Is the Invention before Its Time? What iPods, Biology, and Computers Teach about Inventing in the Adjacent Possible

WhereGoodIdeasComeFromIn 1979, Kane Kramer invented a portable digital music player. He sought patents in numerous countries, including the United States where he was granted US Patent No. 4,667,088.

The Kramer portable digital music player used memory cards, the size of a standard credit card, which were each capable of holding 3.5 minutes of music (i.e. one song).  A record shop could store blank cards and load those cards on-demand from a digital music data store in the music shop at the time of sale.

A media outlet asserts that Kramer was the “inventor behind the iPod.” That statement probably goes too far in characterizing a reference that Apple made to Kramer’s patent and invention as prior art in a patent lawsuit.

Regardless, Kramer’s device was an early portable digital music player. The problem for Kramer was that his device did not become a commercial success. And later his patents lapsed because he was unable to pay the patent maintenance fees.

While we don’t know why Kramer’s device was not a commercial success, it might be that in 1979 the Internet did not exist that made electronic distribution of music easy–you don’t have to go to the physical music store. It might be that the electronic storage capacity of the memory card for the device could only hold one song. It might be that the elements helpful for commercial success did not exist in the 1980s when Kramer attempted to commercialize the invention.

Maybe Kramer’s music player was not within “the adjacent possible.” Stated another way, maybe it was before its time.

Steven Johnson discusses “the adjacent possible” in his book, Where Good Ideas Come From. The adjacent possible provides an outer boundary to how advanced your invention can be from the current state of the art. It is one factor to consider when evaluating the possible commercial success of your invention.

The Adjacent Possible from Evolutionary Biology

Johnson notes that scientist Stuart Kauffman coined the term “the adjacent possible” to describe the set of first-order combinations of molecules that were possible given the composition of the earth’s environment before life emerged:

The lifeless earth was dominated by a handful of basic molecules: ammonia, methane, water, carbon dioxide, a smattering of amino acids and other simple organic compounds… Think of all those initial molecules, and then imagine all the potential new combinations that they could form spontaneously… trigger all those combinations [and] you would end up with most of the building blocks of life: the proteins that form the boundaries of cells; sugar molecules crucial to the nucleic acids of our DNA.

But you would not be able to trigger chemical reactions that would build a mosquito, or a sunflower, or a human brain… The atomic elements that make up a sunflower are the very same ones available on earth before the emergency of life, but you can’t spontaneously create a sunflower in that environment, because it relies on a whole series of subsequent innovations that wouldn’t evolve on earth for billions of years: chloroplasts to capture the sun’s energy, vascular tissues to circulate resources though the plant, DNA molecules to pass on sunflower building instructions to the next generation.”

On the pre-life earth formaldehyde was within the adjacent possible but more complex organisms were not. The more complex organisms required intermediate building blocks that had not yet come into existence.

The Difference Engine and The Analytical Engine

The adjacent possible is not only applicable within evolutionary biology, but applies to human-made inventions.

Johnson notes two inventions of Charles Babbage–the Difference Engine and the Analytical Engine–to show when an invention is within the adjacent possible and when it is not. Babbage was a nineteenth-century British inventor, now known as the father of modern computing.

The Difference Engine was advanced mechanical calculator described as a very complex “fifteen-ton contraption, with over 25,000 mechanical parts, designed to calculate polynomial functions that were essential to creating the trigonometric tables crucial to navigation.” While Babbage did not build the Difference Engine during his lifetime, the Difference Engine was within the adjacent possible of the Victorian technology. Many improvements occurred within the field mechanical calculation during that time based on Babbage’s architecture, according to Johnson.

On the other hand, Babbage’s Analytical Engine was not within the adjacent possible. On paper, the Analytical Engine was the world’s first programmable computer. But it was so complicated most of it never got past the blueprint stage:

Babbage’s design for the engine computer anticipated the basic structure of all contemporary computers: “programs” were to be inputted via punch cards…; instructions and data were captured in a “store,” the equivalent of what were now call random access memory, or RAM; and calculations were executed via a system that Babbage called “the mill.” uniting industrial-era language to describe what were now call the central processing unit, or CPU.

Babbage had most of the system sketched out by 1837, but the first true computer to use this programmable architecture didn’t appear for more that a hundred years. While the Difference Engine engendered an immediate series of refinements and practical applications, the Analytical Engine effectively disappeared from the map. Many of the pioneering insights that Babbage had hit upon in 1830s had to be independently rediscovered by the visionaries of the World War II-era computer science.

Implementing the Analytical Engine with mechanical gears and switches would have been extremely complex and difficult to maintenance according to Johnson. On top of that it would have been slow. For the Analytical Engine to work or work well, the logic needed to be implemented with electronics and not mechanical gears. Therefore, the Analytical  Engine was not within the adjacent possible in the 1837.

YouTube

Johnson leaves us with one more modern example: Youtube. Johnson notes that if Youtube was created 10 years earlier in 1995 it would have failed. This is because in 1995 most web users were on slow dial-up connections and it could take an hour to download a standard Youtube clip. In 1995, Youtube’s innovation was not within the adjacent possible, but ten years later, with broadband Internet and Adobe’s Flash technology, it was.

Invention Evaluation Factor: Is it Within the Adjacent Possible?

One question you should answer when evaluating your invention is whether the invention is within the adjacent possible.

It is not enough to consider whether it is technically possible to create your invention. The Kramer portable digital music player was technically possible to create at the time. But the underlying infrastructure–the lack of the Internet–and the memory storage capacity available at the time could have constrained its ability to be a commercial success.

At least for human-made inventions, practical application of the adjacent possible principle must consider not only whether it is technically possible to manufacture/make, but whether the infrastructure and other elements helpful for commercial success exist at the time.

Product Licensing Performance Guarantee: Make Sure Your License Has One

GuaranteeYou develop a useful product. Let’s say its a needle for performing biopsies. You file a patent application on your invention.

Then you approach a medical device company and enter into a license agreement where the company receives exclusive rights in the invention in exchange for a royalty on each product sold.

Years pass and the company still has not fully developed and marketed the invention. You sue the company for not doing enough to get your product to market. But you lose because the license agreement contained no performance guarantees requiring the company to meet minimum sales or use best efforts to make, market, and sell the product.

This is similar to what happened in the case of Beraha v. Baxter Health Care Corporation, 956 F. 2d 1436 (7th Cir. 1992).

