Gabriel Gasparolo @ggasp

¿Como es que conoces mis secretos?!

Cementerio De Libros @Cementedelibros

9 hours ago

¿Cuando eras niño, leías enciclopedias cuando te aburrías o eras normal?

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New LLM benchmark just dropped

In 1956, Tom and Jerry aired one of the darkest and most philosophical episodes ever shown in a children's cartoon

When it comes to getting things done, you basically have three options: 1. Knowing a guy; 2. Knowing a guy who knows a guy; or 3. Being the guy.

What really drives leaders to resist remote work isn't productivity. It’s ego. Our new data: Ordering people in full-time is a power & status move. Bosses want to be worshiped at the office altar. Policies shouldn’t be vanity projects. Hybrid is better for people & performance. nytimes.com/2026/06/22/opi…

Nouns in Spanish have specific genders This gentleman explains what happens when some students are introduced to the concept

AI can help us *do* useful things in medicine – great! Below - one such thing, from our @Nature paper: - AI can flag people at high risk of dropping dead - and help us decide who gets implanted defibrillators But what can we *learn* from AI? x.com/oziadias/statu…

Ziad Obermeyer @oziadias

2 days ago

My friend the brilliant @kevin_volpp dropped dead He survived (read abt it: tinyurl.com/ypcpdzpz) But every year 300-400,000 in the US don't This week: our @Nature article (+A.Schubert J.Ross @m_sendhil M.Lingman) applies AI to this medical mystery nature.com/articles/s4158…

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Jeff Bezos explains the Wandering Rule behind real invention: "When I sit down to work on a problem, I know I don't know where I'm going." "To go in a straight line, to be efficient, efficiency and invention are sort of at odds." "Real invention, not incremental improvement... real lateral thinking... requires wandering." "You have to give yourself permission to wander." "A lot of people feel like wandering is inefficient." "I don't know how long the meeting is going to take if we're trying to solve a problem." The useful distinction: Use efficiency when the path is known. Use wandering when the problem is still being discovered. Most teams kill invention by demanding a straight line too early.

Elon Musk was asked if he believes in God. His answer took longer than anyone expected and it didn't land where the audience thought it would. Most billionaires dodge this question. They give a diplomatic answer to avoid conflict. Musk didn't dodge it. He said he agrees with the idea of a creator. That when he looks at the physics of the universe, the precision of the constants, the mathematical elegance of how everything holds together, it seems unlikely that it's all random. But he didn't stop there. He said he wasn't sure the creator is the version described in any particular religious text. That the universe itself might be the closest thing to God that he can understand. That the act of making life multi-planetary is, in his view, a way of honoring whatever force created consciousness by making sure consciousness survives. He basically described his life's work as a spiritual mission without ever using the word spiritual. Building rockets to Mars isn't just engineering to him. It's an answer to a question about whether the universe created intelligent life only to watch it die on one planet. He said that felt like a waste. Like the universe wouldn't bother creating consciousness if it was meant to end on one rock. So his answer to "do you believe in God" was essentially: I believe something created all of this. And I think the appropriate response to that creation is to protect it by spreading it as far as possible. That's not atheism. It's not traditional religion. It's a man who looked at the stars and decided the most reverent thing he could do was make sure we reach them.

«There is no new thing upon the earth. So that as Plato had an imagination, that all knowledge was but remembrance; so Solomon giveth his sentence, that all novelty is but oblivion.»

I fell in love with this quote: “Discipline is remembering who you said you wanted to be.”

Sol is a noticeable step forward in coding, and is a real step function improvement for design related tasks like slide decks. Sol’s adept usage of subagents is also creating emergent approaches for tackling our toughest problems. Excited to increasingly roll this out to everyone!

OpenAI @OpenAI

a day ago

Introducing a limited preview of GPT-5.6 Sol, our next generation frontier model, as well as GPT-5.6 Terra, a balanced model for efficient, everyday work, and GPT-5.6 Luna, a fast and affordable model for high-volume work. openai.com/index/previewi…

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Redis might be the greatest betrayal in open source history. In 2009 an Italian developer named Salvatore Sanfilippo was building a startup and MySQL was too slow. So he built his own in-memory database in his spare time and open sourced it for free. He called it Redis. Twitter used it. GitHub used it. Snapchat used it. Stack Overflow used it. Every major tech company on earth ran Redis somewhere in their stack. By 2020 Salvatore was burnt out after 11 years of maintaining it alone. He handed the project to Redis Labs and walked away. Then in March 2024 Redis Labs changed the license. Overnight Redis was no longer open source. Cloud providers could no longer offer it as a managed service without paying Redis Labs. The community that built it around Salvatore's code woke up locked out. They did not argue. They did not write blog posts. They forked it. Eight days later the Linux Foundation announced Valkey. Backed by AWS, Google, Oracle, Ericsson and Snap. Over 50 companies joined within weeks. Within a year Fedora, Ubuntu, Debian and Arch all dropped Redis and made Valkey their default. AWS migrated millions of nodes to Valkey. Valkey hit 1.19 million requests per second. 230% faster than the version Redis abandoned. Then Redis brought Salvatore back to win the community over. He came back. He showed up on Hacker News defending the license change. He tried to rebuild trust. The community had already moved on without him. Redis built 15 years of open source trust. Tested it once. Lost it in 8 days. In open source the community is not just the users. The community is the moat.

