Who should read *Vaporized*?

Business leaders, entrepreneurs, and professionals navigating digital disruption will find actionable insights. The book suits those in media, tech, or marketing seeking to understand platform economies, data monetization, and survival tactics in industries prone to vaporization.

Is *Vaporized* worth reading in 2025?

Yes. Tercek’s analysis of digital transformation remains relevant amid AI advancements and decentralized work models. The book’s framework for identifying "vaporizable" industries helps readers anticipate tech-driven shifts in sectors like healthcare, education, and Web3 ecosystems.

What are the key concepts in *Vaporized*?

- **Five States of Information**: Tercek likens data to water, shifting from solid (physical media) to vapor (cloud-based services). - **Platform Ecosystems**: Companies like Airbnb and Uber succeed by replacing ownership with access. - **Vaporization Risks**: Industries clinging to physicality (e.g., legacy media) face existential threats.

How does Robert Tercek define "vaporized" economies?

Tercek describes economies where physical products (e.g., CDs, books) are replaced by digital equivalents (streaming, e-books). This dematerialization enables global scalability but erodes traditional revenue models, favoring agile startups over entrenched corporations.

What industries does *Vaporized* predict will be disrupted?

The book highlights media (TV, publishing), retail (brick-and-mortar stores), and finance (cashless payments). Tercek also foresaw cloud computing’s impact on software distribution and the rise of gig economy platforms.

What actionable strategies does Tercek provide?

- **Embrace platform thinking**: Build ecosystems, not standalone products. - **Monetize data**: Treat user insights as core assets. - **Anticipate unbundling**: Identify which services will fragment into niche offerings (e.g., streaming vs. cable TV).

How does *Vaporized* critique traditional business models?

Tercek argues legacy industries fail by prioritizing physical scarcity over digital abundance. He cites Blockbuster’s collapse against Netflix and newspapers’ decline due to free online content as examples of resistance to vaporization.

Vaporizados

Q: What is *Vaporized: Solid Strategies for Success in a Dematerialized World* about?

*Vaporized* explores how digital technology is dismantling physical industries, transforming goods and services into intangible data. Robert Tercek analyzes the "vaporization" of media, retail, and entertainment, offering strategies to adapt to this software-driven economy. Key themes include dematerialization, platform dominance, and the rise of oligopolies like Apple and Amazon.

Estratégias Sólidas para o Sucesso em um Mundo Desmaterializado

Robert Tercek

4.03(97 Reviews)

Visão geral de Vaporizados

Em "Vaporized", Robert Tercek revela como a desmaterialização digital está transformando as indústrias. Vencedor do prêmio getAbstract International Book Award de 2016, este guia oferece estratégias cruciais para prosperar quando tudo o que é físico se torna digital. O que acontece quando todo o seu modelo de negócio simplesmente... evapora?

Escolha como a história é contada

Um livro. Muitas maneiras de ouvi-lo.

As mesmas ideias de Vaporizados. Escolha a voz, a profundidade e o ritmo ideais para você. Mude quando quiser.

Capítulo 1

The Digital Vanishing Act: How Software is Consuming Our World

In 2006, a cultural landmark vanished from Los Angeles' iconic Sunset Boulevard. Tower Records-where celebrities once browsed alongside fans in a shared musical pilgrimage-simply disappeared. Not just Tower, but an entire ecosystem: the physical stores, the products they sold, and eventually the very concept of owning music as a tangible object. They got vaporized. This pattern has since accelerated across industries, transforming our economy and society with breathtaking speed. Robert Tercek's "Vaporized" explores this seismic shift with remarkable clarity, earning praise from tech luminaries like Nolan Bushnell (Atari founder) and Seth Godin, who warns that everyone is now in "the information business" whether they realize it or not. The book has become required reading in Silicon Valley boardrooms and business schools alike, as executives grapple with a fundamental truth: whatever can be transformed into digital information will be-regardless of how desperately we might wish to preserve the status quo.

