Chapter 1
The Future Is Already Here: Just Not Evenly Distributed
In a world where we can speak to kitchen devices that answer our questions, summon rides with a tap, and witness 3D-printed human organs, technology provokes both astonishment and dismay-the dual meanings of "WTF." Tim O'Reilly's groundbreaking book "WTF?" examines how emerging technologies like artificial intelligence and on-demand services are transforming our economy and society. The book has become required reading in Silicon Valley boardrooms and policy circles alike, with tech luminaries like Reid Hoffman calling it "crucial reading for anyone who wants to understand how technology is shaping the future." Beyond the tech world, it has influenced economic policy discussions at institutions ranging from the World Economic Forum to the White House. O'Reilly, often called "the Oracle of Silicon Valley" for his uncanny ability to spot technological trends before they go mainstream, brings his decades of experience to bear on the most pressing question of our time: will these technologies lead to wonder or worry?
Chapter 2
Mapping the Future in the Present
Great entrepreneurs and innovators don't predict the future-they create maps of the present that reveal future possibilities. As Edwin Schlossberg wisely noted, "The skill of writing is to create a context in which other people can think." This is precisely what mapmaking does, whether for physical territories or conceptual landscapes.
We navigate using mental maps in every aspect of life, from finding our way through a dark home to understanding business landscapes. But maps can be wrong-outdated, incomplete, or misrepresentative. In rapidly evolving fields like technology, maps are often wrong simply because so much remains unknown. Each entrepreneur and inventor explores the unknown, trying to make sense of possibilities.
Consider the transcontinental railroad's development-proposed in 1832 but requiring extensive surveys in the 1850s before construction could begin. Even with twelve volumes of data covering 400,000 square miles, fierce debates about routes continued, and unexpected problems emerged during construction. The map needed continuous refinement with essential new data layers.
Creating the right map is our first challenge in understanding transformative technologies. We must ensure old ideas don't blind us and recognize patterns crossing traditional boundaries. The future's map resembles an incomplete puzzle where patterns gradually emerge as new pieces appear.
History doesn't repeat itself, but it often rhymes. This insight proved true with open source software's evolution. Eric Raymond's "The Cathedral and the Bazaar" articulated principles that became software development gospel: release early and often, treat users as co-developers, and "given enough eyeballs, all bugs are shallow." These principles now extend far beyond software-today's Internet users participate in development processes at unprecedented scale, constantly testing new features while sites measure impact and learn.
When facing the unknown, cultivated receptivity leads to better maps than overlaying prior assumptions. This approach is central to original work in science, business, and technology. Richard Feynman observed this problem in education, noting how students could recite formulas but couldn't apply them to real situations. "They don't learn by understanding," he lamented. "Their knowledge is so fragile!"
Recognizing when you're stuck in words rather than reality is surprisingly difficult-it requires practice, not just reading about it. When you find seeds of the future, study them and ask how things will be different when they become the new normal.
Chapter 3
The Global Brain Takes Shape
The internet has evolved from a collection of linked documents into a global brain with billions of connected humans and devices working in symbiosis. This transformation began with open source software but accelerated dramatically with Web 2.0 platforms that harnessed collective intelligence.
The first principle of Web 2.0 was that the Internet was replacing Windows as the dominant platform for next-generation applications. While obvious today, this insight distinguished winners from losers in the early 2000s. Netscape failed because they played by Microsoft's rules, framing "the web as platform" within the old software paradigm. Their flagship product was the browser, a desktop application, and they planned to use browser dominance to sell expensive server products.
Google, by contrast, was a native web application from birth-never packaged or sold, but delivered as a continuously improved service. None of the old software industry trappings existed: no scheduled releases, no licensing, no platform porting-just a massive collection of servers running open source operating systems and proprietary applications.
The web applications that survived the dot-com bust all harnessed collective intelligence. Google aggregates and ranks hundreds of millions of websites using signals from creators and users. Amazon not only aggregates products from worldwide suppliers but enriches its database with customer reviews and ratings. Social platforms like YouTube, Facebook, Twitter, Instagram, and Snapchat all gain power by aggregating billions of users' contributions.
While the collective intelligence of user contributions initially seemed utopian, data quickly became the key to market dominance. As I put it: "Harnessing collective intelligence is how the Web 2.0 revolution begins; Data is the Intel Inside is how it ends." Just as Intel had captured a monopoly position in PCs through processor dominance, companies built critical mass through user-contributed data, creating self-reinforcing network effects.