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Imagine telling someone in 1999… The year is 2026. The President is Donald Trump in his second non consecutive term. The richest man in the world is PayPal cofounder Elon Musk… but not because of fintech or Paypal. Because of rockets, electric cars, AI, satellites, brain chips and something called “Boring Company”. Apple is worth trillions but its main business isn’t computers… its selling glass rectangles everyone stares at for 9 hours a day. People don’t watch TV. They watch teenagers explain geopolitics, finance, and relationship advice in ~60 second videos. The biggest taxi company owns no taxis. The biggest hotel company owns no hotels. The most powerful media companies are social networks where everyone argues with strangers for free. Kids are making millions filming themselves playing video games. AI Robots write emails, code, legal memos, songs, essays, and breakup texts. The internet is mostly bots arguing with humans who are trying to prove they aren’t bots. You can summon a car, groceries, a doctor, a date, a private jet, or a dog walker from your phone. People pay real money for invisible currencies, digital monkeys, AI girlfriends and pictures that disappear after 24 hours. The richest companies in the world don’t sell oil, steel, or cars. They sell attention, compute, data, and addiction. And somehow, after all of that everyone is still using Excel.

The ultimate sovereignty starter pack: - Mac Studio M5 Ultra 750GB - Solar panels - Power generator - GLM-5.2 Building sovereignty right in your own backyard.

To fall asleep you first pretend to be asleep. That's how everything in life works.

😂😂😂

\newcommand{\femb0t}{ @__femb0t

3 days ago

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I wore an Apple Watch, Whoop, Oura, and Fitbit Air at the same time for a week. I expected the data to be similar but did not expect this. Here's what every wearable owner needs to know:

No software development organization needs a standardized process. 40 years ago, Watts Humphrey, funded by the US Department of Defense, came up with something called the Capability Maturity Model (CMM)—one of many grasping-at-straw attempts to get DoD spending and quality under control. The model was forced onto all DoD contractors and eventually infected the corporate world. Everybody at the time was doing hard-core, huge-design-up-front, phase-gated (waterfall) software development, and CMM assumed that was just the way the world worked. CMM thinking mandated that the entire organization standardize on a single process under centralized control. It was the military, after all. Hierarchy and uniformity were a given. Like SAFe nowadays, CMM was better than chaos, but didn't really achieve its objectives by most measures. Nonetheless, ideas from CMM are the corporate version of the zombie apocalypse. They refuse to die and define an of-course-things-have-to-work-that-way alternative reality. For example, it's a CMM notion that the entire organization must march in lockstep to the Scrum (or SAFe, or (formal) Kanban Method, or lately, Spec-driven-AI) drum. We don't. The people best equipped to figure out how to do the work are the ones doing the work. It's a system based on trust, based on the idea that the people you hired because of their competence are actually competent, and you have to trust them to get the work done. In the best organizations, the teams come up with their own processes. Sure, they can draw on the Scrums and Kanbans of the world for ideas, but ultimately, no standardized process works everywhere (anywhere?). Processes must be customized to the needs of the teams. This is not a new radical notion, by the way. Toyota has been doing it on its lines for 60 years. (Sidebar: the people in the "don't understand Agile but nevertheless hate it " community claim that Agile advocated no process at all. That's nonsense. Process is good, but you need agility in your process thinking. Self-organizing teams figure out the best way for the team to work. They have a process, just not _your_ process.) Of course, you can't have an every-team-for-itself chaos. The system is not adversarial, full of lazy people who hate one another, as many seem to think. The teams coordinate with each other constantly and adjust and adapt as needed. (Spotify calls this "alignment.") If they can't find alignment, management provides coordination and guidance (not directives and force) and always provides active support. Alignment is hard to do remotely, so get everybody together in one room every so often. So, process is good. Trusting teams to figure out how best to do their own work is good. Whipping people into uniformity is not. Let's all start acting as if we're a community, not a gulag.

Been there. Done that. Still waiting for the results.

Siegfried Daebritz @DaebritzNeu

5 days ago

Erinnert sich der eine oder andere noch an SETI@home? Ich habe gerade zufällig einen alten DELL Klapprechner wiedergefunden, der fuhr sogar noch hoch und es waren noch heruntergeladene Datenpakete drauf, da dieses Programm aber 2005 eingestellt wurde, wird da auch nichts mehr

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