Don’t Rely on Oral Assurance as a Substitute for a Performance Guarantee

The Beraha case demonstrates that one of the most important terms in licensing your invention or product is a performance guarantee. A performance guarantee protects you if the other party (the “licensee”) buries your invention or does not do enough to market or sell it.

In the Beraha case, Beraha originally proposed a license agreement that contained a guaranteed minimum annual royalty of $50,000 per year after the first year. However, Baxter responded with a proposal that eliminated the guaranteed minimum annual royalty and increased the royalty advance to offset the removal of the minimum guarantee.

At first Beraha refused to sign the revised proposal from Baxter because it did not contain a minimum guarantee or a best efforts clause. However, during a phone call with a Baxter Vice President and without committing to any specific level of effort, the VP said he would send Beraha a letter . On the basis of the assurance that a letter would be coming, Beraha signed the exclusive license with Baxter, which contained no performance  guarantees.

The letter Beraha later received said “…Although we work in an environment that is always subject to changing conditions, you can be assured that our present intent is to do our very best to make this project a success…” However, this letter had no effect on the license agreement that was already signed. This is due in part because the license had a merger clause. Most license agreements have a merger clause, which basically says that “no matter what I said before, the only terms that matter are the terms written in this license agreement.”

The court found that Beraha could not inject a best efforts clause into the agreement when it did not provide one and when the minimum sales provision was removed during negotiation.

The court left open a possibility that Beraha could recover if it could show that Baxter breached its obligation to act in good faith and fair dealing. But, there’s no surety that Beraha could recover under that theory because the court said, “the jury could find that Baxter did not breach the contract even if it exerted no efforts at all to develop the Beraha needle if Baxter can show that its decision to exert no effort was reasonable under the circumstances.”

You do not want this to happen to you. Therefore, your license agreements should have a performance guarantee. Performance guarantees come in several forms.

Minimum Sales Requirement

The best approach is to provide a clause that requires the other party (the licensee) to hit minimum sales in a defined period of time. For example, as in the first proposed agreement in the Beraha case, the minimum can be in the form of a guaranteed minimum annual royalty payment. This requires that no matter what the sales are during a given period, the other party must pay at least the minimum during that period. If the guarantee is $50,000 per year, then you are guaranteed at least that amount even if the unit sale royalties do not reach that amount.

Also you can provide the guarantee in units of product. So you can say that the annual minimum unit sales is 50,000 units. If the royalty rate is three percent of the net sale price, and you know the net sale price, then you can calculate the annual minimum in dollars.

Consequences if Minimums are not Met

What happens if the minimums are not met?

If the license provides that you are paid the minimum no matter what the sales are maybe you don’t care if target sales are not met. However, if you want to see your product succeed in the marketplace you might want to provide a provision that cuts off some or all of the licensee’s rights if the minimums are not met.

One example is a license that provides for termination if the minimums are not met for one or more periods. When the license terminates you can approach other companies to make and/or sell your product. Another option, is that an exclusive license can be converted to a non-exclusive license if the minimums are not met. This means that the first licensee can continue to mark and/ sell your product, but that you can go to other companies and have them make or sell your product as well. When the agreement is non-exclusive you can cut deals with multiple companies to sell your product.

Best Efforts

One alternative to defining the minimum dollars or units per period, is a license that provides this: “the licensee agrees to use its best commercial efforts to make, market and sell the product.” Sometimes “reasonable” is substituted for “best”. Regardless, see how wishy-washy that phrase is? What does “best/reasonable commercial efforts” mean? How will it be measured? A best efforts clause is an invitation for a dispute (e.g. a lawsuit) because it is uncertain what best commercial efforts means.

It is better to specify what activities are desired, such as minimum sales, a list of marketing activities, and/or other requirements.

Do not rely on oral assurances that the licensee will use their best efforts to make, market, and sell your invention or product. Put concrete numbers and activity requirements in a product or invention license.

Photo credit to John Walker under this creative commons license. The image above is cropped in from the original photo here.

Henry Ford: The Assembly Line, Entrepreneurship, and Bigotry

HenryFord_ThePeoplesTycoonNo successful boy ever saved any money . . . They spent it as fast as they could for things to improve themselves.
-Henry Ford

Henry Ford revolutionized manufacturing with the introduction of the assembly line. While many companies were selling expensive cars for the rich. Ford’s goal was to build a light weight affordable car for regular working people.

Since the assembly line might be the single most important invention in industrial history, I wanted to learn more about the man behind the company that put it to use and the circumstances around its invention. Steven Watts’ book The People’s Tycoon: Henry Ford and the American Century provides an interesting biography of Ford and history of his companies. Unfortunately, as explained below, the exact circumstances of the invention of the assembly line are not clear. But first….

Don’t be a Bigot

Ford revolutionized manufacturing not just in the automobile industry but across industries with the invention of the assembly line. I started reading this book with a desire to learn about Ford’s life and to write about the interesting entrepreneurship and business issues of Ford’s life.

But Ford espoused antisemitic bigotry and ignorance. As I wrote about the entrepreneurship and business issues, I kept thinking about how Ford’s antisemitism overshadowed all of his successes.

Watts’ has a chapter in the book entitled “Bigot,” which describes Ford’s anti-semitism. Among other instances, Ford owned a newspaper, the Independent, through which he waged a campaign against Jews. This eventually resulted in a libel suit being filed by Aaron Sapiro against Ford and the Independent in 1925. Rather an testify at trial, Ford shutdown the newspaper, publicly apologized, and paid a cash settlement.

But he continued to hold and privately express anti-Semitic views. When Ford was privately asked if the idle newspaper presses from the Independent should be sold, he is reported to have said, “I made a deal with these Jews and they haven’t lived up to their part of the agreement. I might have to go back back after the Jews again.”

Watts’ says, “…[Ford’s] mindless bigotry against Jews indelibly stained his reputation and raised questions about his moral and ideological character that would linger for the rest of his life.”

A stain that lingers after Ford is long dead. Rather than posting nothing about Ford, I think it is appropriate to lead off this post noting Ford’s bigotry. A bigotry that overshadows his business successes.

Invest in Yourself – The Gospel of Spending

Twenty years after Ford launched the car that made him famous, Ford started a controversy when he insisted that hard work was a good idea but thrift was fruitless. When asked about how to become successful in America, Ford said:

“No successful boy ever saved any money . . . They spent it as fast as they could for things to improve themselves.”

