCALING a business: see if you qualify here.:  https://tombilyeu.com/call Get my battle-tested strategies and insights delivered weekly to your inbox: sign up here.: https://tombilyeu.com/ FOLLOW TOM: Instagram: https://www.instagram.com/tombilyeu/ Tik Tok: https://www.tiktok.com/@tombilyeu?lang=en Twitter: https://twitter.com/tombilyeu YouTube: https://www.youtube.com/@TomBilyeu You know that feeling something is majorly shifting beneath the surface? Here, Balaji explains why America is breaking apart—not just government, but at the soul level. We lay out why the internet is upstream from every disruption, and how AI isn't just killing jobs—it's targeting entire TRIBES inside the US. Are you blue America, red America, or tech America? Listen as Balaji supports his claims with real data and charts: from solar in Africa to the gold “singularity,” from collapsing media to the “wokeness” arms race post-2010. He pulls back the curtain on why California became a one-party state, how Democrats and Republicans are at war with each other AND the internet… and what it all means for the future of your money, your job, and your freedom. SHOWNOTES [00:00] America doesn't exist? The rise of “sub-tribes” and why labels are now meaningless [00:11] How digital and physical AI are disrupting “blue” and “red” jobs [01:06] AI, solar panels, robots, agents—the multiple “singularities” taking over every industry [05:48] Collapse in religiosity, skyrocketing gender/ideology gaps, and why parties are now split male vs. female [06:28] Why the internet is the root force changing everything (the “force diagram” of disruption) [07:39] HOW AI targets Democrats vs. Republicans—what jobs are actually threatened [10:32] Blue states go anti-AI, legal workarounds, and the “asymmetry” in who fights back [11:43] How America disrupts the West (and why Western Europe may be doomed for a bad century) [13:44] America is over, but the internet is just beginning—understanding “debt” and the end of empires [15:16] Keynesianism = Communism (but for wimps), the invisible theft by the Fed, and how inflation really robs you behind closed doors [22:10] Why technological deflation is GOOD (and why the system wants you to fear it) [25:03] Drawing parallels with the Soviet collapse, how “asset seizure” works in modern economies [29:05] The Cantillon Effect—who really gets rich off the money printer? [35:00] The chart: When blue America lost the media game, and red America lost manufacturing [38:04] Wokeness, the Techlash, and using morality as a weapon: How both parties went “scorched earth” on each other Major eye-openers, right? Make sure to breathe… and yes, he's just getting started. Follow Balaji: Twitter/X: https://twitter.com/balajis Website: https://balajis.com Book: The Network State (https://thenetworkstate.com) Learn more about your ad choices. Visit megaphone.fm/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Today's guest is Balaji, the one-and-only, infamous entrepreneur, tech visionary, and macro-thinker who's never afraid to say what everyone else is just… whispers about. Whether you're worried, inspired, or just plain confused about where America is headed (or if it's headed anywhere at all), this conversation with Tom Bilyeu is the crash course in modern chaos you didn't know you NEEDED. Balaji isn't here just to talk about the future—he's laying out the collapse of the current world order, how technology AND tribal politics are shredding America into pieces, and why every “side” thinks it's losing (and what no one is seeing about the bigger picture). Whether it's debt, AI, China, or why California wants to tax billionaires out of existence—girl, WE ARE GOING THERE. Shopify: Sign up for your one-dollar-per-month trial period at https://shopify.com/impactQuince: Free shipping and 365-day returns at https://quince.com/impactpodDuck.Ai: Protect your privacy at https://duck.ai/impactBlinkist: Start your free trial at https://blinkist.com/impactQuo: Try for free PLUS get 20% off your first 6 months at https://quo.com/impactPique: 20% off at https://piquelife.com/impactMonetary Metals: Future-proof your wealth at https://monetary-metals.com/impactCozy Earth: code IMPACT for 20% off https://cozyearth.comSumm: code TOMVIP20 for 20% off your first year at https://summ.com?via=tombilyeu&coupon=TOMVIP20 What's up, everybody? It's Tom Bilyeu here: If you want my help... STARTING a business: join me here at ZERO TO FOUNDER:  https://tombilyeu.com/zero-to-founder?utm_campaign=Podcast%20Offer&utm_source=podca[%E2%80%A6]d%20end%20of%20show&utm_content=podcast%20ad%20end%20of%20show SCALING a business: see if you qualify here.:  https://tombilyeu.com/call Get my battle-tested strategies and insights delivered weekly to your inbox: sign up here.: https://tombilyeu.com/ FOLLOW TOM: Instagram: https://www.instagram.com/tombilyeu/ Tik Tok: https://www.tiktok.com/@tombilyeu?lang=en Twitter: https://twitter.com/tombilyeu YouTube: https://www.youtube.com/@TomBilyeu You know that feeling something is majorly shifting beneath the surface? Here, Balaji explains why America is breaking apart—not just government, but at the soul level. We lay out why the internet is upstream from every disruption, and how AI isn't just killing jobs—it's targeting entire TRIBES inside the US. Are you blue America, red America, or tech America? Listen as Balaji supports his claims with real data and charts: from solar in Africa to the gold “singularity,” from collapsing media to the “wokeness” arms race post-2010. He pulls back the curtain on why California became a one-party state, how Democrats and Republicans are at war with each other AND the internet… and what it all means for the future of your money, your job, and your freedom. SHOWNOTES [00:00] America doesn't exist? The rise of “sub-tribes” and why labels are now meaningless [00:11] How digital and physical AI are disrupting “blue” and “red” jobs [01:06] AI, solar panels, robots, agents—the multiple “singularities” taking over every industry [05:48] Collapse in religiosity, skyrocketing gender/ideology gaps, and why parties are now split male vs. female [06:28] Why the internet is the root force changing everything (the “force diagram” of disruption) [07:39] HOW AI targets Democrats vs. Republicans—what jobs are actually threatened [10:32] Blue states go anti-AI, legal workarounds, and the “asymmetry” in who fights back [11:43] How America disrupts the West (and why Western Europe may be doomed for a bad century) [13:44] America is over, but the internet is just beginning—understanding “debt” and the end of empires [15:16] Keynesianism = Communism (but for wimps), the invisible theft by the Fed, and how inflation really robs you behind closed doors [22:10] Why technological deflation is GOOD (and why the system wants you to fear it) [25:03] Drawing parallels with the Soviet collapse, how “asset seizure” works in modern economies [29:05] The Cantillon Effect—who really gets rich off the money printer? [35:00] The chart: When blue America lost the media game, and red America lost manufacturing [38:04] Wokeness, the Techlash, and using morality as a weapon: How both parties went “scorched earth” on each other Major eye-openers, right? Make sure to breathe… and yes, he's just getting started. Follow Balaji: Twitter/X: https://twitter.com/balajis Website: https://balajis.com Book: The Network State (https://thenetworkstate.com) Learn more about your ad choices. Visit megaphone.fm/adchoices