In the PC era, we thought of software as an artifact. The Web 2.0 era required thinking of software as a service-constantly updated rather than released in discrete versions. Modern cloud software is developed by watching what users do in real time, with A/B testing of features, measurement of outcomes, and continuous improvement.
By 2010, social media was demonstrating how the Internet connects people globally, weaving billions of connected humans and devices into a global brain. Twitter became an especially fertile ground for user-driven innovation. Three features we now take for granted-the @ symbol for replies, retweets, and hashtags-were all created by users before being formally adopted by the platform.
Most riveting is that the global brain is getting a body. It has billions of connected cameras and microphones as eyes and ears, GPS and motion sensors giving it positional awareness far more precise than human senses, and specialized data-gathering capabilities that outstrip our own. Self-driving cars manifest this global brain's memory of roads traveled under human tutelage but recorded with uncanny senses. But the most powerful manifestation relies not on robots but on networked applications directing human activity-with Uber and Lyft as prime examples.
Chapter 4
The On-Demand Revolution
Uber and Lyft's business model revolutionized urban transportation by creating a marketplace that connects passengers and drivers through smartphone technology. Their model includes several key elements that provide a blueprint for understanding next-economy businesses.
First, they replace ownership with access-competing not with taxis but with car ownership itself, similar to how Spotify replaced CDs. Drivers provide their own cars, avoiding fleet capital expenses while utilizing an otherwise idle asset. The magical user experience of summoning transportation with a button tap creates a WTF moment that changes user behavior. This requires critical mass of drivers who show up when needed, enabled by GPS and automated dispatch.
As platforms rather than traditional companies, they use algorithmic management to marshal workers, connect riders with drivers, track rides, and maintain quality through rating systems. This "private regulation" often outperforms municipal oversight. Market mechanisms like surge pricing balance supply and demand in real time.
Traditional taxi companies can't match their availability because they're constrained by fixed fleets and medallion systems. The peer-to-peer model allows supply to naturally rise and fall with demand, with part-time drivers as a key advantage.
A good business model map helps companies make sound strategic choices. For Uber and Lyft, their plans to incorporate self-driving cars raise complex questions beyond simply eliminating driver payments to increase profits. The current model depends on a marketplace of independent drivers with their own vehicles working when demand justifies it. Self-driving cars could destabilize this marketplace. Owning enough autonomous vehicles to meet peak demand would require significant capital investment, contradicting the asset-light platform approach.
Rather than competing with human drivers, these companies might better deploy self-driving cars to supplement them-serving underserved areas or managing demand fluctuations like utilities balance baseload and peak power generation. Alternatively, they could incentivize drivers to purchase autonomous vehicles and make them available on the platform, shifting toward an Airbnb-like model.
When mapping business models across multiple companies, neat categorization fails. Networks and platforms take many forms-from Uber and Lyft's driver networks to Airbnb's property networks to Google and Facebook's content networks. The key elements of next-economy business models include: replacing materials with information (giving physical assets digital footprints to manage them like information); networked marketplace platforms managed by algorithms; on-demand services and resources; augmented workers whose capabilities are extended by technology; and magical user experiences that create WTF moments.
Chapter 5
Networks and the Nature of the Firm
The internet has fundamentally changed business organization by dramatically reducing transaction costs. Ronald Coase's theory of firms suggested companies exist because the transaction costs of finding, vetting, and managing external suppliers were too high. But now, "Apps can do what managers used to do," potentially enabling smaller core companies with larger networks.
Networks have always existed in business-automakers with their suppliers and dealerships, retailers with logistics partners, franchisors with franchisees. But internet companies take this to new levels-Google and Facebook have become the world's largest media companies without owning content, YouTube surpasses television viewing among young people, and Amazon has overtaken Walmart through its marketplace model.
Most importantly, these companies have evolved beyond being hubs into platforms providing services on which others build. As marketplaces become digital, they transform into living systems, neither fully human nor machine, increasingly independent of their creators.
The retail marketplace has evolved from local businesses to chain stores to internet retailers like Amazon, each step bringing greater efficiency, lower prices, and wider selection in a self-reinforcing cycle. Unlike physical retailers who cut costs by removing knowledgeable workers, online retailers replaced and augmented them with software. Amazon's search engine replaces salespeople, customer reviews provide product guidance, and self-checkout eliminates cashiers. Every function is infused with software, organizing workers, suppliers, and customers into an integrated workflow.