Capítulo 2

The Great Dematerialization: Understanding the Vaporization Process

The process transforming our world isn't just digitization-it's vaporization. Like matter exists in solid, liquid, and vapor states, so does information. In its solid form, information remains embedded in physical objects like books, where container and content are inseparable. While remarkably stable, physical books are heavy, space-consuming, and quickly outdated. In liquid form, information flows through networks like water through pipes-freed from physical constraints but still tethered to fixed wireline connections. Finally, in vapor form, information moves like atmosphere-fast, free, and constantly evolving-available wirelessly to mobile devices anywhere, anytime. This progression has fundamentally changed how we organize, access, and interact with information. The evolution accelerated dramatically in recent decades, starting with ARPANET in 1968 and the formal birth of the modern Internet in 1983. By 1995, just 14% of American homes were online; by 2013, that number reached 74%. Mobile adoption happened even faster-from the first Motorola handheld in 1973 to today's reality where 3.4 billion people globally own mobile phones, with smartphones becoming the primary Internet access point. These devices have systematically vaporized countless standalone products-cameras, MP3 players, GPS navigators, video recorders-by absorbing their functionality into software. The Flip camera's story exemplifies this perfectly: acquired by Cisco for $590 million in 2009, then completely shut down just two years later, replaced by smartphone apps. This creates a kind of economic vanishing act-physical stores disappear, leaving only empty storefronts and "Everything Must Go" signs, representing permanent downward shifts in demand when consumers find perfect digital substitutes. Apple's commerce strategy exemplifies the new value bundle: device + software + content + commerce. By embedding the iTunes Store in every Apple device, the company created an integrated ecosystem competitors struggle to replicate. This approach raised the stakes in e-commerce by reimagining retail as a purely digital experience inseparable from hardware. Apple has permanently changed consumer preferences, training customers to prefer the integrated experience while absorbing vast revenue previously in the physical economy. By 2013, Apple's software sales generated $23 billion, comparable to Microsoft's Windows or Office revenue. Yet even Apple faces the volatility of vaporization. iTunes music download sales fell 13% since early 2014 as audiences migrated to streaming services like Pandora and Spotify. This illustrates how vapor businesses are inherently unstable-information empires built on air require constant reinvention.

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Capítulo 3

Switchboards, Marketplaces, and the New Value Control Points

Every successful digital business operates as both a switchboard and a marketplace. Google connects information seekers with providers. eBay matches merchants with customers. Amazon links goods with buyers. Craigslist connects classified advertisers with readers. The switchboard operator harvests data from every transaction, gaining strategic advantage by seeing patterns individual marketplace players cannot. When these marketplaces reach critical scale, they evolve into multi-sided platforms connecting various businesses and customers. Like computer operating systems that mediate between hardware and applications, these platforms become value control points. Platform owners provide APIs as both safety buffers and binding mechanisms, creating dependency while enabling them to aggregate developer efforts and extract fees from all transactions. As platforms grow, they evolve into complex "ecosystems"-environments supporting diverse participants who all receive sustaining revenue streams. Nokia's downfall illustrates this concept perfectly-despite dominating smartphones with 50% market share, they were blindsided by Apple's iPhone, which leveraged a rich content ecosystem. As Nokia's CEO Stephen Elop famously wrote: "The battle of devices has now become a war of ecosystems." Unlike traditional linear supply chains, digital platforms manage multiple intersecting supply chains simultaneously. Rather than controlling millions of participants, platform giants maintain control over key value control points that allow them to extract value from every transaction: 1. Tools for creation: Platforms provide free tools to generate content-Apple offers iPhoto and iMovie, Google provides Gmail and YouTube tools. 2. Tools for discovery and communication: Making content discoverable is as crucial as enabling creation. Google dominates with search, while competitors offer alternatives like Microsoft Bing, Apple's Siri, and Facebook's newsfeed. 3. Systems of monetization: Money flows are the oxygen of digital ecosystems. Platforms enable monetization through consumer transactions (app stores, subscription services) or advertising. 4. Devices and software for consumption and storage: The final value control points include tools and devices consumers use to access content. Cloud storage has emerged as a sticky subscription model where companies store consumer-created content-a brilliant business since providers pay nothing for the content yet subscribers rarely cancel for fear of losing their data. Major tech companies like Apple, Google, Amazon, Microsoft and Facebook each control the full suite of value control points, though with varying strengths. Business owners must ensure their offerings address or improve upon these four value control points or risk irrelevance in the vaporized economy.

