Best 30 quotes in «tech quotes» category

With every passing time, technology moves one step forward.

A company’s revenue engine is a critical success factor. I had seen from my own direct experience how easy it was to get caught in silos: marketing people would just think of marketing, salespeople would just think of sales, and accounting wouldn’t think of itself as part of the revenue engine at all. Furthermore, product and the revenue engine were too often thought of completely independent of each other. The need for a more integrated approach was on my mind from the beginning. The revenue engine is a whole system. It encompasses a diverse set of integrated components, each doing its part to advance the system’s purpose. The engine is not just comprised of marketing and sales— it includes product, accounting, and the underlying technology and data infrastructure required to keep everything flowing. It involves people, tools, workflow, and metrics. Its purpose is to optimize reach, conversion, and expansion of customer spend. I call my revenue engine model “the bowtie schema.” It was the product of continuous iteration. As I interacted with marketing and sales practitioners and waded through the research, the model slowly emerged. The final model conveys not just the product and customer journey across the bowtie, but also the foundational layers that support that journey-- the interaction between people tools, workflow, and metrics that make it all happen. The most basic question a CEO must answer is whether the product has achieved a value breakthrough. Without that, the revenue engine is irrelevant. Once product-market fit is confirmed, the next step is to clearly identify your ideal customer profile (ICP) and your business model. This includes the lifetime value (LTV) profile of your company. Assuming a strong product, a clear ICP, and a solid understanding of the constraints composed by your unit economics, the path forward is clear. Then, the focus will turn to uplifting the maturity of your revenue engine and scaling it efficiently.

A company’s revenue engine is a critical success factor. I had seen from my own direct experience how easy it was to get caught in silos: marketing people would just think of marketing, salespeople would just think of sales, and accounting wouldn’t think of itself as part of the revenue engine at all. Furthermore, product and the revenue engine were too often thought of completely independent of each other. The need for a more integrated approach was on my mind from the beginning.

Advances in technology can be empowering, progressive and enriching. History has shown this across civilisations and societies. But it has also shown, and the present and future will continue to show, that it is foolish, risky, flawed and folly without us raising our individual and collective consciousness and mindfulness to accompany it - to ensure we use it shrewdly, kindly and wisely.

That's right - a kid's brain on tech looks like a brain on drugs.

Digital vegetables can be a healthy use of screens (researching a term paper), while digital candy (Minecraft, Candy Crush) are hyperarousing and dopamine-activating digital stimulants without any ostensible 'health benefit'.

IoT-Coming soon in a "THING" near you.

Normal science, the activity in which most scientists inevitably spend almost all their time, is predicated on the assumption that the scientific community knows what the world is like... [It] often suppresses fundamental novelties because they are necessarily subversive of its basic commitments. Nevertheless, so long as those commitments retain an element of the arbitrary, the very nature of normal research ensures that the novelty shall not be suppressed for very long... [N]ormal science repeatedly goes astray. And when it does—when, that is, the profession can no longer evade anomalies that subvert the existing tradition of scientific practice—then begin the extraordinary investigations that lead the profession at last to a new set of commitments, a new basis for the practice of science. The extraordinary episodes in which that shift of professional commitments occurs are the ones known in this essay as scientific revolutions. They are the tradition-shattering complements to the tradition-bound activity of normal science.

One professor from MIT made the passionate plea that we must encourage children to develop the ability to think first, and then give them the computer. After that, the sky's the limit. But if you introduce the computer before the child's thought processes are worked out, then you have a disaster in the making

As we've come to realize, the idea that security starts and ends with the purchase of a prepackaged firewall is simply misguided

Cyborgification is simply the process of compensating technologically for the inherent limitations of natural man.

Do not fear those who operate in the shadows

Employees make decisions every day that negatively affects their business’s security…As a result, we have known for a while that, to protect organizations, employees need online street smarts. However, the problem is that some in the industry treat employee awareness as a training concern or one-time activity. It is not. It is an ongoing cultural problem.

Hackers find more success with organizations where employees are under appreciated, over worked and under paid. Why would anyone in an organization like that care enough to think twice before clicking on a phishing email?

I call my revenue engine model “the bowtie schema.” It was the product of continuous iteration. As I interacted with marketing and sales practitioners and waded through the research, the model slowly emerged. The final model conveys not just the product and customer journey across the bowtie, but also the foundational layers that support that journey-- the interaction between people tools, workflow, and metrics that make it all happen.

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

In the short run, technology many be more efficient than man, but it will never be perfect. Every piece of equipment will eventually reveal an error code. In the long run, man will never be perfect, but prove to be more reliable than technology.

Magical thinking underlies the I-don't-want-to-know-how-it-works-I-just-want-it-to-work view of technology. That may be a viable attitude for business people who don't want to take the time to understand their desktop computers, but it makes for a lethal combination when geeks and suits try to build businesses together.

One of the really tough things is figuring out what questions to ask. Once you figure out the question, then the answer is relatively easy.

Seemingly innocuous language like 'Oh, I'm flexible' or 'What do you want to do tonight?' has a dark computational underbelly that should make you think twice. It has the veneer of kindness about it, but it does two deeply alarming things. First, it passes the cognitive buck: 'Here's a problem, you handle it.' Second, by not stating your preferences, it invites the others to simulate or imagine them. And as we have seen, the simulation of the minds of others is one of the biggest computational challenges a mind (or machine) can ever face.

The buzz about Google these days is that it's like America itself: still the biggest game in town, but inevitably and irrevocably on the decline. Both are superpowers with unmatched resources, but both are faced with fast-growing rivals, and both will eventually be eclipsed. For America, that rival is China. For Google, it's Facebook. (This is all from tech-gossip blogs, so take it with a grain of salt. They also say a startup called MonkeyMoney is going to be huge next year.) But here's the difference: staring down the inevitable, America pays defense contractors to build aircraft carriers. Google pays brilliant programmers to do whatever they want.

There is no silver bullet that’s going to fix that. No, we are going to have to use a lot of lead bullets.

The most basic question a CEO must answer is whether the product has achieved a value breakthrough. Without that, the revenue engine is irrelevant. Once product-market fit is confirmed, the next step is to clearly identify your ideal customer profile (ICP) and your business model. This includes the lifetime value (LTV) profile of your company. Assuming a strong product, a clear ICP, and a solid understanding of the constraints composed by your unit economics, the path forward is clear. Then, the focus will turn to uplifting the maturity of your revenue engine and scaling it efficiently.

The MVP has just those features considered sufficient for it to be of value to customers and allow for it to be shipped or sold to early adopters. Customer feedback will inform future development of the product.

...there is a danger of churning out students who are rapid processors of information but may not necessarily be more reflective, thoughtful, and able to give sustained consideration to the information that matters most.

Ransomware is more about manipulating vulnerabilities in human psychology than the adversary's technological sophistication

Ransomware is unique among cybercrime because in order for the attack to be successful, it requires the victim to become a willing accomplice after the fact

When we ask people to live their lives through our models, we are potentially reducing life itself. How can we ever know what we might be losing?

The revenue engine is a whole system. It encompasses a diverse set of integrated components, each doing its part to advance the system’s purpose. The engine is not just comprised of marketing and sales— it includes product, accounting, and the underlying technology and data infrastructure required to keep everything flowing. It involves people, tools, workflow, and metrics. Its purpose is to optimize reach, conversion, and expansion of customer spend.

There’s no silver bullet solution with cyber security, a layered defense is the only viable defense