On-demand companies like Uber and Lyft represent networked platforms for physical services, transforming fragmented industries through technology. They're restructuring the taxi industry from networks of small firms to networks of individuals, replacing middlemen with software. Rather than destroying jobs, these platforms transform them. Uber and Lyft deploy more drivers (mostly part-time) than the entire previous taxi industry.
The most successful networks are often "permissionless" like the Web, allowing organic growth without gatekeepers. However, successful marketplaces must maintain balance-platform owners must create more value than they capture, or risk undermining their own ecosystems.
The fundamental tension between centralized and decentralized networks emerged clearly in the contrast between Microsoft's closed ecosystem and the open architecture of Unix and the Internet. Unix's design philosophy emphasized that "the power of a system comes more from the relationships among programs than from the programs themselves," creating an "architecture of participation" through small, single-purpose tools that could be creatively recombined.
Chapter 6
Platforms for the Future
Network-based businesses have transformed society through their internal organization as much as their external impact. The key insight is that "a platform strategy beats an application strategy every time." Jeff Bezos embraced this principle at Amazon, transforming the company from an e-commerce application to a comprehensive platform.
In 2003, Amazon began offering web services access to its product catalog, but the real transformation came when Bezos fundamentally restructured the organization itself around platform principles. His "Big Mandate" required all teams to expose their data and functionality through service interfaces, communicate only through these interfaces, and design every interface to be potentially external-facing. This organizational redesign led to Amazon Web Services, which by 2006 offered robust infrastructure services to external customers, fundamentally changing the internet economy.
Amazon's deepest organizational insight was structuring itself internally to match the service-oriented design of its platform. Each service has strong ownership by small teams ("two-pizza teams") that function almost like startups within the company. Amazon's development process starts by "working backwards"-beginning with a press release describing what the finished product does and why, followed by FAQs, mock-ups, and even a user manual before development begins. This customer-focused approach ensures that the promise of the final product drives everything.
The transformation of software from artifact to process has fundamentally changed organizations. Unlike the old model of producing a "gold master" for distribution, modern cloud services enable continuous improvement where developers can "make a change and roll it out live to millions of people at once." Companies have become hybrid organisms of people and machines.
The application isn't just software but contains a dynamic river of content from suppliers, customers, and staff-"All of you-programmers, designers, writers, product managers, product buyers, customer service reps-are inside the application." This insight developed gradually, beginning with observations of how Perl programmers at Yahoo were continuously updating scripts to match news stories with ticker symbols.
DevOps transformed software development by treating it as a lean manufacturing process with continuous experimentation, deployment, and improvement. Companies like Amazon and Google deploy thousands of small changes daily rather than quarterly releases, making failure cheap and pushing decision-making down the organization.
Government can also function as a platform. When Google Maps launched with an open API that allowed developers to build applications on top of it, it demonstrated how platforms could unleash innovation by removing barriers to entry. Similarly, when Apple introduced the App Store in response to iPhone "jailbreaking," it created a platform that would eventually host over 2 million apps with 130 billion downloads.
Government as platform doesn't mean outsourcing to the private sector, but strategically providing essential building blocks while allowing marketplace participants to flourish. Open data advocates argued government should provide free access to bulk data so anyone could build competing services, rather than building its own websites-the difference between vending machine and platform.
Chapter 7
A World Ruled by Algorithms
Modern tech companies' software programs and algorithms are actually workers, with programmers serving as their managers. These managers provide feedback through updates based on real-time marketplace data. In modern web applications serving millions of users, functions have been decomposed into "microservices"-individual building blocks that each perform one specific function well.
As internet applications have scaled, software development has fundamentally changed-like the shift from propellers to jet engines. Big data represents not just larger databases but a profound transformation in approach. Google researchers demonstrated that with language processing, simple models with massive data outperform elaborate models with limited data. Their trillion-word corpus, though messy and unstructured, proved vastly more effective than carefully curated smaller datasets.
This insight-"simple models and a lot of data trump more elaborate models based on less data"-has driven Silicon Valley's success and AI breakthroughs. Managing these algorithmic "djinns" requires careful fitness functions and constant refinement. Google's search algorithm has evolved from PageRank to include the Knowledge Graph, location awareness, and adaptations for mobile and voice interfaces.
