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OpenAI is going house hunting. The world-leading AI company is reportedly looking for a massive corporate campus of at least 500,000 square feet to house its ever-growing workforce of insanely well paid engineers and support staff. Whats more important than OpenAIs desire to expand, though, is the companys choice of where to do it. OpenAI is looking not in the trendy, vibrant heart of San Francisco, but deep in the dull, gray corporate expanses of Silicon Valley. That bucks a major trend in the AI spaceand signals a broad and impactful change to the industry. Corporate hermit crabs For generations, Americas most successful tech companies have followed a familiar pattern: start in some tiny, inappropriate space, then expand to a massive office park in Palo Alto or Mountain View. Hewlett Packard famously started in a garage before expanding to ever-larger campuses. Apple did the same, and now controls most of Cupertino from a bizarre, insular spaceship of a building. Google started in a Stanford dorm room before moving to (surprise!) a garage, and later a 3 million square foot compound in Mountain View, the Googleplex. Often, Silicon Valleys tech companies behave like corporate hermit crabs, taking over the campuses of their failed predecessors. When Facebook moved to the former Sun Microsystems campus in Menlo Park, they didnt even bother to invest in a new signthey just flipped the old one around and put a big Facebook logo on it. Even today, the original Sun Microsystems sign still hides on the back of the Facebook one. When Google repurposed the former campus of Silicon Graphics to build the Googleplex, they kept a dinosaur named Stan. Things will be great when youre . . . A new wave of tech companies coming to power in the mid 2010s, though, started to trod a different path. The social network X (née Twitter) had its headquarters in the Civic Center neighborhood of San Francisco until Elon Musk forcibly excised it. Uber and Square were originally down the block. Airbnb, Zynga, and Cloudflare are all in San Franciscos trendy but rough-around-the-edges SoMA district. These newer companies realized that their hip, young engineers didnt want to live in the suburban doldrums of the Valley. They wanted nice food, bars that stay open past 10 pm, and all the other cultural trappings of a major city. After the pandemic, the trend towards downtown tech HQs accelerated. Companies realized it was easier to lure engineers back to the office if it happened to be down the block in a city where theyd love to live, rather than a chartered bus ride away. As todays AI companies started their meteoric growth, then, it was only natural for them to situate themselves downtown. OpenAI started in SoMAs historic Pioneer Building. When they outgrew that space, they moved to a massive, glass-fronted campus in the up and coming Mission Bay neighborhoodall skybridges, living walls, louvered windows to let in the bay breezes, and fancy cafes that serve boba tea in little glass bottles you get to take home. Although a quietly-imposing security guard stares down anyone who approaches the front doors too closely, I love walking around the OpenAI campus and its adjacent urban parks. Anthropic likewise started in a historic building right by San Franciscos Financial District, before moving to something a bit more corporate, but still in the heart of the city. This influx of AI talentand the buckets of money that go with ithas been fantastic for San Francisco. As a professional photographer, I visit the city at least once a week to take photos. Union Square, which struggled mightily during the pandemic and became a symbol of San Franciscos failings, is now home to a new Nintendo store, a bar from basketball star Steph Curry, and an eyeball-scanning hub for Sam Altmans crypto startup World. SF was just rated one of the safest cities in the world. Back to the burbs Now, though, that trend seems to be reaching its limits. Its one thing to locate your headquarters in an energetic, happening part of the city when youre a scrappy startup pursuing the impossible dream of AGI. But when youre planning a trillion-dollar IPO and have a headcount in the thousands, even the biggest downtown office will struggle to hod you. And so, the AI worlds inexorable march to the Valley begins! OpenAI is the first big AI company to plan an exodus from San Francisco. But as the flood of money continues to flow in, its unlikely to be the last. To me, its indicative of the fact that the AI sector is slowly growing up. Much as many young engineers start out living downtown, only to answer the siren song of the burbs as they have kids, cars, and schools to consider, so too has the rapidly maturing OpenAI decided to live somewhere with easier access to neighbors, more room to spread out, and virtually unlimited oceans of parking. The startups serving the AI sector will surely continue to choose downtown digs. And OpenAI and its ilk will likewise keep satellite offices in the city, much as Google does today. But as companies like OpenAI increasingly pursue a path toward serving corporate customers and worrying about such petty things as profitability, theyre moving back in line with the path taken by the tech giants who came before them. And that means moving to Valley HQs. Ill admit, Im a little sad to see the locus of AI starting to move so predictably to the burbs. But it’s also strangely comforting. People are terrified of OpenAI and its friends for their ability to rapidly disrupt industries and otherwise remake the world. But people felt the same way about Google back in the day. And Fairchild Semiconductor before it. OpenAIs all-too-predictable march to the Valley is a reminder that AI companies feel powerful and all-encompassing today, but ultimately stand on the same ever-shifting tech sands as their predecessors. Give it a few decades, and another hermit crab will come along to flip their signs around, move in their own generations of talented young engineers, and get to work building whatever comes next.