The Book of Elon: A Guide to Purpose and Success is now available! “All of Elon Musk's Most Useful Ideas, In His Own Words.”  I've invested five years of effort and tens of thousands of dollars into making this book as useful as possible for you.  Order the book now on Amazon: Kindle: https://amzn.to/4uEf0pO Paperback: https://amzn.to/47avSuh Hardcover: https://amzn.to/4by5VWL Audible: https://www.audible.com/pd/The-Book-of-Elon-Audiobook/B0G3B4SJPQ To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend

१७१२ हे साल स्वराज्यासाठी साक्षात मृत्यूचा सापळा बनून आले! चंद्रसेन जाधव फितूर होऊन मुघलांना आणि निझामाला जाऊन मिळाला. पण सर्वात भयंकर आणि डेंजरस संकट आले ते थेट कोकणातून! मराठा आरमाराचे सम्राट कान्होजी आंग्रे यांनी शाहू महाराजांच्या विरोधात भयंकर बंड पुकारले... त्यांनी तत्कालीन पेशवे बहिरोपंत पिंगळे यांचा दारुण पराभव करून त्यांना चक्क अंधाऱ्या तुरुंगात टाकले! एवढेच नाही, तर ते स्वतःची मोठी फौज घेऊन थेट साताऱ्याच्या दिशेने चालून येऊ लागले. संपूर्ण साताऱ्यात आणि महाराजांच्या गोटात जीवघेणे टेन्शन पसरले! राज्याला आता कोण वाचवणार? नोव्हेंबर १७१३ मध्ये शाहू महाराजांनी बाळाजी विश्वनाथ यांना बोलावून त्यांच्या गळ्यात थेट पेशवेपदाची माळ घातली! नवीन पेशवे बाळाजींनी तलवारीपेक्षा बुद्धीचा आणि संवादाचा एक ऐतिहासिक मास्टरस्ट्रोक खेळला. ते स्वतः कान्होजी आंग्रे यांना भेटण्यासाठी लोणावळ्याजवळ गेले. अत्यंत पॉवरफुल आणि लॉजिकल शब्दांत त्यांनी कान्होजींना समजावले... "तुमचे वडील तुकाजी यांनी शिवाजी महाराजांची अत्यंत प्रामाणिक सेवा केली होती... मग तुम्ही आता शाहू महाराजांशी बंड का करत आहात? जर तुम्ही महाराजांना राजा मानले, तर संपूर्ण कोकणचे सरखेल म्हणून तुम्हाला मान्यता दिली जाईल!" बाळाजींच्या या अचूक संवादाने कान्होजींचा राग पूर्णपणे शांत झाला. कालचा भयंकर शत्रू आज स्वराज्याचा सर्वात ताकदवान मित्र बनला! शत्रूला मित्र बनवण्याचे हे रहस्य अफलातून होते! पण स्वराज्याच्या या प्रवासात... एक अत्यंत क्रूर आणि नीच गद्दार बाळाजी आणि बाजीरावासाठी मृत्यूचा सापळा रचून बसला होता! तो गद्दार कोण होता? ... [Music Fades Out]... Learn more about your ad choices. Visit megaphone.fm/adchoices

