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It’s been a blast to have a house in Kansas City. I’ve made a bunch of new friends from it and have been able to participate in the radical growth of the startup community there, especially in the KC Startup Village where my house is located. I’ve gotten to experience Google Fiber first hand and also helped mentor a neat startup called HandPrint who has been living in the house for the past six months. And it continues to be really fun to tell the story of the look on Amy’s face when I came home and said “hey – I bought a house in Kansas City today.”
When I bought the house, it had an attic that was a mess. A really gross mess. Think mouse turds, busted boards, and damp rotting wood mess. I hired a contractor who the HandPrint folks hung out with and he turned it into a great new loft. Turnstone (a Steelcase company) offered to furnish the house as a way of highlighting their furniture in a startup environment.
It turned out awesome. If you’ve been following the story at all, the video below will give you a few minute glimpse into the house, some of the players including the amazing Lesa Mitchell who helped make it all happen, the snazzy Turstone-loft, as well as give you a look at the HandPrint team.
I’m trying to figure out the next fun place to buy a house like this.
If you wonder how kids describe a Sphero, this short video will make you smile. And then laugh. And then smile some more. One of these kids needs to be on The Voice.
Sphero says, “buy me, buy me, buy me.”
Sometimes you have to stop doing things to make more progress.
2013 was a complicated year for me. Lots of things have gone well, but I struggled with a deep depression from January to May. My running has been erratic (no marathons this year) and I’ve struggled a lot physiologically, which at this point I think I’ve been able to determine is some version of what is called adrenal burnout or cortisol deficiency.
As part of trying to get back to a happy place, I decided to stop traveling. I haven’t been a plane for work since the middle of May. Yesterday was the first time I got on an airplane since June (when I went to visit my parents for their 50th anniversary). I’m on a two week vacation (one week completely off the grid) – something I do every year around Thanksgiving since my birthday is on December 1st.
My annual rhythm tends to run from 12/1 to 11/30 due to my birthday. It’s a much bigger marker for me than January 1st, especially since I still have some grumpy jewish kid behavior around Christmas. So – with a week to go in my version of this year, I’m starting to think about what I’m going to do differently in 2014.
I immediately flashed to no business travel. Waking up in my own bed at home for the past six months has been transformative for me. So I decided to continue to not do business travel in 2014.
But that’s an easy one, since I’m already doing (or not doing) it. So I’ve begun thinking about the next things I’m going to stop doing. Some are work related and some are personal. I’ve always been an abstainer instead of a moderator so things like “no alcohol” pop up to the top of the list quickly. But that’s less interesting to me at this point than things that are more profound in a business context, like “no travel.”
As I work on my list of things to stop doing, I’m curious about what, if anything, is on your list.
My post on How to Fix Obamacare generated plenty of feedback – some public and some via email. One of the emails reinforced the challenge of “traditional software development” vs. the new generation of “Agile software development.” I started experiencing, and understanding, agile in 2004 when I made an investment in Rally Software. At the time it was an idea in Ryan Martens brain; today it is a public company valued around $600 million, employing around 400 people, and pacing the world of agile software development.
The email I received described the challenge of a large organization when confronted with the kind of legacy systems – and traditional software development processes – that Obamacare is saddled with. The solution – an agile one – just reinforces the power of “throw it away and start over” as an approach in these situations. Enjoy the story and contemplate whether it applies to your organization.
I just read your post on Fixing the Obamacare site.
It reminds me of my current project at my day job. The backend infrastructure that handles all the Internet connectivity and services for a world-wide distributed technology that was built by a team of 150 engineers overseas. The infrastructure is extremely unreliable and since there’s no good auditability of the services, no one can say for sure, but estimates vary from a 5% to 25% failure rate of all jobs through the system. For three years management has been trying to fix the problem, and the fix is always “just around the corner”. It’s broken at every level, from the week-long deployment processes, the 50% failure rate for deploys, and the inability to scale the service.
I’ve been arguing for years to rebuild it from scratch using modern processes (agile), modern architecture (decoupled web services), and modern technology (rails), and everyone has said “it’s impossible and it’ll cost too much.”
I finally convinced my manager to give me and one other engineer two months to work on a rearchitecture effort in secret, even though our group has nothing to do with the actual web services.
Starting from basic use cases, we architected a new, decoupled system from scratch, and chose one component to implement from scratch. It corresponds roughly to 1/6 of the existing system.
In two months we were able to build a new service that:
- scales to 3x the load with 1/4 the servers
- operates at seven 9s reliability
- deploys in 30 seconds
- implemented with 2 engineers compared to an estimated 25 for the old system
Suddenly the impossible is not just possible, it’s the best path forward. We have management buy-in, and they want to do the same for the rest of the services.
But no amount of talking would have convinced them after three years of being entrenched in the same old ways of doing things. We just had to go build it to prove our point.
We recently invested in littleBits. It’s another of our investments that traces its roots to the MIT Media Lab. It’s also another investment we are making with our friends from True Ventures. It’s another one that mixes hardware and software in a delightful way that is part of our human computer interaction theme. And yet another investment in New York.
Ayah Bdeir, the CEO of littleBits, has blown my mind with her vision of where she is going to take this company. Phase 1 of littleBits was, in the company’s words, creating a “library of electronic modules that snap together with tiny magnets for prototyping, learning, and fun.” Today there are over 50 different bits that you can buy right now, individually or bundled in different kits.
This, by itself, is awesome. But the next phase of where Ayah is taking the company is just awesome. And, as a result, I predict you will have some littleBits somewhere in your world before you realize it. And, since Thanksgiving is just around the corner, we’ve got a kit to make a programmable lazy susan for your table if you need one.
Remember, the machines have already taken over. Get on board if you want to be able to play with them.