Interesting Technology Articles

Interesting Reading

• How management by metrics leads us astray–Jakob Greenfeld–Experiments in Entrepreneurship and Learning
  • Management by metrics leads us astray | Hacker News
• Jay Alammar–Visualizing machine learning one concept at a time.

Interesting Reading

• The Truth is Pay walled but the Lies are Free

Article

• Explaining Machine Learning Models: A Non-Technical Guide to Interpreting SHAP Analyses

Interesting Article

• What's Accenture?

Article to Read

• Why We Should End the Data Economy - The Reboot
• Publish and Perish - The Intrinsic Perspective
• The Absurdity of Peer Review. What the pandemic revealed about…| by Mark Humphries | Jun, 2021 | Elemental
• Keep Your Identity Small
• The Systems Thinker–A Lifetime of Systems Thinking - The Systems Thinker

Article

• Why can’t I go faster than the speed of light? Hints from electrodynamics | Gravity and Levity
• What if I were 1% charged? | Gravity and Levity
• How big is an electron? | Gravity and Levity

Reading Tips

• How I read books: a guide on how to learn
• The Complete Guide to Effective Reading

ML Reading

• PyTorch vs TensorFlow in 2022
• The Great Bifurcation–Stratechery by Ben Thompson

Working

• How to lure employees back to the office? You can't. Not now. Not ever. | ZDNet

Interesting Reading

• What Makes a Great Opening Line? ‹ Literary Hub
• 25+ Years of Personal Knowledge Management. From scattered ideas to networked thoughts
• The illusion of evidence based medicine | The BMJ

Tech Culture

• The maze is in the mouse. What ails Google. And how it can turn… | by Praveen Seshadri | Feb, 2023 | Medium
  • at some point the problem is no longer that the mouse is in a maze. The problem is that “the maze is in the mouse”.
  • The way I see it, Google has four core cultural problems. They are all the natural consequences of having a money-printing machine called “Ads” that has kept growing relentlessly every year, hiding all other sins. (1) no mission, (2) no urgency, (3) delusions of exceptionalism, (4) mismanagement.
  • Does anyone at Google come into work actually thinking about “organizing the world’s information”? They have lost track of who they serve and why. They serve their manager or their VP. They serve other employees.
  • The equation would change if the focus instead were on value creation. If you asked daily: “who did I create value for today”, you’d get to very different behavior. If every half-yearly plan identified “how much value will be generated in the world”, then that would lead to different thinking. I’d work harder if I could create more value and have more impact.