This is a re-upload due to YouTube demonetization, requiring more censorship than expected. Suchir Balaji, an AI researcher at OpenAI, believed the company violated copyright laws. After resigning and sharing his insights with the NYT, he was found deceased in his San Francisco apartment. Updates/Clarifications:1. No forced entry was found in Suchir's apartment.2. No cameras were present on Suchir's floor (4th floor), and one elevator camera was disabled. However, the main, first floor had one operational camera.3. Suchir suffered a maxillary fracture, with a puncture on his tongue, raising suspicions of a second incident.4. Correction: Wellbutrin does not contain amphetamine. Prescription bottles of D-Amphetamine (generic for Adderall) were found in Suchir's apartment, likely the source of amphetamines in his system. Sources are sensitive, but here are some available resources:Suchir's AI Fair Use write-upNYT Interview Socials:Bluesky ► Bluesky ProfileInstagram ► Instagram Profile Music Credits:Looplicator: LooppelgangerMidwhich Music: Brief Calmdrackfreeee: Living NightmareLuba Hilman: ForsakenSurvival Spheres: Forbidden Trip, Gaslight 0:00: The Backdrop1:56: Who was Suchir Balaji?5:47: Arriving on the Scene7:22: Oddities13:42: The Site17:04: Circumstances26:09: Questions32:38: A Message #SuchirBalaji #OpenAI #ChatGPT #whistleblower #AIresearch #copyrightlaws #SanFrancisco #mysteriousdeath See show notes: https://inlet.fm/epoch-philosophy/episodes/69c1fe4c25f17a4fd83755e5 Learn more about your ad choices. Visit podcastchoices.com/adchoices

शाहू महाराजांवर धनाजीराव जाधवांसारखे भयंकर सेनापती चालून येत आहेत... हे जीवघेणे टेन्शन आपण मागच्या भागात पाहिले! धनाजीराव जाधव म्हणजे साक्षात मृत्यूचे दुसरे नाव. त्यांच्या घोड्यांच्या टापांचा आवाज ऐकून मुघल सरदारही थरथर कापत असत. आणि आता हेच धनाजीराव शाहू महाराजांना संपवण्यासाठी खेड नावाच्या गावाजवळ येऊन थडकले होते! संपूर्ण स्वराज्याचा श्वास रोखला गेला होता. दोन मराठा फौजा एकमेकांच्या रक्ताला तहानल्या होत्या. जर हे युद्ध झाले असते, तर मराठ्यांचे अतोनात नुकसान झाले असते... पण इथेच बाळाजी विश्वनाथ यांनी आपला ऐतिहासिक मास्टरस्ट्रोक खेळला! बाळाजी त्यावेळी धनाजीरावांचे कारभारी होते. त्यांनी आणि खंडो बल्लाळ यांनी स्वतःचा जीव धोक्यात घालून अंधाऱ्या रात्रीत धनाजीरावांची गुप्त भेट घेतली. त्यांनी अत्यंत पॉवरफुल शब्दांत धनाजीरावांना सांगितले... "आपण ज्यांच्यावर तलवार उगारत आहात, ते साक्षात शिवाजी महाराजांचे रक्त आहेत!" बाळाजींच्या त्या भेदक संवादामुळे धनाजीरावांसारख्या पोलादी योद्ध्याचे मन पिघळले. दुसऱ्या दिवशी खेडच्या मैदानावर युद्ध सुरू झाले खरे... पण ते फक्त एक दिखाव्याचे युद्ध होते! धनाजीरावांनी आपली तलवार म्यानातच ठेवली आणि ते शाहू महाराजांना जाऊन मिळाले! एकही थेंब रक्त न सांडता बाळाजींनी हा सर्वात मोठा विजय मिळवून दिला. जानेवारी १७०८ मध्ये शाहू महाराजांचा राज्याभिषेक झाला आणि त्यांनी बाळाजींना 'सेनाकर्ते' अशी पदवी दिली! समोरच्याचे मन जिंकून लढाई जिंकण्याचा हा स्वॅग भयंकर होता! पण... हे सुख फार काळ टिकणार नव्हते. एका क्षुल्लक हरणाच्या शिकारीवरून राजकारणाचा असा भडका उडणार होता की... ... [Music Fades Out] Learn more about your ad choices. Visit megaphone.fm/adchoices