This was in contrast to the traditional advice at the time to work hard and save your money. Some denounced Ford’s “gospel of spending.” But according to Watt, the dissenters were overwhelmed by publications that supported Ford’s advice on spending, with one publication saying “He who nurses the nickels misses the knockouts.”

Ford followed his own advice while developing his first prototype automobile and while building his businesses. An employee of a tool company, said of Ford:

[he] would be in our place two or three times a week buying something that had to do with something he was making… Mr. Ford loved anything in the way of tools, any kind whatsoever. Anything new that came out in a tool, he wanted to see it…

As Ford was making his first automobile, the Quadricycle, his wife, Clara, was concerned about his purchases:

Clara Ford became concerned about the constant purchasing of materials. As Henry’s sister Margaret recalled, Clara ‘wondered many times if she would live to see the bank account restored.’

The key here is not just spending. But, the spending must a reasonable investment in yourself or your project.

Starting It On the Side

Countless inventors and company founders started their companies and invented their inventions while working a day job and then working on the side. Ford is no exception. Ford developed his first automobile while working as engineer at the Edison Illuminating Company. Ford eventually became Chief Engineer, which meant he was on call all day, but he had flexibility and free time to “tinker, to visit machines shops, to trade tips and shoptalk with mechanics, and to experiment with improving his little gasoline engine.” He also took a job teaching metal working class at the YMCA, which gave him access to the school shop to on work metal parts for this automobile. Ford said:

Every night and all of every Saturday night I worked on the new motor. I cannot say that it was hard work. No work with interest is ever hard.

Bouncing Back from Failure

Ford failed many times. But kept going. Ford spent $86,000 (more than $2 million in today’s dollars) developing and manufacturing a car at his first investor backed company, Henry Ford Company. But he failed to produce a working production vehicle. Many say this was due to the fact that he continually changed the design of the automobile and never stopped to commit to making a particular design. Only three months after forming the Henry Ford Company, Ford either resigned or was fired. That company was renamed Cadillac Automobile Company.

Ford resented control by his investors in the Henry Ford Company. Ford said “They were to stay by me to have the experimental work done…From here in, my shop is always going to be my shop…I’m not going to have a lot of rich people telling me what to do.” After gaining fame as a race car builder and driver, Ford would make another attempt at automobile manufacturing in the Ford Motor Company.

Knowing the Target Market

Ford famously wanted to build an inexpensive car for the masses. However, Alex Malcolmson, an investor in Ford Motor Company, wanted to make an expensive car for the wealthy with a higher profit margin. Many other car companies were making expensive cars.

For a time, Ford did reluctantly produced an expensive car. For example, before making the Model T, Ford made the Model N, which weighed 1,050 pounds and sold for $600, the model K weighed some eighteen hundred pounds and cost $2,800. Eventually Malcolmson was forced out of the Ford Motor Company and Ford was left to pursue an inexpensive car.

The implementation of the assembly line allowed Ford to sell the Model T for $500. Ford said, “There are a lot more poor people than wealthy people. We’ll just build one car for the poor people.”

Invention of the Assembly Line

The adoption of the assembly line may be the most revolutionary change in industrial history. The idea is that the work should be moved to the worker instead of the worker moving to the work.

Before the adoption of the assembly line the best time for assembling a car chassis at the Ford plant was 12 hours and 28 minutes. By 1914, the assembly line enable this to be accomplished in 1 hour and 33 minutes.

The exact details surrounding the invention and adoption of the assembly line are muddy and uncertain, at least according to the account in Watts book. There conflicting stories about the origins of the assembly line. Watts says:

Henry Ford’s own version of things changed. At one point, he declared that the inspiration came from observing the overhead trolley that Chicago packers used in dressing beef at the slaughterhouses. Another time, he claimed that he got the idea from observing a watch factory where parts sat on a moving belt and assemblers took them off as required.

Others offered different stories. William C. Klann, foreman of motor assembly at the Highland Park facility, asserted that the conveyors used to transport sand in the factory foundry inspired the idea of using a similar method in the assembly process.

Charles Sorensen, in a memoir written many years later, averred that as early as 1908 he and several subordinates had arranged stock parts sequentially on the floor of the old Piquette Avenue factory, put a tow rope onto a car chassis with wheels, and pulled it from pile to pile, attaching appropriate components one after another. “Over several weeks we developed it as well as we could,” Sorensen wrote. “Then we laid it away and put it on the shelf until we were ready to use it.”

Regarding the first use of the assembly line at Ford’s plant, Watts provides:

Evidence suggests that the first actual use of the assembly line came on April 1,1913, when workers in the flywheel-magneto department stood alongside a waist-high table with a smooth metal surface and were instructed by foremen to install one part and then slide the component along to the next worker, who would add something else.

This soon led to the idea of pulling the evolving component along at a set rate with a chain, a move that steadied the process by speeding up the slow workers and slowing down the speedy ones. By tweaking this system in various small ways over the next few months, Ford supervisors were able to cut the man-minutes required for assembling the flywheel magneto from twenty to five.

This quadrupling of productivity caught the attention of nearly all Ford production engineers, and they began to develop the technique in various areas.

The creation of the assembly line at Ford’s factory revolutionized manufacturing. However, Ford’s bigotry leaves a dark stain the part he played in this innovation.

 

How to be a Disruptive Inventor: Lessons from Alexander Bell

TheMasterSwitch_TimWu[the inventor’s] significance is enormous…The inventors we remember are significant not so much as inventors, but as founders of “disruptive” industries, ones that shake up the technological status quo. Through circumstance or luck, they are exactly at the right distance both to imagine the future and to create an independent industry to exploit it.

On the same day in 1876 that Alexander Bell’s patent application on the telephone was filed, a patent application by Elisha Gray was filed on the same invention. Sixteen years before this, Johann Philip Reis of Germany presented a primitive telephone to a scientific group. And, Daniel Drawbaugh, a Pennsylvania electrician, claimed that by 1869 he had a working telephone in his house.

The story of the invention of the telephone is similar to other invention stories where multiple inventors independently invent the same or similar invention within a short period of time. Steve Johnson notes that this substantially simultaneous invention occurs because the invention becomes “an adjacent possible” once founding or necessary elements or parts are created, discovered, or otherwise available. Tim Wu, author of The Master Switch: The Rise and Fall of Information Empire, notes the same phenomenon. One might question whether a particular inventor’s act of inventing is ever significant, if the invention/discovery was bound to happen, by this or another inventor. Wu argues the inventor’s significant is very important for founding of disruptive information industries in a process he calls “the Cycle.”

