You know that 'loose feedback loop' thing? Yeah, it applies to historical narratives as well.
This is a companion discussion topic for the original entry at https://commoncog.com/hold-the-lessons-of-history-loosely/
You know that 'loose feedback loop' thing? Yeah, it applies to historical narratives as well.
Why it's important to hold lessons from history loosely.
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I thought this was a pretty good example of âitâs difficult to learn lessons from other peopleâs stories, much less your ownâ:
Andrew Wilkinson, who runs a successful âmini Berkshire Hathawayâ called Tiny Capital, wrote a viral thread a few days ago on how he lost money going after Asana:
https://twitter.com/awilkinson/status/1376985854229504007
Then, David Heinemeier Hansson wrote a response titled Itâs hard to draw lessons from your own mistakes:
- Donât spend more than you make. If youâre profitable, youâre free. Even if the show one day ends, you made money every year along the way, so there wonât be a black hole where your bank account once was, and you wonât be roiled by regret.
- Growth is not the goal. Wilkinson seems obsessed with Asana and âwinningâ the market. If you define your success by whether youâre beating a competitor or youâre winning some arbitrarily-defined market, youâll be sucked into playing a game where they set the rules.
- Half, not half-assed. Flow spread itself thin thinking âthe marketâ had set certain non-negotiable bars, so unless they had, say, an Android app RIGHT NOW, theyâd be toast. This led to a me-too, low-quality product full of bugs. Instead of focusing on a smaller, more opinionated, more differentiated product.
- Under-do the competition. Wilkinsonâs tale of regret is steeped in war metaphors. Bringing bigger, badder weapons to this imaginary war with Asana. Locked into a Cold War one-upping game. Of course youâre going to lose if you define your company and your product on the competitionâs terms, try to copy whatever theyâre doing, but donât have half the money to do so.
- Donât out-spend, out-teach. Wilkinson didnât have anything to say and neither did Flow once they started chasing a competitorâs agenda. So instead of building an audience by being different and interesting they started losing customers by being a worse copy of a better funded competitor.
Which set of lessons are right? Itâs impossible to say! Probably both, probably some.
The truth is that there are too many variables to count, and itâs really hard to say which combination of things, done differently, wouldâve led to a different outcome.
Edit: itâs worth noting that Wilkinson has done very well for himself in the years after Flow. So it isnât like he hurt himself with the episode â heâs definitely learnt a lot from it.
Edit2: And this is Twitter, so the standards for truth arenât very high lol.
The truth is that any binary advice will be probably useless or inaccurate since its usually non-replicable. I definitely value business advice and stories like this, but rather as an entertainment. How many people will really ran into circumstances of competing with Dustin Moskovitz on a venture model? Kudos to Andrew on what he achieved indeed, he is a true unicorn. DHHâs stance is definitely worthwhile specifically for his philosophies of running a business. Whenever there is a âbinary opposite extremeâ of opinion, I am closing my brain as a reflex. Business advice in general has its own limits: Why You Should Ignore Every Founder's Story About How They Started Their Company
@kirso that was a fantastic link!
Yet another piece with this line of thinking, Morgan Houselâs The Big Lessons of the Last Year:
Financial crises keep happening, again and again. People have been making the same investing mistakes for hundreds of years. The same military blunders, over and over. The characters change but the plot rarely does.
Jason Zweig explained years ago that part of the reason the same mistakes repeat isnât because people donât learn their lesson; itâs because people âare too good at learning lessons, and they learn overprecise lessons.â (emphasis mine)
A good lesson from the dot-com bust was the perils of overconfidence. But the lesson most people took away was âthe stock market becomes overvalued when it trades at a P/E ratio over 30.â It was hyperspecific, so many of the same investors who lost their shirts in 2002 got up and walked straight into the housing bubble, where they lost again.
I have to link to Ava Huangâs most recent free newsletter titled Long Feedback Loops
She quotes Luiâs Tight Feedback Loops post, but provides an alternative interpretation:
Iâve been thinking about how the middle of making things often feels like incoherence. Youâre far enough away from the beginning that youâve lost the flush of newness, but youâre also very far from the end. The work feels muddied, unfinished, and possibly very bad.
So, so true.