कोकणच्या त्या जीवघेण्या अंधारातून निसटून बाळाजी विश्वनाथ देशावर तर आले... पण इथेही मृत्यूचे तांडव सुरूच होते! १६९० च्या दशकात औरंगजेबाची लाखोची मुघल फौज स्वराज्याचे अक्षरशः लचके तोडत होती. छत्रपती राजाराम महाराजांना जीव वाचवण्यासाठी थेट दक्षिणेत जिंजीला पळून जावे लागले होते... अशा जळत्या वातावरणात बाळाजी विश्वनाथ सासवड नावाच्या गावात एक निर्वासित म्हणून पोहोचले. त्यांच्याकडे ना पैसा होता... ना कोणती फौज! पण या माणसाच्या डोक्यात एक अत्यंत शार्प सुपर-कॉम्प्युटर दडलेला होता. युद्धाच्या या काळात केवळ तलवार चालवून भागत नसते, तर फौजेला रसद पुरवणे आणि पैशांची उभारणी करणे अत्यंत महत्त्वाचे असते. बाळाजींचा महसुलाचा अभ्यास इतका दांडगा होता की सासवडचे अंबाजी पुरंदरे त्यांच्यावर पार फिदा झाले! लवकरच ही चर्चा स्वराज्याचे महान सेनापती धनाजीराव जाधव यांच्यापर्यंत पोहोचली. कागदपत्रांचा अचूक हिशेब ठेवून राजकारण फिरवणारा बाळाजींसारखा कूटनीतीज्ञ संपूर्ण दख्खनमध्ये दुसरा नव्हता! १६९६ मध्ये पुणे प्रांताचे सभासद... आणि १६९९ मध्ये ते थेट पुण्याचे सरसुभेदार बनले! याच काळात १६९७ च्या सुमारास त्यांची भेट महान आणि गूढ तपस्वी ब्रह्मेंद्र स्वामींशी झाली. स्वामींनी बाळाजींच्या डोळ्यांतील ती धगधगती आग अचूक ओळखली आणि त्यांना आपला विशेष आशीर्वाद दिला... आणि याच यशाच्या काळात, १८ ऑगस्ट १७०० सालात त्यांच्या घरी एका नव्या आणि भयंकर वादळाचा जन्म झाला... ज्याला जग पुढे बाजीराव म्हणून ओळखणार होते! पण स्वराज्यावर आता औरंगजेबाच्या मृत्यूनंतर कोणते नवे आणि भयंकर संकट कोसळणार होते? शाहू महाराज परत आल्यावर काय होणार? ... [Music Fades Out] Learn more about your ad choices. Visit megaphone.fm/adchoices

१७१२ हे साल स्वराज्यासाठी साक्षात मृत्यूचा सापळा बनून आले! चंद्रसेन जाधव फितूर होऊन मुघलांना आणि निझामाला जाऊन मिळाला. पण सर्वात भयंकर आणि डेंजरस संकट आले ते थेट कोकणातून! मराठा आरमाराचे सम्राट कान्होजी आंग्रे यांनी शाहू महाराजांच्या विरोधात भयंकर बंड पुकारले... त्यांनी तत्कालीन पेशवे बहिरोपंत पिंगळे यांचा दारुण पराभव करून त्यांना चक्क अंधाऱ्या तुरुंगात टाकले! एवढेच नाही, तर ते स्वतःची मोठी फौज घेऊन थेट साताऱ्याच्या दिशेने चालून येऊ लागले. संपूर्ण साताऱ्यात आणि महाराजांच्या गोटात जीवघेणे टेन्शन पसरले! राज्याला आता कोण वाचवणार? नोव्हेंबर १७१३ मध्ये शाहू महाराजांनी बाळाजी विश्वनाथ यांना बोलावून त्यांच्या गळ्यात थेट पेशवेपदाची माळ घातली! नवीन पेशवे बाळाजींनी तलवारीपेक्षा बुद्धीचा आणि संवादाचा एक ऐतिहासिक मास्टरस्ट्रोक खेळला. ते स्वतः कान्होजी आंग्रे यांना भेटण्यासाठी लोणावळ्याजवळ गेले. अत्यंत पॉवरफुल आणि लॉजिकल शब्दांत त्यांनी कान्होजींना समजावले... "तुमचे वडील तुकाजी यांनी शिवाजी महाराजांची अत्यंत प्रामाणिक सेवा केली होती... मग तुम्ही आता शाहू महाराजांशी बंड का करत आहात? जर तुम्ही महाराजांना राजा मानले, तर संपूर्ण कोकणचे सरखेल म्हणून तुम्हाला मान्यता दिली जाईल!" बाळाजींच्या या अचूक संवादाने कान्होजींचा राग पूर्णपणे शांत झाला. कालचा भयंकर शत्रू आज स्वराज्याचा सर्वात ताकदवान मित्र बनला! शत्रूला मित्र बनवण्याचे हे रहस्य अफलातून होते! पण स्वराज्याच्या या प्रवासात... एक अत्यंत क्रूर आणि नीच गद्दार बाळाजी आणि बाजीरावासाठी मृत्यूचा सापळा रचून बसला होता! तो गद्दार कोण होता? ... [Music Fades Out] Learn more about your ad choices. Visit megaphone.fm/adchoices