In The Master Switch, Wu provides a look at the control and innovation in information industries, such as the industries involving the telegraph, telephone, entertainment, radio, TV, and the Internet. These information industries tend move from a freely accessible channel to a channel that is strictly controlled by one corporation or cartel.

Wu’s thesis is that the history of information industries shows that such industries oscillate from an open to closed state in what he calls, i.e. “the Cycle.” Based on this history, Wu predicts that the information industry of the Internet may move from an open platform (which it currently is) to a closed system. A separation principle is needed to protect the Internet from being turned into a closed system. The separations principle provides, in part, the following must be kept separate: those who develop information, those who own the network infrastructure on which it travels, and those who control the tools or venues of access.

The book provides a discussion of the development of the telephone industry as one example of (1) a birth of an information industry and (2) the characteristics of a disruptive inventor.

Inventor’s Enormous Value As Disruptor

Wu describes invention as making available the adjacent possible. The reality that there was no single inventors of the telephone “suggests that what we call invention, while not easy, is simply what happens once a technology’s development reaches a point where the next step become available to many people,” said Wu.  Wu notes that others had provided the tools for the adjacent possible telephone, e.g. others has invented wires, the telegraph, and discovered electricity and the basic principles of acoustics. Therefore the building blocks for the telephone were available and Bell had to put them together. Wu asserts, that “inventors are often more like craftsman than miracle workers.”

Given the regularity with which simultaneous discovery/invention occurs, should the lone inventor be accorded much significance? Wu says the inventor’s significance is still enormous:

…I would argue his significance is enormous; but not for the reasons usually imagined. The inventors we remember are significant not so much as inventors, but as founders of “disruptive” industries, ones that shake up the technological status quo. Through circumstance or luck, they are exactly at the right distance both to imagine the future and to create an independent industry to exploit it.

Bell build the telephone industry that eventually killed the prior communication industry, the telegraph industry dominated by Western Union. Bell’s patent turned out to be a critical asset for doing so.

Be an Outsider

Wu notes several conditions that help a disruptive innovator succeed. First, it is important for the inventor to be an outsider with some distance from the current industry:

Let’s focus, first, on the act of invention. The importance of the outsider here owes to his being at the right remove from the prevailing currents of thought about the problem at hand. That distance affords a perspective close enough to understand the problem, yet far enough for greater freedom of thought, freedom from, as it were, the cognitive distortion of what is as opposed to what could be. This innovative distance explains why so many of those who turn an industry upside down are outsiders, even outcasts.

Disruptive innovation supplants or destroys existing products or industries, and sustaining innovation provides incremental improvements. The outsider status of some inventors provides him/her the freedom of a disinterested party:

Another advantage of the outside inventor is less a matter of the imagination than of his being a disinterested party. Distance creates a freedom to develop inventions that might challenge or even destroy the business model of the dominant industry. The outsider is often the only one who can afford to scuttle a perfectly sound ship, to propose an industry that might challenge the business establishment or suggest a whole new business model. Those closer to—often at the trough of—existing industries face a remarkably constant pressure not to invent things that will ruin their employer. The outsider has nothing to lose.

Bell was an outsider. Bell was a professor, who taught the deaf, and amateur inventor. He worked out of the machine shop in his attic trying to transmit voice across wires. These early efforts are described by Wu as “mostly futile, and the bell company was little more than a typically hopeless startup.”

But not too Far Away

It is not any distance that will work. The right distance is needed because but too much distance from the industry or the adjacent possible puts you out of the game:

It may be that Daniel Drawbaugh actually did invent the telephone seven years before Bell. We may never know; but even if he did, it doesn’t really matter, because he didn’t do anything with it. He was doomed to remain an inventor, not a founder, for he was just too far away from the action to found a disruptive industry.

Wu credits Bell’s partnership with patent attorney, Gardiner Hubbard, a critic of the Telephgraph company, as placing Bell close enough to the industry. Hubbard formed Bell’s invention into a campaign to supplant Western Union as the dominate communications company. Here, like in the case of Telsa, the Bell brought on savvy partner to help with the commercialization efforts.

In contrast, Elisha Gray’s backer was Samuel White. White wanted Gray to focus on an acoustic telegraph. The acoustic telegraph appeared to be destined for large profits as compared to the unestablished telephone. Wu suggests that but for White’s opposition to Gray working on the telephone and Gray’s need to keep his work on the telephone secret, Gray might have developed a working telephone and patented it before Bell.

Don’t be Distracted by an Apparent Pot of Money for Incremental Invention 

Wu says, “The inability of Hubbard, White, and everyone else to recognize the promise of the telephone represented a pattern that recurs with a frequency embarrassing to the human race.” To a hammer, everything looks like a nail. Our minds are too lazy to seek out new ways of thinking when old ones will due.  “Nothing … concentrates the mind like piles of cash, and the obvious rewards awaiting any telegraph improver were a distraction for anyone even inclined to think about telephony, a fact that actually helped bell.” said Wu.

Conclusion

Wu says “through circumstance or luck” the disruptive inventor is at the right distance to disrupt an industry. However, you may be able to intentionally set yourself up for to be a disruptive inventor by exposing yourself to diverse ideas across disciplines to be in the position to recognize the adjacent possible, having some distance from the targeted industry, and not being distracted by the apparent financial gain available from incremental invention within the targeted industry.

Childhood Hands-on Play an Indicator of Furture Creativity

Play_StuartBrown“Unlike their elders, the young engineers couldn’t spot the key flaw in one of the complex systems they were working on, toss the problem around, break it down, pick it apart, tease out its critical elements, and rearrange them in innovative ways that led to a solution.”

Scientists and engineers at Cal Tech’s Jet Propulsion Laboratory (JPL) have over the years invented and designed major components of manned and unmanned space missions. In the 1990’s, JPL began replacing retiring engineers and scientist that started in the 1960’s. However, while the new hires came from top engineering schools, the new hires were not very good at certain types of problems solving that involved taking theory to practice. What were the new engineers missing?

Stuart Brown’s book Play: How it Shapes the Brain, Opens the Imagination, and Invigorates the Soul explores the important effect that play has on our lives.

Indicator of Future Creativity

One area that play positively effects is creativity. As Brown explains regarding JPL, the new hires had excellent grades from the best schools, but that was not enough. Nate Jones, owner of a machine shop specializing in racing tires, encountered the same problems as JPL did in hiring. Jones found that employees that had “worked and played with their hands as they were growing up were able to ‘see solutions’ that those who had not work with their hands could not.”