If big data transformed software like jet engines replaced piston engines, machine learning represents a rocket-level advancement-carrying both fuel and oxygen to reach entirely new heights. Sebastian Thrun explains this fundamental shift: "I used to create programs that did exactly what I told them to do... Now I build programs, feed them data, and teach them how to do what I want."
Traditional software engineering required developers to anticipate every contingency with explicit rules. With machine learning, engineers instead collect training data reflecting their hypothesis, feed it into programs that output mathematical models, and iteratively refine these models through techniques like gradient descent.
Deep learning employs layers of recognizers, with each layer producing compressed mathematical representations for the next. Getting this compression right is crucial-too much compression loses essential information, while too little prevents generalization beyond training examples. Machine learning exploits computers' ability to perform variations of the same task incredibly fast, as demonstrated by AlphaGo's millions of self-played games.
After the 2016 US presidential election, Facebook faced criticism for its newsfeed algorithms spreading misinformation and increasing polarization. False stories about political figures were shared millions of times, many created by Macedonian teenagers for profit or partisan organizations for political purposes.
The democratization of media creation played a crucial role in this phenomenon. The concept that high-production-value content shared by millions could be completely false wasn't in many people's "matrix of possibilities." With 66% of Americans getting news through social media (44% from Facebook alone), the rise of fake news represents algorithms gone wrong-digital systems given poorly framed instructions with potentially catastrophic consequences.
Chapter 8
Our Skynet Moment
On September 17, 2011, protesters occupied Zuccotti Park near Wall Street, igniting a movement that spread to 951 cities across 82 countries. Their rallying cry-"We are the 99%"-highlighted the stark reality that 1% of Americans earned 25% of national income and owned 40% of its wealth.
The movement's power came from thousands of personal stories shared on Tumblr and cardboard signs: graduates with massive debt and no job prospects, teachers unable to feed their children, workers at Fortune 500 companies without healthcare, people selling their bodies to pay debts, and families who made responsible choices but still lost everything after layoffs.
These voices revealed people crushed by a system no longer serving them-a preview of our current predicament with artificial intelligence. While tech luminaries worry about future AI risks, we're already controlled by a vast machine with flawed programming that shows disdain for humans: the market itself.
AI experts distinguish between narrow AI (weak) and general AI (strong). Narrow AI burst into public consciousness in 2011 when IBM's Watson defeated Jeopardy champions and Apple introduced Siri. That same year, Google's self-driving car logged 100,000 miles in traffic, sparking fears about job displacement.
Algorithms don't just aggregate human intelligence and decisions-they influence and amplify them. Financial markets demonstrate how the speed and scale of electronic networks transform market reflexivity with devastating consequences. The 2010 "Flash Crash" saw high-frequency trading algorithms responding to market manipulation, dropping the Dow by 1,000 points in just 36 minutes before recovering 600 points moments later. Over 50% of stock trades are now executed by programs, not humans, creating an unfair advantage measured in milliseconds.
High-frequency trading and complex derivatives represent just the beginning of markets becoming more machine-like and less human-friendly. The design of our financial system reflects problematic fitness functions and biased data.
After World War II, Western economies adopted full employment as their guiding "fitness function," fearing mass unemployment would threaten capitalism. This initially succeeded but eventually led to "cost-push inflation"-with full employment, workers could easily change jobs, forcing employers to raise wages and prices in an escalating spiral. As Goodhart's Law states: "Targeting any variable long enough undermines the value of the variable."
By the 1970s, keeping inflation low replaced full employment as the fitness function. This shift, coupled with weakening labor unions and the rise of shareholder value maximization theory, fundamentally transformed capitalism. Milton Friedman's 1970 op-ed arguing that business's sole responsibility was profit maximization, followed by Jensen and Meckling's 1976 paper advocating stock-based compensation to align management with shareholder interests, created our true "Skynet moment"-when the machine began its takeover.
Chapter 9
Rewriting the Rules for a Better Future
Future historians may mock our worship of capital's divine right just as we mock belief in divine right of kings. Business leaders and politicians hide behind "laws of economics" when outsourcing jobs or refusing living wages, but these aren't natural laws like physics-they're human-created rules and algorithms. Like digital marketplaces, economies can have flawed fitness functions, biased data, and can be gamed by participants.