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E-Commerce
A business owner I know tends to only hire people in their twenties, under the assumption they bring new life into his business: new ideas, new innovations, new skills. And hes sometimes right, especially in the specific. But in general? Science says his hiring approach is probably wrong. In a review of studies published by the National Bureau of Economic Research, researchers found that the age at which scientists and inventors reach their moment of “genius” is increasing: while the average age used to be younger, the majority now make their biggest contributions to their field after the age of 40. As the researchers write: This research consistently finds that performance peaks in middle age: the life-cycle begins with a training period in which major creative output is absent, followed by a rapid rise in output to a peak, often in the late 30s or 40s. The same is often true for entrepreneurs. A Journal of Business Venturing study found that the most successful entrepreneurs tend to be middle-aged, even in tech. In fact, a 60-year-old startup founder was three times more likely to launch a successful startup than a 30-year-old startup founder, and nearly twice as likely to launch a startup that landed in the top 0.1% of all companies in terms of revenue and profits. Why does scientific genius tend to occur later, rather than earlier? Sure, occasionally an apple will still fall off a tree to spark insight; Sir Isaac Newton was 23 when he developed his theory of gravity (as well as calculus, a subject my high school report card despised him for). But true mastery typically takes time. As the researchers write, The link between creativity and extant knowledge may depend not just on the acquisition of extant knowledge via training, but may depend on the nature and difficulty of the cognitive processes involved in drawing together and extending sets of extant knowledge. Or in non-researcher speak, its not enough to just know things; you have to know how those things fit within larger frameworks in order to make new connections and new breakthroughs. The same is true for entrepreneurs. While younger startup founders tend to be more tech savvy and less risk-averse, older startup founders benefit from greater experience, business skills, connections, and access to connections and capital. In a broader sense, its hard to develop a sound strategy, to make the endless number of tactical decisions required to build a business, or to be a good leader when you have limited experience. For entrepreneurs, being older isnt something to overcome. Experience is a genuine competitive advantage. And thats also true for new employees. Sure, younger workers tend to be more tech savvy. They may possess recent education more applicable to a rapidly changing industry. If you need specific skills, a younger job candidate may be the perfect fit. But if you need broader skills, or an interconnected set of skills like leadership, take a closer look at a more seasoned candidate. Younger or older, the person you hire should be the best person for the job, regardless of age. Thats why the real key is to identify the skills and attributes you need, and then focus on finding the best fit regardless of any preconceptions you might haveespecially if you assume older dogs cant be taught new tricks. Because contrary to popular belief, genius usually takes time to develop and emerge. After all: Steve Jobs may have been 21 when he cofounded Apple, but his most commercially successful innovations came when he was in his late 40s and early 50s. Jeff Haden This article originally appeared on Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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E-Commerce
Most people recognize that when youre answering email while walking your dog and listening in on a meeting, youre bound to lose effectiveness. Whether its that awkward silence when your boss asks for your input and you didnt hear itor you stepping in something not so pleasant because you didnt realize your dog had done his business right in front of you. The limitations of multitasking present themselves in an obvious fashion. But as a time management coach, Ive seen that its not just trying to do too many small things at once that can trip you up. I also see people dramatically reduce their effectiveness when they try to do too many large things at oncea tendency I like to call macrotasking. Macrotasking can look like remodeling your kitchen while switching jobs and also having a baby. Or it can look like redesigning your companys website while also launching a podcast and hiring for multiple key leadership positions. Its technically possible to do multiple large projects at once. But macrotasking can leave you in a state of paralysis because youre not quite sure where to start. And even if you do begin, you can end up with many projects that linger on for far too long because you dont have the focus to complete them. If you find yourself overwhelmed by all of your open endeavors personally and professionally, here are three steps to move forward more effectively and efficiently. Limit Your Starts The first key to effective macrotasking is limiting how many new projects you start at once. If you have a really large item, such as a remodel or launching a new product, avoid beginning other major projects at the exact same time. The initial phase of any project has a high startup cost of completing research, framing out what needs to happen, getting the right team in place, and making strategic decisions on direction. Most people can only do this effectively in one or two key areas at once. After the initial direction is set and you can potentially delegate out the ongoing work, then you can turn your attention to kicking off another major project. But trying to start three or more of these at once can backfire. It can either slow you down because you arent giving any one of the projects the attention they need, or it can cause you to make poor decisions because youre not giving yourself the space you need to be thoughtful. If the idea of limiting the number of projects youre starting is anxiety inducing, map out your projects over the coming quarter: In October, Ill launch the remodel, in November, Ill look into starting a podcast, and in December, Ill do strategic planning for a rebranding. Having a place to put your project ideas so you know when youll get to them can help with focusing on accomplishing whats in front of you now. Leave Space for Implementation Ideas are amazing. Strategic planning is great. But implementation is the only thing that truly leads to results. If other people are doing the majority of the work on projects, macrotasking can work when those projects are in the implementation phase. Youve set the direction, now others are executing and can move multiple workstreams forward concurrently. That being said, youll still need to leave space in your calendar to review the work and provide feedback. That might look like having weekly project meetings or blocking in recurring time to look at whatever has been sent to you and answer questions. If youre the primary person responsible for implementation, macrotasking will be more difficult. In my experience as a time management coach, I typically dont see people able to move along more than two to three large projects when they are the person doing the heavy lifting. If you find yourself in that situation, youll need to pace yourself. Each month, define what are the two or three projects that you can really move forward and focus on them. Then youll need to accept that the other projects may progress much more slowly, or might need to wait until an upcoming month to receive your attention at all. Bring Work to Closure By following the above two pieces of advice, you should be able to bring projects to completion on a consistent basis. But a tendency that Ive seen in macrotaskers is that they really enjoy starting things, but dont find it exciting to complete them. That can leave them with a multitude of almost-done projects that havent made it across the finish line. If you find yourself in that situation, you may need to create a rule for yourself that you cant start anything new until youve wrapped up some of the old items. Then pick a few close-to-completed projects to get your devoted attention. Most likely when you decide to do this, a myriad of ideas will pop into your mind of new things to do. Resist the urge to start on them and instead write them down on a list for future months. And if youre finding even with your best of intentions to focus on completion, youre still not getting projects completely done, get help. That could look like having a coworking session with a colleague where you commit to getting specific work done, partnering with a coach to hold you accountable or hiring more help. Theres no shame in needing support to get projects to closure. Macrotasking is possible with the right approach. By using these three strategies, you can get multiple large projects done without getting overwhelmed.
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E-Commerce
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