The managers at JPL found as similar pattern. They found the older employees, in their youth, had taken a part clock to see how they work, or made soapbox derby racers, build hi-fi stereos, or fixed appliances. The young engineers that had done the same thing–worked with their hands in their youth–were good at problem solving, but those who had not, were generally not. After making this discovery, JPL managers changed their interview process for new hires to ask applicants about projects and play they engaged in during their childhood.

In view of this Brown states, “The engineers that JPL found to be so adept were the one who had played [using] their hands in their youth…They performed well as adult engineers not because they had lots of practice working on watches, but because in a sense they were doing for work what they had always done for pure enjoyment.” This is along the same lines as  Paul Graham’s advice to hire programmers that write software in their free time.

Brown continues: “..there is a kind of magic in play. What might seem like a frivolous or even a childish pursuit is ultimately beneficial. It’s paradoxical that a little bit of ‘nonproductive’ activity can make one enormously more productive and invigorated in other aspects of life.”

Defining Play

Brown asserts that it is difficult to provide an all-inclusive definition of play, but provides that play generally has the following properties: (1) it is apparently purposeless and done for its own sake, (2)  it is done voluntary, (3) it has inherent attraction, (4) it provides freedom from time in that we can loose track of time in a state of flow, (5) it provides diminished self-consciousness, (6) it creates potential for improvisation, and (7) it creates a desire to continue doing it.

The examples provided by Brown may be anecdotal, but Brown is not the only one drawing the connection between childhood play and creativity.  If childhood hands-on play is, in fact, an indicator of future creativity, business owners and hiring managers may like to consider this factor when choosing employees or business partners.

Fending Off Competitors with Barriers to Entry: Hard Problems and Networks

BarriersToEntry_HardProblems“If you can develop technology that’s simply too hard for competitors to duplicate, you don’t need to rely on other defenses. Start by picking a hard problem, and then at every decision point, take the harder choice.” – Paul Graham

Patents are not the only barriers to entry. Sometimes the technology can’t be patented, sometimes patent deadlines are missed, sometimes there’s not yet enough money to pursue a patent, sometimes you’re not sufficiently certain whether the invention will be the next big thing so as to justify pursuing a patent. Sometimes your looking for protection instead of or in addition to patents and you already explored the legal alternatives to patenting. What other barriers are there?

Barriers to entry provide a competitive advantage in the market place. If it is too hard for your competitors to enter a market or solve the problems you are solving, then you will have less competition. With less competition, you will be able to charge a premium for your solution. Financial backers, such as venture capitalist, are often interested in barriers to entry related to your solution because those barriers protect the financer’s investment. Barriers to entry come in many forms. Below I look at the strategy of picking hard problems and building networks, among the many others that might apply.

Pick Hard Problems

Paul Graham explains why it is important to pick hard problems to solve.

Use difficulty as a guide not just in selecting the overall aim of your company, but also at decision points along the way. At Viaweb one of our rules of thumb was run upstairs. Suppose you are a little, nimble guy being chased by a big, fat, bully. You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him.

What this meant in practice was that we deliberately sought hard problems. If there were two features we could add to our software, both equally valuable in proportion to their difficulty, we’d always take the harder one. Not just because it was more valuable, but because it was harder. … I can remember times when we were just exhausted after wrestling all day with some horrible technical problem. And I’d be delighted, because something that was hard for us would be impossible for our competitors.

Seth Godin notes Ford’s advantage by taking on hard problems:

Henry Ford did the same thing [take on hard problems] with the relentless scale and efficiency he built at Ford. Others couldn’t imagine raising their own sheep to make their own wool to make their own seat fabric…

“How do we do something so difficult that others can’t imagine doing it?” is a fine question to ask today.

Build-in Network Effects

VC, Fred Wilson, notes another way to create a barrier to entry is to develop a product or service that features a network effect. Fred provides an illustrative story–read the whole story here–involving the dentist industry where the first entrant provides high priced software for managing a dental office. A second entrant run by two entrepreneurs develops a low priced version of the software with mobile apps which eat away at the first entrant’s market. Then an open source version of the software is developed, which kills the first and second entrant’s businesses. Fred concludes:

…software alone is a commodity. There is nothing stopping anyone from copying the feature set, making it better, cheaper, and faster. And they will do that. … we asked ourselves, ‘what will provide defensibility’ and the answer we came to was networks of users, transactions, or data inside the software. We felt that if an entrepreneur could include something other than features and functions in their software, something that was not a commodity, then their software would be more defensible. That led us to social media, to Delicious, Tumblr, and Twitter. And marketplaces like Etsy, Lending Club, and Kickstarter. And enterprise oriented networks like Workmarket, C2FO, and SiftScience….
[emphasis added]

Conclusion

When you build technology that requires a network of users and you gain a user base, it is hard for competitors to be successful because simply copying the software is not enough. The competitor needs users too. Getting users is (or at least can be) hard. So the “network effects” barrier to entry may simply be one type of “pick hard problems” barrier to entry.

Photo credit to flickr user Anton Steiner under this creative commons license.

How to Invent Like Nikola Tesla

 Tesla“I do not rush into constructive work. When I get an idea, I start right away to build it up in my mind. I change the structure, I make improvements, I experiment, I run the device in my mind.” – Nikola Tesla

Nikola Tesla had a theoretical approach to inventing. His theoretical approach to inventing was different from Thomas Edison’s experimental approach to inventing. Tesla would work the invention over in this mind and try to discern the fundamental principle on which the invention would be based. In my first post on Tesla, I discussed lessons for licensing inventions based on how Tesla’s AC power system was licensed to Westinghouse. In this second post, I’ll look at the process that Tesla undertook when inventing.

Nikola Tesla is an inventor best known for his contribution to the design of alternating current (AC). His AC power systems provided the foundation for the AC power systems we have today. Tesla invented (1) a new AC motor that used a rotating magnetic field, (2) a multiphase AC system used in generating and transmitting electric power, which was used in a hydroelectric project at Niagara Falls, (3) a high frequency high-voltage transformer (now known as a Tesla Coil), (4) new electric lamps, and (5) a combination steam engine and electronic generator, among other inventions. Bernard Carlson’s biography,  Tesla: Inventor of the Electrical Age, provides a detailed look at Tesla’s life and work. Here’s how Tesla took to inventing.