Capítulo 4

Living Under the App Dictatorship

In the Vaporized Economy, platform owners frequently bully content creators and service providers who depend on their ecosystems. When digital giants collide, they weaponize their value control points to manipulate resources, traffic, money, and marketing exposure. Smaller companies and individuals become collateral damage in these battles. I learned this harsh reality firsthand in the early 2000s while serving on the Game Developers Conference board. Despite the crude graphics of early mobile games, I recognized their potential and created GDC Mobile to bring together developers, phone manufacturers, and mobile operators. We tackled design challenges, hardware compatibility, and the biggest issue: how games would be sold to users. The telecom companies insisted on controlling all consumer access through their clumsy portals, refusing to share data with publishers and banishing anyone who tried establishing direct customer relationships. When Apple launched the iPhone App Store in 2008, it seemed like salvation from the telecom companies' poor user experience. Within its first weekend, users downloaded 10 million apps, reaching 1 billion downloads within a year. By 2010, Apple had effectively eliminated competition from mobile operator app stores, creating what I'd warned might be an even more controlling master than the telecoms. Apple's closed ecosystem requires all developers to submit their work for approval before reaching consumers. The company enforces arbitrary rules-rejecting apps for being "creepy," "amateur hour," or simply "less than good." Despite having 9 million registered developers by 2014, vanishingly few generate significant profit. Studies show 50-60% of app businesses are unsustainable, with only 1.6% earning substantial revenue while Apple takes a non-negotiable 30% cut of every transaction. Content creators face numerous risks in the app ecosystem, including loss of pricing power, commoditization, and endless competition. For most developers, it's a profitless exercise akin to sharecropping, with all earnings going back into marketing. The App Dictatorship also raises free speech concerns-there's no concept of free speech inside these closed systems, which is troubling as mobile becomes the primary media consumption method (86% of smartphone time is spent in apps, not on the open web). Developers can employ several strategies to survive: 1) Sell digital services that transact outside the App Store; 2) Port apps to every platform to maximize reach; 3) Offer apps for free with premium upsells; 4) Build your own marketplace outside the App Dictatorship; 5) Most importantly, study the platforms obsessively-even slight ecosystem changes can determine your fate.

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Capítulo 5

Big Data and the Everything Graph: The New Corporate Asset

In the Vaporized Economy, no question is more important than "What is your proprietary data asset?" As industries replace physical infrastructure with digital information, understanding company data assets becomes crucial. Venture capitalist Brad Burnham prioritizes investing in businesses that generate fresh data as a byproduct of normal use-the more users, the more valuable data. Since Facebook's Zuckerberg borrowed "graph theory" to coin "social graph," Internet sites are now classified by the data graphs their users generate. These three-dimensional matrices capture relationships between users, interests, and behaviors. Union Square's portfolio companies each generate unique graphs-Foursquare creates location graphs, Kickstarter yields crowdfunding graphs, SoundCloud generates listening graphs, and Twitter pioneered the interest graph. The brilliance of graphs is that data itself makes other data findable-solving the navigation problem of scale by cross-referencing information types to generate dynamic, algorithm-driven lists that respond instantly to user activity, making services more valuable with increased participation. Traditional media businesses remain vulnerable to the cycle of hits and misses, investing huge sums in content that may or may not succeed. Companies that produce information by hiring staff perceive their data as expensive and precious, keeping it scarce. Those who invest in platforms enabling others to generate data reap endless harvests of information that compounds in value through sharing and interaction-a crucial survival skill in the Vaporized Era. According to EMC Corporation's Digital Universe Study, humanity reached a milestone in 2010 by collectively generating a zettabyte (1 ZB) of data, with the amount doubling approximately every eighteen months. By 2020, we'll generate 44 ZB, or 1.7 megabytes of data for every person on the planet every second. Despite this abundance, information remains incredibly valuable when properly organized, yet few executives can quantify their data assets' worth. The ancient Pythagorean notion that everything can be measured is finally becoming reality through cheap sensors, powerful microprocessors, and always-on wireless connectivity. These technologies enable measurement of millions of previously unrecorded micro-actions, bringing clarity to business decisions once made on gut instinct. As Moore's law drives sensors to become smaller, smarter and cheaper, and Metcalfe's law multiplies their networked value, we're entering an era where "everything that can be measured will be."