In this podcast, Kushal speaks with Balaji Srinivasan about the ongoing global economic crisis that has been triggered by the Iran war against Israel and America. Balaji made a few observations on "X." This podcast will be around those 7 points. (https://x.com/balajis/status/2034400690345484612?s=20) Buy my book "Blasphemy: Let me Speak": https://amzn.in/d/0bS2pOTc Follow Balaji: X: @balajis Website: https://ns.com/ #iranisraelwar #iranunrest #tehranprotests #iranrevolution #iranprotest #donaldtrump #ayatollahalikhamenei ------------------------------------------------------------ Listen to the podcasts on: SoundCloud: https://soundcloud.com/kushal-mehra-99891819 Spotify: https://open.spotify.com/show/1rVcDV3upgVurMVW1wwoBp Apple Podcasts: https://podcasts.apple.com/us/podcast/the-c%C4%81rv%C4%81ka-podcast/id1445348369 Stitcher: https://www.stitcher.com/show/the-carvaka-podcast ------------------------------------------------------------ Support The Cārvāka Podcast: Buy Kushal's Book: https://amzn.in/d/58cY4dU Become a Member on YouTube: https://www.youtube.com/channel/UCKPx... Become a Member on Patreon: https://www.patreon.com/carvaka UPI: kushalmehra@icici Interac Canada: kushalmehra81@gmail.com To buy The Carvaka Podcast Exclusive Merch please visit: http://kushalmehra.com/shop ------------------------------------------------------------ Follow Kushal: Twitter: https://twitter.com/kushal_mehra?ref_... Facebook: https://www.facebook.com/KushalMehraO... Instagram: https://www.instagram.com/thecarvakap... Koo: https://www.kooapp.com/profile/kushal... Inquiries: https://kushalmehra.com/ Feedback: kushalmehra81@gmail.com

Balaji Srinivasan explains why America's political system is swinging further left and further right until it breaks apart entirely. In this conversation with Brandon Green, he lays out why Bitcoin serves as the fire alarm for a failing system and why your location matters more than your portfolio. Balaji shares his "liquidate, emigrate, accelerate" framework, and reveals why Latin America and El Salvador may be the smartest destinations for Bitcoiners. Read more about the Network School Here: https://ns.com/Click here to get 10% off bitcoin 2026 Conference in Las Vegas: https://tickets.b.tc/event/bitcoin-2026?promoCodeTask=apply&promoCodeInput=YT10

Suchir Balaji, a former AI researcher at OpenAI, voiced concerns about copyright issues surrounding ChatGPT. He reported these to the New York Times, but tragically, he was found dead in his San Francisco apartment a month later. Updates: Suchir suffered a maxillary fracture and a tongue puncture, fueling speculation of a second injury. Music Credits: Looplicator: Looppelganger Midwhich Music: Brief Calm drackfreeee: Living Nightmare Luba Hilman: Forsaken Survival Spheres: Forbidden Trip Survival Spheres: Gaslight 0:00: I. The Backdrop1:56: II. Who was Suchir Balaji?5:47: III. Arriving on the Scene7:22: IV. Oddities13:42: V. The Site17:04: VI. Circumstances26:09: VII. Questions32:38: VIII. A Message #SuchirBalaji #OpenAI #ChatGPT #AIresearcher #deathmystery #copyrightissues #whistleblower #SanFrancisco #NewYorkTimes See show notes: https://inlet.fm/epoch-philosophy/episodes/69b1adad09752a4f55e76b99 Learn more about your ad choices. Visit podcastchoices.com/adchoices

⁠ ⁠நாடு முழுவதும் கியாஸ் சிலிண்டர் தட்டுப்பாடு... பல இடங்களில் உணவகங்கள் மூடல்!•⁠ ⁠எஸ்மா சட்டத்தை அமல்படுத்திய மத்திய அரசு!•⁠ ⁠ஹார்மூஸ் நீரிணையை பயன்படுத்தும் நாடுகளுக்குப் பரிசு! - ட்ரம்ப்•⁠ ⁠பிரதமர் மோடி பதவி விலக வேண்டும்! - எதிர்க்கட்சிகள் நடாளுமன்றத்தில் முழக்கம்•⁠ ⁠கச்சா எண்ணெய் விலை 130 டாலர்களை தாண்டு வரை பெட்ரோல், டீசல் விலையை உயர்த்தக்கூடாது! - மத்திய அரசு* நான் அதைச் சொன்னால்... மோடி ராஜினாமா செய்ய வேண்டியிருக்கும்! - சுப்பிரமணியன் சுவாமி•⁠ ⁠CBSE: 12-ம் வகுப்பு வினாத்தாளில் ஹாலிவுட் பாடல் QR CODE?•⁠ ⁠நீதித்துறை குறித்த பாடம்... NCERT பொது மன்னிப்பு!•⁠ ⁠கரூர் விவகாரம்... சிபிஐ விசாரணைக்கு ஆஜராகும் விஜய், செந்தில் பாலாஜி!•⁠ ⁠விஜய்யை கூட்டணிக்கு அழைத்த ஏ.என்.எஸ் பிரசாத்தின் பொறுப்புகளைப் பறித்த பா.ஜ.க!•⁠ ⁠விஜய்யுடன் கூட்டணிப் பேச்சுவார்த்தை நடத்தவில்லை! - நயினார்•⁠ ⁠தவெக வேட்பாளர் நேர்காணல்: யாருக்கு எந்தத் தொகுதி?•⁠ ⁠ஜனநாயகன்: பா.ஜ.க-வின் வக்கிரமான அரசியல்! - நாஞ்சில் சம்பத் காட்டம்•⁠ ⁠திருச்சி மாநாட்டில் முதல்வர் பேசியது என்ன?•⁠ ⁠தே.மு.தி.க-வுக்கு 10 தொகுதிகள்... விசிக அதிருப்தி?•⁠ ⁠மாற்றுத்திறனாளிகளைக் கொச்சைப்படுத்திய சிவாஜி கிருஷ்ணமூர்த்தி!•⁠ ⁠ஆரம்ப சுகாதார நிலையத்தை வீடாக மாற்றிய திமுக நிர்வாகி... சுகாதாரத்துறையின் விளக்கம் என்ன?