Theoretical Approach to Invention

Tesla explained his theoretical approach to invention as contrasted with Edison’s experimental approach:

I have unconsciously evolved what I consider a new method of materializing inventive concepts and ideas, which is exactly opposite to the purely experimental of which undoubtedly Edison is the greatest and most successful exponent. The moment you construct a device to carry into practice a crude idea you will find yourself inevitably engrossed with the details and defects of the apparatus. As you go on improving and reconstructing, your force of concentration diminishes and you lose sight of the great underlying principle. You obtain results, but at the sacrifice of quality.

My method is different. I do not rush into constructive work. When I get an idea, I start right away to build it up in my mind. I change the structure, I make improvements, I experiment, I run the device in my mind. It is absolutely the same to me whether I operate my turbine in thought or test it actually in my shop. It makes no difference, the results are the same. In this way, you see, I can rapidly develop and perfect an invention, without touching anything. When I have gone so far that I have put into the device every possible improvement I can think of, that I can see no fault anywhere, I then construct this final product of my brain. Every time my device works as I conceive it should and my experiment comes out exactly as I plan it.

It is doubtful that the final product always worked exactly as he planned it. But, the excerpt shows that he thought that moving to experimental prototypes too soon forced the inventor to get too deep in the details of the invention. When deep in the details of prototyping the inventor might loose sight of the fundamental principle at issue. In loosing sight of the principle at issue the inventor might miss the ideal version of the invention.

Invention Incubation and Refinement

The final conceived invention did not come to him all at once. Instead a long incubation period may occur. In this period the invention or idea is set aside from deliberate effort and the invention and its components are allowed to incubate in the mind. The subconscious mind is allowed to work on the problem. Tesla discussed his incubation and refining stage of the inventive process:

After experiencing a desire to invent a particular thing, I may go on for months or years with the idea in the back of my head. Whenever I feel like it, I roam around in my imagination and think about the problem without any deliberate concentration. This is a period of incubation. Then follows the period of direct effort.

I choose carefully the possible solutions of the problem I am considering, and gradually center my mind on a narrowed field of investigation. Now, when I deliberately think of the problem in its specific features, I may begin to feel that I am going to get the solution. And the wonderful thing is that if I do feel this way, then I know I have really solved the problem and shall get what I am after.

After incubation, Tesla would analyze the possible options and choose a direction. As Carlson stated, “In spite of the vast popular literature celebrating Eureka moments, Tesla found that an insight, intuition, or hunches had to be refined in the mind through rigorous thought and analysis.”

Expansive Imagination

But to come up with the ideas in the first place, Tesla needed to tap an expansive imagination. Carlson states:

“Tesla’s great strength was that he was willing to think like a maverick. With his [AC] motor, for instance, while most other investigators worried about changing the direction of the magnetic poles in the rotor, Tesla instead figured out how to create a rotating magnetic field in the stator… If everyone knocks on the front door, Tesla is suggesting, then one way forward is to go around the house and see if there is a back door. To find that back door, though, one needs to cultivate an expansive imagination…If we don’t take chances in our imagination, how can we even begin to find the maverick ideas or ideals?”

How to Invent Like Tesla

To invent like Tesla, you need to cultivate an expansive imagination. Next, gather information relevant to your field and allow information and ideas to incubate in your mind, often without deliberate concentration on the idea or problem. Once you have centered on a solution or invention, work through variations, improvements, and refinements in your mind before moving to the prototyping stage.

Licensing an Invention: Lessons from Nikola Tesla

TeslaNikola Tesla was reduced to taking work as a day laborer digging ditches after previously working as an engineer with the Edison Company and then being forced out of a company he started with two other investors. He was down on his luck, unable to find work as an inventor or engineer.  He was broke and despondent describing this time as “a year of terrible heartaches and bitter tears.” He lamented that all of his high education in science and mechanics was “a mockery.”

But in the midst of this hardship he did not give up on inventing. He continued his work and filed a patent on a hydromagnetic motor. Opportunity would come through an unexpected place–through a network connection prompted by the mere discussion of his hydromagnetic motor invention on the ditch digging job. This story shows the need for carrying on in the face of adversity.

Nikola Tesla is an inventor best known for his contribution to the design of alternating current (AC). His work on the AC motor and AC power allowed for transmission of power for longer distances. His AC systems provide a foundation for the AC power systems used today. His work on AC electricity brought him recognition and wealth in his 30’s, but in his forties his stature fell somewhat by his actions and efforts related to the wireless transmission of power. Bernard Carlson’s biography,  Tesla: Inventor of the Electrical Age, provides a detailed look at Tesla’s life and work.

The success in licensing rights in Tesla’s AC motor and AC power system patents to the Westinghouse Electric Company provides potential lessons for licensing an invention and taking it to market.

 1. Use your Network to Find A Partner

While Tesla was working day labor digging ditches, as explained above, Tesla told the foreman about his invention efforts on the hydromagnetic motor. The foreman then introduced Tesla to Alfred Brown, who was the senior Western Union Manager. Brown knew he needed the business help of Charles Peck, who he knew previously. Brown was technically oriented and Charles Peck was business savvy.

Peck and Brown agreed to cover Tesla’s development and patenting costs. They also provided him with a salary of $250 per month. The three agreed to split the profits in thirds with a third to Peck and Brown, a third to Tesla, and a third reinvested in future developments. Before focusing on AC motors, Peck and Brown first encouraged Tesla to work on a pryomagnetic generator.

Not every inventor needs a financial/business partner but sometimes its helpful. You never know who in your extended network can help. Its not clear that Tesla was asking for help from the foreman. It appears that he was merely talking about his invention. Tesla was able to talk freely about his thermomagnetic motor invention because he had already filed a patent application on it. Sometimes you might want to keep your invention confidential even after filing a patent application for business or competitive reasons (not patent reasons). But in other cases, talking about the invention after filing a patent application in conversations with others can produce unexpected positive connections and results.

2. Know When To Pivot

Tesla’s efforts at making a pyromagnetic generator ran into problems. As Carlson recounts, Tesla was “[d]istressed that he was an able to perfect this invention, [and] Tesla feared that Peck and Brown might abandon him….” But they did not. Peck had confidence in Tesla. Peck encouraged Tesla to focus his work on an electric motor.