Many capitalist apologists celebrate disruption, trusting the "invisible hand" to make everything work out. But this isn't some magical force-it's the competitive struggle between market participants. As Adam Smith noted, we get our dinner not from the butcher's benevolence but from his self-interest.
The "laws" emerge from this contest. As labor organizer David Rolf observed, "God did not make being an autoworker a good job." Those nostalgic middle-class jobs resulted from fierce company-labor competition that spilled into politics through labor legislation. Today's rules heavily favor capital over labor.
We're at an inflection point where technology is rewriting economic rules, making some rich while impoverishing others. Since 1968, productivity has far outpaced minimum wage growth-if minimum wage had kept pace, it would have reached $21.72 by 2012 instead of going to shareholders.
Why do we tax capital less than labor when capital is already abundant while consumer demand lags? Why treat purely financial investments the same as real business investments? Why should short-term stock holding receive the same capital gains treatment as decades of company-building work?
Keynes warned us about this eighty years ago: "When the capital development of a country becomes a by-product of the activities of a casino, the job is likely to be ill-done." He even suggested making investments "permanent and indissoluble like marriage" to force investors to focus on long-term prospects.
Silicon Valley, for all its disruption talk, often operates in thrall to the financial system, with entrepreneurs focused on "the exit" rather than meaningful change. The ratio between a company's actual financial performance and its market capitalization creates what George Goodman called "supermoney"-the magical transformation of a dollar of profit into $26 or more in stock value.
This leverage makes stock an incredibly powerful currency that dwarfs ordinary money. Companies valued in supermoney gain enormous advantages: they can more easily acquire other businesses, pay employees with stock options rather than actual earnings, and operate at a loss for years. This financialization explains how Internet companies can disrupt older, less highly valued businesses-not just through superior technology, but through access to capital on completely different terms.
Chapter 10
Creating a Future That Works for Everyone
At the Great Depression's outset, John Maynard Keynes made a remarkable prediction: despite the economic crisis, humanity was close to solving "the economic problem" of basic subsistence. He foresaw that future generations would face a new challenge-how to use their freedom from economic necessity to live wisely and well.
Though prosperity followed the Depression and World War II, it has been unevenly distributed in recent decades. The global standard of living has increased dramatically with poverty falling from over 50% in 1981 to about 14% today, but in developed economies, the middle class has stagnated.
Keynes didn't believe we would run out of work, attributing economic pessimism to "the growing-pains of over-rapid changes" rather than decline. He named our current anxiety "technological unemployment"-our inability to find new uses for labor as quickly as we eliminate the need for it-but considered it "a temporary phase of maladjustment."
Universal basic income (UBI) appeals to progressives as a basic right and to conservatives as a way to simplify welfare. The idea has gained traction with labor leader Andy Stern advocating for it, Y Combinator launching an Oakland pilot, and GiveDirectly funding an experiment in Kenya.
Paul Buchheit suggests we need two kinds of money: "machine money" for goods produced by machines (which get cheaper) and "human money" for what only humans can produce. He proposes a "citizen's dividend" from machine productivity, similar to Bill Gates's "robot tax" idea.
What might we do with our freedom if basic needs were met? Keynes believed we should focus on "how to live wisely and agreeably and well." The answer lies in things requiring a human touch-caring for parents and friends, reading to children, enjoying meals with loved ones.
The caring economy already employs growing numbers of professionals-teachers, doctors, nurses, eldercare assistants. A Deloitte study found UK caring economy jobs grew from 1.1% of the labor market in 1871 to 12.2% by 2011, with nursing auxiliaries increasing tenfold and teaching assistants sevenfold between 1992 and 2014.
The cognitive era will bring forth new types of consumption through "creativity money"-the premium we pay for things beyond basics. This isn't limited to arts and entertainment but extends to fashion, real estate, luxury goods, and experiences that express beauty, status, and identity.
New human-touch industries are emerging everywhere-craft breweries now comprise 10% of the beer market at double the price, while Etsy connects 25 million customers with handcrafted goods. Social media has created opportunities for individual creators like YouTube stars, and platforms like Patreon allow artists to convert attention into sustainable income.
Chapter 11
Augmenting Humans, Not Replacing Them
The Apple Store clerk represents a modern cyborg-a human-machine hybrid equipped with smartphones that transform the retail experience. Rather than eliminating workers, Apple augments them to create magical customer experiences in the world's most productive retail stores. This design pattern resembles Lyft and Uber's model: cognitively augmented workers connected to data-rich platforms that recognize customers and tailor services accordingly.
