From one piece Jeff Bezos: Amazon and Blue Origin | Lex Fridman Podcast #405 20 beliefs, in the piece's order there
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Their words
Long-term thinking is a giant lever. You can literally solve problems if you think long-term, that are impossible to solve if you think short-term. And we aren't really good at thinking long-term. Five years is a tough timeframe for most institutions to think past.
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Their words
We do know that humans are doing something different from these models, in part because we're so power efficient. The human brain does remarkable things and it does it on about 20 watts of power. And the AI techniques we use today use many kilowatts of power to do equivalent tasks.
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It's interesting to me that large language models in their current form are not inventions, they're discoveries. The telescope was an invention, but looking through it at Jupiter, knowing that it had moons, was a discovery.
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Their words
But one of the problems is PowerPoint is really designed to persuade. It's kind of a sales tool. And internally, the last thing you want to do is sell. Again, you're truth seeking. You're trying to find truth. And the other problem with PowerPoint is it's easy for the author and hard for the audience.
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And I would encourage anybody, if anybody listening to this is an entrepreneur, has a small business, whatever, think about the things that are not going to change over 10 years. And those are probably the big things.
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I have a saying, which is when the data and the anecdotes disagree, the anecdotes are usually right. And it doesn't mean you just slavishly go follow the anecdotes then. It means you go examine the data because it's usually not that the data is being miscollected, it's usually that you're not measuring the right thing.
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Their words
Yes, and that's true inside companies too. And so you want to set up your culture so that the most junior person can overrule the most senior person if they have data. And that really is about trying to... There are little things you can do. So for example, in every meeting that I attend, I always speak last.
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So if I generalize what you're asking, you are talking in general about truth-telling and we humans are not really truth-seeking animals. We are social animals.
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Compromise, the advantage of compromise as a resolution mechanism is that it's low energy, but it doesn't lead to truth. And so in things like the height of the ceiling where truth is a noble thing, you shouldn't allow compromise to be used when you can know the truth.
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If you make the wrong decision, if it's a two-way door decision, you pick a door, you walk out and you spend a little time there. It turns out to be the wrong decision, you can come back in and pick another door. Some decisions are so consequential and so important and so hard to reverse that they really are one-way door decisions. You go in that door, you're not coming back. And those decisions have to be made very deliberately, very carefully.
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Their words
And so the only way to improve safety is to have an escape system. And historically, human-rated rockets have had escape systems. Only the space shuttle did not, but Apollo had one. All of the previous Gemini, etcetera, they all had escape systems.
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That's an inventor's greatest dream, is that their inventions are so successful that they are one day taken for granted. Nobody thinks of Amazon as an invention anymore. Nobody thinks of customer reviews as an invention.
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That will be a marker of success when you can have a really valuable space company started in a dorm room, then we know that we've built enough infrastructure so that ingenuity and imagination can really be unleashed.
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korrents.com
Building a factory that turns out rockets at rate is at least as hard as designing the rocket in the first place.Their words
So you need to have all of your manufacturing facilities and processes and inspection techniques and acceptance tests and everything operating at rate. And rate manufacturing is at least as difficult as designing the vehicle in the first place
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Their words
And when you invent a better way, you make the whole world richer. So whatever it was, I don't know how many thousands of years ago, somebody invented the plow. And when they invented the plow, they made the whole world richer because they made farming less expensive. And so it is a big deal to invent better ways. That's how the world gets richer.
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The only interesting problem is dramatically reducing the cost of access to orbit, which is, if you can do that, you open up a bunch of new endeavors that lots of start-up companies everybody else can do. One of our missions is to be part of this industry and lower the cost to orbit, so that there can be a renaissance, a golden age of people doing all kinds of interesting things in space.
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Efficiency and invention are sort of at odds, because real invention, Not incremental improvement... Incremental improvement is so important in every endeavor, in everything you do, you have to work hard on also just making things a little bit better. But I'm talking about real invention, real lateral thinking that requires wandering, and you have to give yourself permission to wander.
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If you think about the good old days, they're mostly an illusion. In almost every way, life is better for almost everyone today than it was say 50 years ago or 100 years ago. We live better lives by and large than our grandparents did, and their grandparents did, and so on. And you can see that in global illiteracy rates, global poverty rates, global infant mortality rates. Almost any metric you choose, we're better off than we used to be.
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Yeah, the only way to get to that vision is with giant space stations. The planetary surfaces are just way too small.
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I would love to see a trillion humans living in the solar system. If we had a trillion humans, we would have, at any given time, 1,000 Mozarts and 1,000 Einsteins. That our solar system would be full of life and intelligence and energy.