It's been five years since the Almanack of Naval Ravikant was published. I spent the day with Naval expanding on key ideas from the book. We recorded hours of that conversation to share with you. You can purchase the new expanded edition with nearly 4 hours of new material on Audible here: https://www.audible.com/pd/The-Almanack-of-Naval-Ravikant-Audiobook/B0FBCP1JWJ Chapters: 00:00 - Building Wealth 37:49 - Building Judgement 01:12:30 - Learning Happiness 02:15:17 - Saving Yourself 02:50:17 - Philosophy To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend

* “அனைத்து தரப்பு மக்களையும் அரவணைப்பதால் விஜய்க்கு ஆதரவு” - பண்ருட்டி ராமச்சந்திரன் * "உண்மைக்கு புறம்பானது" - விஜய்க்கு காவல்துறை விளக்கம்* ஜெயலலிதா பிறந்தநாள் விழாவை கொண்டாடிய ரத்தத்தின் ரத்தங்கள்? * பொது சேவையில் அவரது அர்ப்பணிப்பு அனைவருக்கும் எப்போதும் ஒரு உத்வேகத்தை தரும் - அமித் ஷா* ஜெயலலிதாவை நினைவு கூர்ந்த மோடி! * சசிகலா மாநாடு ஹைலைட்ஸ்?* பிரிந்திருப்பவர்கள் கூட்டணிக்கு வர வேண்டும் - டிடிவி தினகரன் * "அவர் பேசுவதற்கு மேல் எனக்கும் பேசத் தெரியும்"- டிடிவி தினகரன் குறித்து ஓ.பன்னீர்செல்வம் * ரூ.10,000 கருணைத் தொகை வழங்கப்படும்! - எடப்பாடி பழனிசாமி வாக்குறுதி* மகளிர் உரிமைத் தொகை- சிவி சண்முகம் சர்ச்சை பேச்சு * யார் முரட்டு அடிமை?- எடப்பாடி Vs உதயநிதி * டிஎன்பிஎஸ்சி தேர்வு கட்டுப்பாட்டு அலுவலராக இருந்த சண்முகசுந்தரம் மாநில தேர்தல் ஆணைய செயலாளராக நியமனம்* கனிமொழி - காங்கிரஸ் மேலிட பொறுப்புளார்கள் சந்திப்பு ஏன்? * காவல்துறையின் செயல்பாடு வெட்ககேடானது - ஜோதிமணி * அமைச்சரவை கூட்டத்தில் எடுக்கப்பட்ட முடிவு என்ன?* திட்டமிடாத ரயில்வே தவிக்கும் பயணிகள்* இயற்கையுடன் போராடி வரும் நல்லகண்ணு?* முதல்வர் நேரில் நலம் விசாரிப்பு?* நாட்டின் முதல் பயங்கரவாத எதிர்ப்பு கொள்கை: மத்திய அரசு வெளியீடு? * 64 நாடுகளுடன் இணைந்து நாடாளுமன்ற நட்புக்குழு?* Air Ambulance விபத்தால் சோகம்!

