But in many of these cases, this vulnerability is just not broad or deep enough to ever actually be exploitable to get the flag. So a bunch of exploit gym problems are just unintentionally impossible. The authors estimate roughly 30 to 40% of these problems are impossible in this way.
Um everywhere in nuclear is like this. There are uh totally fake costs from an industry that is just totally anemic and doesn't know how to build anything anymore.
it's just been sitting there in legislation for like 40 years and no one's really taken advantage of it except for one government program here or there where they want to, you know, do a NASA space reactor or something like that. But it has from a legal perspective been waiting for an administration to say, "Hey, this might be a way to accelerate nuclear R&D."
I loved this, but partly this was the pleasant shock of recognition: much of the action revolves around the National Science Foundation and, physically, its old headquarters in Arlington, which Robinson captures extremely well (even the atmosphere of review panels).
this idea is old enough that we now have a generation of people who have been raised as if this was a natural law. This is how capitalism has always been. But that's wrong. For the vast majority of the time, for hundreds of years, we have had joint stock corporations. Only the last 40 have we had this idea.
I don’t think executives who take off and work 40-hour weeks should be telling anybody to stay late. I think that’s wrong and immoral. But to me as an individual, as long as I’m not telling other people to do it, my life’s work is my passion and I want to do it as much as possible.
well their cost of serving it is is like maybe a buck per million tokens or something like that and the cost of electricity is about 10% of that. So it's like 10 cents of electricity is generating $1,000 worth of economic value.
So you if you look at the leverage in some of these securitization books and mortgage books if you have 30 times leverage and you're getting 20% of the profits you'll go to 40 times leverage. It's just going to it's literally will add you know 25% to your bonus.
What he found is that the companies that struggled to grow almost always had less than 40% very disappointed. Whereas the companies that grew the fastest almost always had more than 40% very disappointed. And this question, this metric is way more predictive of success than something for example like net promoter score.
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