The marriage of humans with technology has defined civilization's progress from the beginning-from bone needles that enabled humans to survive in cold climates to agricultural innovations that repeatedly doubled productivity. As Abraham Lincoln noted, humans uniquely improve their workmanship through discoveries and inventions.
These innovations only improve collective livelihood when shared. Language itself was our greatest invention, allowing knowledge to pass "from mind to mind." Societies advance when knowledge is widely shared and decline when it's hoarded. The printing press led to our modern economy by spreading knowledge, while the Internet accelerated this process.
The final stage of knowledge sharing is embedding it in tools-illustrated by the progression from physical maps to GPS to self-driving cars. This embedding isn't new; Henry Maudslay's screw-cutting lathe (1800) and Henry Bessemer's steel production process (1856) embedded knowledge into tools that transformed manufacturing and construction.
As knowledge gets embedded into tools, different types of knowledge become necessary-both to use these tools and to advance them further. Throughout my career educating programmers, I've seen how technology consistently outpaces formal education.
True learning comes from curiosity and play, not memorization. Physicist Richard Feynman's Nobel Prize-winning work began when he returned to playful exploration. Google's David McLaughlin noted that successful platforms are ones developers "play with after work." This is why Make's subtitle was "Technology on your own time" and why Maker Faire draws hundreds of thousands seeking the wonder of learning. Without curiosity, learning fails.
The Internet has fundamentally changed how we learn. John Hagel III, John Seely Brown, and Lang Davison describe this as "the power of pull"-a combination of learning by doing, social sharing, and on-demand expertise. Today's young people, especially "Generation Z," overwhelmingly prefer YouTube over traditional education, with 69% saying they use it to learn "just about everything."
Tomorrow's on-demand learning will be powered by augmented reality. Boeing mechanics are already using Microsoft HoloLens to overlay schematics on their work, allowing them to master complex tasks that would otherwise require years of experience. Architects and clients use AR/VR to step into and modify building models before construction begins.
Chapter 12
Work on Stuff That Matters
Money should be fuel for what you really want to do, not the goal itself. "Money is like gas in the car-you need to pay attention or you'll end up on the side of the road-but a successful business or a well-lived life is not a tour of gas stations." Think big and pursue audacious goals. As Nick Hanauer says, "Solve the biggest problem you can." The most successful companies treat financial success as a by-product of achieving something bigger and more important than themselves.
Successful businesses create value for their communities and customers, not just themselves, often by building platforms where others can pursue their own dreams. Investors must similarly focus on creating more value than they capture-a bank lending to small businesses helps them grow, hire employees who become customers themselves, creating a virtuous cycle.
Our economy often resembles a Ponzi scheme, borrowing from other countries and future generations by ignoring challenges like income inequality and climate change. Companies must consider long-term consequences: what happens to suppliers when margins are squeezed? What happens to driver income when rideshare companies cut prices? As UAW organizer Walter Reuther asked when shown Ford's factory robots: "How are you going to sell automobiles to them?" Entrepreneurs must consider who will have money to buy tomorrow's products in an increasingly automated world.
Kurt Vonnegut wrote in Mother Night: "We are what we pretend to be, so we must be careful about what we pretend to be." But the converse is also true-pretending to be better than we are sets the bar higher for ourselves and others. People hunger for idealism, and the best entrepreneurs harness this aspirational courage.
The future is fundamentally uncertain, but scenario planning helps prepare for different possible futures. Rather than predicting what will happen, it stretches the mind to consider what might happen by examining key vectors influencing the future. Bill Gates noted, "We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten." A robust strategy considers both magnitude and rate of change.
Innovators like Limor Fried, Keller Rinaudo, and Brandon Stanton demonstrate why technology doesn't have to eliminate jobs. Limor built Adafruit, a $30+ million electronics company with 100+ employees, bootstrapping without venture capital. She manufactures innovative devices, creates educational content, and champions open source hardware, becoming a role model who inspired a young girl to ask, "Mom, can boys be engineers too?"
These stories show that people will entertain, educate, care for, and enrich each other's lives even in a world where machines handle necessities. The political eruptions of 2016 signal the end of a failed economic theory. We can choose to lift each other up and build an economy where people matter. Instead of replacing people with technology, we can use it to augment them to do previously impossible things.
