I think that ultimately over time we really should strive for a place where most information is available online and is searchable.
One of the interesting applications of symbolic systems is artificial intelligence, and I spent some time thinking about how to create a brain that operates the way ours does.
I don't think that I would consider myself a feminist. I think that I certainly believe in equal rights, I believe that women are just as capable, if not more so in a lot of different dimensions, but I don't, I think have, sort of, the militant drive and the sort of, the chip on the shoulder that sometimes comes with that.
I could imagine, some number of years from now, starting my own company. But not yet. Not for a while.
My first week at Stanford, I bought a computer, and it was the first computer I ever owned. I had to be taught how to turn it on and even how to use a mouse, even though, for a lot of people, a mouse is very intuitive.
I always did something I was a little not ready to do. I think that's how you grow. When there's that moment of 'Wow, I'm not really sure I can do this,' and you push through those moments, that's when you have a breakthrough.
Management is defense. You basically say, 'This is the direction; this is where we're heading,' and then it's my job to get everything else out of the way. All the other things that can become a distraction keep us from executing well. Get those out of the way, because the team ultimately needs to run in that direction and execute well.
I definitely think what drives technology companies is the people; because in a technology company it's always about what are you going to do next.
The thing that surprised me and really puzzled me is that the job is really fun. Yahoo is a really fun place to work.
I like to do matrices. One option per line, different facets for each column. Salary, location, happiness index, failure index, and all that.
Communications is the biggest driver of frequency of use of anything. Think about how many times a day you check your email on your phone or text someone or message someone.
I have a theory that burnout is about resentment. And you beat it by knowing what it is you're giving up that makes you resentful.
When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'