Peck likely encourage Tesla to work on electric motors, because he was aware of the market at the time. Carlson writes, “Peck and Brown were probably comfortable with Tesla investigating motors because of the growing discussion in electrical circles about using motors in central stations.” It can be difficult to know where to pivot to. But it is important to be aware of the market developments, which can indicate where to turn next.

3. Have Something to Show

Tesla had to convince Peck and Brown that he should work on AC motors rather than DC motors. Nearly all of the central stations in the U.S. in the mid-1880’s were running DC not AC. The DC generators and the copper distribution network required Edison to sell DC systems in densely populated areas. Westinghouse therefore saw an opportunity to design AC systems that could serve dispersed populations profitably.

In order to convince Peck and Brown that AC was the way to go, Tesla devised a demonstration. The demonstration had a similar purpose as Christopher Columbus’s alleged demonstration to Queen Isabella where Columbus allegedly stood an egg on its end in order to convince the Queen to finance Columbus’ ships.

To demonstrate the power of AC rotating magnetic current, Tesla attached a four-coil magnet to the underside of a table. He placed a copper plated egg and several balls on top of the table. Tesla applied two out-of-phase currents to the magnet, which caused the egg to stand on end and caused the egg and the balls to rotate on the table top. Tesla explained that the spinning was caused by the rotating magnetic current. Peck and Brown were then impressed and supported Tesla’s work on AC motors.

Tesla learned from this that to sell others on his invention he had to provide a demonstration or a show. I think this is likely true for many inventions. It harder to sell an invention without a prototype or a demonstration that allows others to see how it will work. Oral and written descriptions often do not have the persuasive power of a prototype or demonstration that others can see and touch. In Tesla’s case the demonstration was not even a motor. Instead the rotating egg showed the power of AC. Since a motor’s function is to rotate an output shaft the rotation of a metal egg was a sufficient proxy to achieve the desired interest from Brown and Peck.

4. Have a Story to Tell

Every successful inventor must tell a story that sells the invention to financial backers, other companies, decision makers, and/or the ultimate consumer. As Carlson stated, “no idea, no invention goes anywhere unless one is willing to tell a story about it, a story that another person finds interesting and persuasive.”

Not only did Tesla have something to show, he had a story that accompanied the demonstration. His story tied his invention to a famous figure, Columbus, who achieved what others thought was not possible–sailing west without falling off the flat earth–and in doing so, made a remarkable discovery, America. The implicit link that Tesla made was that if Peck and Brown got on board with AC, they would be associated with an endeavor that would change the world.

5. File Patent Application(s)

After Tesla developed a prototype model polyphase AC motor in his lab, he proceeded to file a patent application. And instead of filing multiple applications on individual motor designs, he and his patent attorney Parker Page filed one comprehensive patent application that included not only a new AC motor, but also a new system of electrical power transmission. According to Carlson, this was a bold and unusual move at the time. However, now it is quite common to file a patent application covering an overall system.

As Tesla did, the safest position is to file a patent application before going public with the invention. In the U.S. (but not most foreign countries) there is a one year grace period, but its best not to rely on it if you don’t need to.

6. Build Your Reputation, Obtain Social Proof

Brown and Peck decided on a strategy of patent-promote-license regarding Tesla’s inventions. They decided that in order to successfully promote Tesla’s inventions, Tesla needed to gain recognition in the field. Tesla had not previously joined any trade organizations or been involved in the electrical engineering community. First, they obtained the endorsement of a known exper in the field, Professor William Anthony. Tesla demonstrated his AC motor to Anthony and Anthony was impressed. Anthony then spread the news about Tesla’s motors to his fellow engineers and discussed the motors in a lecture he gave at MIT.  Therefore, the endorsement of Anthony provided the initial social proof within the relevant community. Then, Peak and Brown contacted the technical press and Tesla’s inventions received favorable coverage there. Then Tesla was invited to give a lecture on his motor and system of electrical power transmission at a meeting of the American Institute Electrical Engineers. This set the stage for the licensing of the patents to Westinghouse.

Not every invention requires a strong technical reputation in order to gain recognition with the intended audience. However, you need to have an understanding of what your audience expects in order to gain their attention and have them take you seriously. Tesla gained the social proof within the required group in order for his invention to be taken seriously. You need to figure out what social proof and reputation is necessary or helpful in promoting your invention. And as Telsa’s experience shows, you don’t have to have a preexisting strong reputation, you can build one when you need it.

7. Make the Sale

Ultimately Peck worked out a license of the patents to the Westinghouse Company for what amounted to $200,000 over ten years. More work had to be done in the development of Tesla’s AC power systems at Westinghouse, but licensing was a step along the path that ultimately put Telsa’s power systems in commercial use.

Peck died later and Tesla was unable to find someone like Peck who could guide his inventive efforts and help sell his later inventions. Therefore, Tesla is often known for his later inability to successfully commercialize his inventions after the AC motor/power invention. Yet, as shown above, Tesla benefited from the partnership with Peck and Brown. They were able to successfully guide the licensing of this inventions related to AC power. Of course, not all inventors require a business partner. But inventors and entrepreneurs sometimes forge relationships that foster a balance between creativity/imagination and business.

Invention and How to Predict the Future

Larry_Page_Charlie_Rose1The future is already here — it’s just not evenly distributed.

Trying to determine whether your product or service will be a success is the business of predicting the future. Predicting can be hard. The difficulty is compounded by the fact that often you will want to determine whether there is a market for the invention before spending money on the patent process, but patent law encourages you to file a patent application before you make your invention public. Below are ideas on predicting the future.

Larry Page, founder of Google, said in a conversation with Charlie Rose:

Invention is not enough. Tesla invented the electric power we use, but he struggled to get it out to people. You have to combine both things: invention and innovation focus, plus the company that can commercialize things and get them to people. . . .

Lots of companies don’t succeed over time. What do they fundamentally do wrong? They usually miss the future. I try to focus on that: What is the future really going to be? And how do we create it? And how do we power our organization to really focus on that and really drive it at a high rate? When I was working on Android, I felt guilty. It wasn’t what we were working on, it was a start-up, and I felt guilty. That was stupid! It was the future.

Chris Anderson, entrepreneur and former editor-in-chief of Wired magazine, says he doesn’t try to predict the future, but he actually does by observation. Anderson said:

I actually never, never make the mistake of trying to predict the future, ’cause I suck at it. And I fall back — and you’ll forgive my little semantic parlor trick here — but I fall back on William Gibson’s famous quote that ‘the future is already here — it’s just not evenly distributed.’ To predict the future, you just have to keep your eyes open, and there it is.