Balaji Srinivasan speaks with Dan Wang, author of Breakneck, about China's industrial rise, America's competing strengths in software and finance, and what happens when an engineering state and a lawyerly state collide. The conversation covers manufacturing dominance, the future of the dollar, why both superpowers keep making costly mistakes, and where builders fit into what comes next. Resources:Follow Dan Wang on X: https://twitter.com/danwwangFollow Balaji on X: https://twitter.com/balajisSubscribe to Network State Podcast:  https://www.youtube.com/@nspodcast Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode originally appeared on the Network State Podcast. Balaji Srinivasan and Benedict Evans sit down in Singapore for a wide-ranging conversation on the mechanics of disruption. Evans, a former Andreessen Horowitz partner who now writes one of tech's most-read newsletters, argues that the conversation about any technology peaks during the transition—not at 0% or 100% adoption. They cover AI's real capabilities and limits, the politics of technological disruption, why crypto's killer metric is block space, and what smart glasses, elevator attendants, and the elephant graph reveal about how change works.  Resources:Follow Benedict Evans on LinkedIn: https://www.linkedin.com/in/benedictevans/Check out Benedict's Newsletter: https://www.ben-evans.com/newsletterFollow Balaji Srinivasan on X: https://x.com/balajisCheck out Network State Podcast: https://www.youtube.com/@nspodcastHigh Output Management: https://www.amazon.com/High-Output-Management-Andrew-Grove-ebook/dp/B015VACHOK/eHang: https://www.youtube.com/watch?v=nUTu4_8QznEThe Deep Research Problem: https://www.ben-evans.com/benedictevans/2025/2/17/the-deep-research-problemARC AGI: https://arcprize.org/arc-agiUber and Airbnb didn't sell software: https://www.ben-evans.com/benedictevans/2025/3/14/what-kind-of-disruptionAI Use cases: https://www.ben-evans.com/benedictevans/2024/4/19/looking-for-ai-use-casesStablecoin surpasses Visa & Mastercard: https://crypto.news/ark-invest-stablecoin-transaction-value-in-2024-surpasses-visa-and-mastercard/Senate passes stablecoin bill: https://www.reuters.com/sustainability/boards-policy-regulation/us-senate-passes-stablecoin-bill-milestone-crypto-industry-2025-06-17/ Stay Updated:If you enjoyed this episode, be sure to like, subscribe, and share with your friends!Find a16z on X: https://twitter.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zListen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYXListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Follow our host: https://x.com/eriktorenbergPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see http://a16z.com/disclosures. Stay Updated:Find a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Topics: (00:00:00) - Intro (00:03:43) - Heroes and inspirations (00:07:14) - The rise of Chinese electric vehicles (00:12:13) - The Tesla experience (00:31:04) - Tesla's rapid development and industry impact (00:32:54) - The culture of speed and frugality at Tesla (00:34:10) - Elon's leadership and pressure tactics (00:37:22) - Transitioning from Tesla to Waymo (00:39:43) - Waymo's organizational structure and challenges (00:43:35) - The future of autonomous vehicles (00:54:34) - Founding Light Source and addressing procurement issues (01:00:23) - Conclusion and final thoughts Links: LightSource - https://lightsource.ai/ Spencer on LinkedIn - https://www.linkedin.com/in/spenpenn/ Preorder the Book of Elon - https://a.co/d/02huhEee To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Quotes from Spencer: “It was the most fun I never want to have again.” (Describing his time at Tesla during the Model 3 production ramp) “The Model 3 seat feel is attuned directly to Elon's butt.” “I'm not an Elon fanboy, but I'm also not a critic. I'm an optimist.” “Speed wins. After seeing both Tesla and Waymo, that's my belief.” “We were the underdog. Eventually, it does end up feeling like you're on the winning team.” “You couldn't go into a meeting with Elon and show up empty-handed.” “This opportunity we're pursuing at LightSource should have disappeared 20 years ago.” “ERP is the finance system of record. What's Salesforce in reverse? That's LightSource.” “The thing that surprised me: every company still runs procurement on spreadsheets and email.” “Tesla built their own ERP system from scratch. That's not normal.” “There are things that are just core to the P&L of every business… and yet completely orphaned in the tech stack.”

Can a country be built from the internet up? Not as a metaphor or an online community, but as a system that replaces institutions we usually think of as fixed, money, law, and governance.In this conversation taken from The Network State Podcast, a16z cofounder Ben Horowitz joins Balaji Srinivasan to explore how internet native institutions are beginning to mirror and challenge traditional state structures. Drawing parallels to China's early special economic zones, they discuss how constrained experiments like Shenzhen tested new rules without rewriting the entire system, and why similar experimentation is now happening online.The discussion examines crypto, digital identity, and network states as attempts to turn code into coordination and coordination into legitimacy, while grappling with a core tension. Code is deterministic, but societies are not. Ben and Balaji explore where these systems work, where they break, and whether network states are a curiosity or the next phase of governance. Resources:Follow Ben on X: https://x.com/bhorowitzFollow Balaji on X: https://x.com/balajisListen to more from The Network State: https://ns.com/podcast Stay Updated:If you enjoyed this episode, be sure to like, subscribe, and share with your friends!Find a16z on X: https://x.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zListen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYXListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Follow our host: https://x.com/eriktorenberg](https://x.com/eriktorenbergPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see http://a16z.com/disclosures.    Stay Updated:Find a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Title: #100 Interviewing Your Parents, Writing Through Fear, and One's First Book (Kyle Thiermann) Topics: (00:00:00) - Intro (00:01:47) - The birth of a book: from idea to reality (00:04:01) - A pandemic epiphany: interviewing my dad (00:07:51) - The journey of a professional surfer and journalist (00:10:48) - Writing a book: challenges and insights (00:17:04) - The emotional depth of interviewing parents (00:22:40) - Balancing humor and vulnerability in writing (00:34:39) - Creating unique value in a book (00:41:59) - The power of a good title (00:44:31) - The importance of a book title (00:49:10) - Balancing writing and marketing (00:57:56) - Long-term marketing approach (01:10:16) - Navigating the publishing process (01:19:45) - Unexpected outcomes and reflections Links: One Last Question Before You Go - https://amzn.to/49JVWg2 Scribe Media - https://scribemedia.com/ To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Quotes from Kyle: “The interview process can be a kind of empathy drug.” “Write as if you are already dead.” “The ideas that won't go away are the ones worth chasing.” “I wanted to write the book that only I could write.” “Most people live their lives being rewarded for having the right answer, not the right question.” “Books are like malaria nets—people use them in ways you never expect.” “If I tell you to interview your parents, I have to show you what happened when I did.” “Marketing is an act of consideration and generosity.” “A lot of how-to books could be a one-page PDF. I refused to do that.” “Live events aren't about selling books. They're about making you feel like a winner as an author.” “The best advertisers I know create a mood shift immediately.” “Make fun of yourself. That's how you earn the right to critique others.”