Anderson’s strategy of predicting the future by observation is the concept discussed by entrepreneur and investor, Chris Dixon. Dixon said:

…Business people vote with their dollars, and are mostly trying to create near-term financial returns. Engineers vote with their time, and are mostly trying to invent interesting new things. Hobbies are what the smartest people spend their time on when they aren’t constrained by near-term financial goals.

It’s a good bet these present-day hobbies will seed future industries. What the smartest people do on the weekends is what everyone else will do during the week in ten years.

(empahsis added).

Makers are a type of hobbyist. What does it mean to be a maker? Seth Godin spoke at the World Maker Faire and said this:

[7:58] What real makers understand is this: If it might not work, then you are doing some making. If you are doing something that might not work…then you are doing something important because it is risky.  It’s risky because when you finish, you need to turn to someone and say here, here it is. I made this. And the other person can say I don’t like it … it doesn’t work right … i don’t want it. That is hard.

…[A]ll hacking is, all innovation is, all creating is, all science is: is doing things over and over and over and failing and failing and failing until it works. So if you are not willing to fail, then you cannot possibly innovate.

…if you are a maker, what have you made recently that was a complete and epic failure?

(emphasis added).

Turning back to predicting the future, a post from brainpicking.org about a PBS video from Joe Hanson provides highlights of a discussion on why some science fiction writers are good at predicting the future.  The video provides:

One right prediction in any one body of work would be lucky, but this many right answers can’t be luck — clearly, something sets these people apart. Many of the greatest sci-fi writers also had serious scientific training: Isaac Asimov had a Ph.D. in biochemistry, and Arthur C. Clarke had degrees in math and physicns; H.G. Wells had a degree in biology…

At its core, good science fiction must rest on good science

(emphasis added).

Conclusion
So, it is important to focus on the future. The future is already here, you only need to look for it. One place to look for it is in cutting edge science. Another way to look for it is to watch what makers, hackers, and hobbyists are doing with their free time.

Photo credit to flickr user Steve Jurvetson under this creative commons license.

Ideas on Successful Software Design, Creativity, and Startups: Hackers & Painters

Hackers_And_Painters

The way to create something beautiful is often to make subtle tweaks to something that already exists, or to combine existing ideas in a slightly new way.

Paul Graham is an entrepreneur, programer, and venture capitalist. He co-founded Viaweb, which was purchased by Yahoo! and became Yahoo! Store. Later he co-founded Y Combinator, a seed capital firm. In 2004, Paul authored the book Hackers & Painters: Big Ideas from the Computer Age which comprises a series of essays on various topics including “Why Nerds are Unpopular,” “The Other Road Ahead: Web-based software offers the biggest opportunity since the arrival of the microcomputer,” “How to make wealth,” and “Design and Research” among many others. Each of these essays are available at Paul’s website. The book provides many great ideas on design, creativity, and startups.

The Test of Time: Predicting Successful Design in Advance is Hard
In chapter 2, Paul discusses similarities between hacking and painting. As others have noted, successful innovation is often at the edge of the current technology. Paul discusses beauty in the context of design and the difficulty in measuring success:

The way to create something beautiful is often to make subtle tweaks to something that already exists, or to combine existing ideas in a slightly new way. This kind of work is hard to convey in a research paper

And there no correlation, except possibly a negative one, between people ability to recognize good design and their confidence that they can. The only external test is time. Over time, beautiful things tend to thrive, and ugly things tend to get discarded.

Paul notes cross disciplinary exposure is important to creativity:

I’ve found the best sources of ideas are not the other fields that have the word “computer” in their names, but the other fields inhabited by makers. Painting has been a much richer source of ideas than the theory of computation.

Try to Provoke a Design war in New Markets involving Tough Problems
Paul provides advice for winning against big companies when you’re a startup:

Only a small percentage of hackers can actually design software, and its hard for the people running [a big] company to pick these out. So instead of entrusting the future of the software to one brilliant hacker, most companies set things up so that it is designed by committee, and the hackers merely implement the design. If you want to make money at some point, remember this, because this is one of the reasons startups win. …. So if you can figure out a way to get in a design war with a company big enough that its software is designed by product managers, they’ll never be able to keep up with you.

But Paul says you it’s hard to get an established company into a design war. So, the best place to do so is in new markets. And “If you want to make money, you tend to be forced to work on problems that are too nasty for anyone to solve for free.”

Find Stars By Looking At Free Time Activities
How to do you find those hackers that can actually design software? Look at what they do in their free time.

When we interviewed programmers, the main thing we cared about was the kind of software they wrote in their spare time. You can’t do anything really well unless you love it, and if you love to hack you’ll inevitably be working on projects on your own.

In chapter 15, Paul talks about software design in the context of designing software programming languages. However many of the principles discussed apply to the design of any software and to design in general.

The Designer Should be an Intended User
Paul asserts that you must start by focusing on the user. But that does not mean doing exactly what the user says. Paul states, “I don’t think there is any field in which the best work is done by the people who just make exactly what the customers tell them to.” Yet, he provides that the designer should be one of the intended users:

You’re most likely to get good design if the intended users include the designer himself. When you design something for a group that doesn’t include you, it tends to be for people you consider less sophisticated than you, not more sophisticated. And looking down on the user, however benevolently, always seems to corrupt the designer. … If you think you’re designing something for idiots, odds are you’re not designing something good, even for idiots.

Paul analogizes to creation in other fields, noting that the design in software is for human use just as it is in other fields:

All arts have to pander to the interest and limitations of humans. In painting for example, all other things being equal a painting with people in it will be more interesting than one without. It is not merely an accident of history that the great painting of the Renaissance are all full of people.”

Paul notes that morale is important in design, “If you’re board when you’re drawing something, the drawing will look boring.” In art as in software design starting with a prototype that can be refined into the final product is helpful for morale. If you build software that can be working and testable in an hour, the prospect of that immediate reward is motivating. Similarly painters often “start with a blurry sketch and gradually refine it.” From morale Paul circles back to the problem with designing for the unsophisticated user, providing:

It’s hard to stay interested in something you don’t like yourself. To make something good, you have to be thinking, “wow, this is really great,” not “what a piece of shit; those fools will love it.”

Hackers & Painters is a great read with much more than can be touched on here. If you are a hacker, a startup, a maker/designer, or if you run a software company, you should read Hackers & Painters or you can read the essays on the web.