過年回家很無聊？親戚聊完就只剩滑手機？打開 SUGO 用「附近」功能，直接找附近的人聊天、揪局！不用左右滑、等配對，上線就能開聊！隨時有人陪你過年不孤單✨快點擊連結下載

Topics: (00:00:00) - Intro (00:03:30) - Who are your heroes? (00:09:26) - The infancy and evolution of Athena (00:15:12) - Inflection points (00:18:14) - Jonathan's reasoning for going public with interviews (00:20:08) - How do you pick countries to work in? (00:22:41) - Who is the core Athena customer? (00:28:09) - Jonathan's 6 EAs (00:32:13) - Surprising things Jonathan's delegated (00:35:42) - Broadening your scope of what's possible with assistants (00:42:05) - A day in the life with multiple EAs (00:45:41) - Delegation within EAs (00:50:31) - Family dynamics with EAs (00:54:07) - The 2050 version of Athena Links: Athena - https://www.athena.com/ Rolling Fun — https://www.rolling.fun To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! We discuss: How Jonathan developed calm under extreme startup pressure Athena's evolution from side hustle to billion-dollar vision Why great delegation is a skill, not magic Surprising personal and family delegation use cases Combining humans and AI for exponential leverage Quotes from Jonathan: “My mind is an inner citadel. I've got a good mind, a wife that loves me, and everything else is gravy.” “I started Athena with the sole goal of generating income for my wife and I to live off of.” “The vision of ​Athena​ is the best human assistants powered by the best AI.” “Humans are good UX. We've evolved to like humans.” “You don't build the first Tesla without a steering wheel.” “We're building something that watches assistants work, not to replace them, but to augment them.” “Delegation is a J-curve. It's slower at first, but compounds.” “The cardinal sin of delegation is thinking, ‘It's faster to do it myself.'” “You can think of an assistant as a cognitive prosthesis.” “Belief is the first limiter. Most people don't believe time freedom is possible.” “Ask yourself: If I had a hundred more hours a week, what would I do?” Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start. 

Welcome to The Daily Wrap Up, an in-depth investigatory show dedicated to bringing you the most relevant independent news, as we see it, from the last 24 hours (12/7/25). As always, take the information discussed in the video below and research it for yourself, and come to your own conclusions. Anyone telling you what the truth is, or claiming they have the answer, is likely leading you astray, for one reason or another. Stay Vigilant. !function(r,u,m,b,l,e){r._Rumble=b,r[b]||(r[b]=function(){(r[b]._=r[b]._||[]).push(arguments);if(r[b]._.length==1){l=u.createElement(m),e=u.getElementsByTagName(m)[0],l.async=1,l.src="https://rumble.com/embedJS/u2q643"+(arguments[1].video?'.'+arguments[1].video:'')+"/?url="+encodeURIComponent(location.href)+"&args="+encodeURIComponent(JSON.stringify([].slice.apply(arguments))),e.parentNode.insertBefore(l,e)}})}(window, document, "script", "Rumble");   Rumble("play", {"video":"v70js72","div":"rumble_v70js72"}); Video Source Links (In Chronological Order): (21) Tamer Nahed

Topics: (00:00:00) - Intro (00:03:46) - Deep dive into the Thiel Fellowship (00:07:04) - Success stories and impact of Thiel Fellows (00:11:04) - Challenges and controversies (00:16:01) - Evolution and future of fellowship programs (00:18:39) - Early days of building the Thiel Fellowship (00:23:36) - Traits of a Thiel Fellow (00:33:24) - Nurturing genius (00:39:57) - Screen time & children (00:40:30) - Big screens vs. small screens (00:43:12) - Quality time and engaging activities (00:45:42) - Emotional depth and resilience in young founders (00:54:02) - The traits of innovators (01:04:08) - The journey of 1517 Fund (01:10:05) - Join the 1517 community Links: Rolling Fun — https://www.rolling.fun To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! We discuss: The founding story and long-term vision behind the Thiel Fellowship Common traits among exceptional young founders, including curiosity, hyper fluency, and “dog on a leash” energy Lessons from supporting early pioneers like Vitalik Buterin, Dylan Field, and Laura Deming. How 1517 Fund backs young builders and “Wily weirdos” working on sci-fi-level ideas Danielle's philosophy on education, parenting, and fostering genius in children Quotes from Danielle: “We weren't looking for startup founders—we were looking for people on a mission.” “Dog-on-a-leash energy—that's what we look for. We're here to cut the leash.” “Hyperfluency is the ability to geek out with geeks, and still explain your work to your grandma at Thanksgiving.” “These people are kind of mutants—they don't fit in typical systems.” “All kids under five are geniuses. The system just squashes it out of them.” “The most shocking thing? People publicly attacked the Fellows. Not just the program—the people. Teenagers.” “Crazy, crazy awesome—we can't tell if they're insane or brilliant, and it'll take years to find out.” “Big screens good, small screens bad.” “In the future, I want to be funding 11-year-olds. The world won't be ready, but I will be.” “We just want to talk to wily weirdos who want to be around other wily weirdos.”