Capítulo 6

Smart Things and the Invisible Data Layer

The Internet of Things (IoT) represents the next frontier of vaporization as microprocessors and connectivity are added to every conceivable product. The traditional separation between online and offline is dissolving as the Internet expands into an unseen dimension overlaying the physical world. Every product, appliance, vehicle, garment, building and package that can be connected will be, with all interactions tracked and stored in the cloud. The humble lightbulb exemplifies how even the most standardized products can be revolutionized. Unchanged since Edison's time, the incandescent bulb has recently undergone more innovation in three years than in the previous 125 years. LEDs are transforming illumination from mere physical products into digital services. As semiconductors using solid-state technology, LEDs function as miniature programmable computers that convert light into digital content. Brick-and-mortar retailers are finally fighting back against e-commerce competitors by adopting digital strategies. Digital technology should build relationships, not be seen as merely a competitive threat. Tactics include check-in rewards programs, digital delights like hologram mannequins and social media mirrors, gamelike experiences that drive traffic to low-visibility areas, and innovative mobile stores. At the National Retail Federation's Big Show, technology vendors now offer sophisticated systems turning physical stores into 3D versions of websites with comparable analytics. These technologies include superior data collection that can match mobile devices to credit cards with 99% accuracy after two purchases, emotion tracking that reads shoppers' facial expressions, facial recognition that identifies shoplifters and VIPs, and beacons that wake up smartphone apps inside stores. By 2025, nearly all human activity in urban centers will likely be recorded with unprecedented precision through six converging technologies: smartphones open to Wi-Fi networks, GPS tracking, ever-smaller high-resolution cameras, facial and license plate recognition, social network photo sharing, and massive government surveillance systems. We've created an opt-in Panopticon-Jeremy Bentham's circular prison design where inmates self-censor because they never know when they're being watched. The real battle in IoT isn't about devices but control of the data layer connecting them to the cloud. Physical products still exist but are subordinated to this data layer-once disconnected, they cease functioning properly. Both Apple and Google are aggressively entering the IoT space by offering software suites, tools, and APIs in the most profitable categories: health care and fitness, home automation, automotive, and retail payments. The fundamental strategy is positioning smartphones as the central control point, harvesting user data while commoditizing hardware manufacturers.

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Capítulo 7

The Rise of the Peer-to-Peer Economy

Uber exemplifies a vaporized enterprise-owning no cars or employing drivers, yet providing transportation to millions in 300 cities by leveraging privately-owned vehicles through a smartphone app. Beyond ride-sharing, Uber is vaporizing car ownership itself. According to the company, each Uber driver has removed nine cars from the road. The US reached peak car ownership in 2006, but smartphones, internet platforms enabling real-time transactions, and available drivers with cars have made "access instead of ownership" increasingly preferable. The trend toward "access instead of ownership" represents a significant shift in consumer behavior and an enormous business opportunity. In just eighteen months, Uber's valuation skyrocketed from $4 billion to over $40 billion. This success has inspired countless "Uber for X" startups across dozens of categories-from car sharing, house cleaning, and food delivery to legal advice, healthcare, and parking. Crowdfunding has vaporized traditional fundraising, growing exponentially from $900 million in 2010 to over $5.1 billion in 2013, with projections reaching $90 billion by 2025-larger than today's entire global venture capital industry. Sites like Kickstarter and Indiegogo enable entrepreneurs to raise money directly from enthusiastic customers before products even exist, creating an inside-out startup model. When P2P marketplaces like Uber disrupt established industries, incumbents fight back ferociously. Taxi cartels, whose medallions once represented the best investment in America with 15.5% annual returns, have seen their artificial scarcity-based business model threatened. In response, they've launched strikes, lawsuits, and regulatory battles in cities worldwide. Yet this resistance often backfires, generating publicity that increases Uber's downloads. The conflicts between P2P markets and government regulators raise fundamental questions about licensing and regulation in our hyperconnected era. Nearly one-third of US workers now require licenses, up from just 5% in the 1950s. Today's mobile review apps provide more transparency and accountability than government inspections, creating reputation markets where both providers and customers are rated. These two-way systems naturally incentivize good behavior, as participants strive to maintain positive ratings. Bitcoin emerged in 2009 as a cryptocurrency designed to enable private internet payments without middlemen. After wild price fluctuations, many dismissed it as too volatile. Yet 2014 saw record venture capital investments in bitcoin startups. Bitcoin's true significance lies in enabling frictionless transactions without banks, credit card companies, or their 3-5% fees. The blockchain-bitcoin's underlying protocol-functions as a distributed ledger that records transactions across a decentralized network rather than in a central database. Bitcoin entrepreneurs now realize the technology can record any transaction type-potentially substituting for institutions that regulate the economy.

Capítulo 8

Robotics and the Vaporization of Labor

Robots are coming for our jobs-not just in alarmist headlines but in economic reality. Oxford researchers shocked the world by concluding that 47% of all US jobs could face automation. Unlike previous economic cycles where laid-off workers were eventually rehired, recent "jobless recoveries" reveal a disturbing pattern: machines are permanently replacing human workers, particularly in routine, middle-wage occupations. A vast, unseen digital economy of automated systems now operates alongside the physical one. These software robots handle everything from packet routing and content recommendations to advertising placement and news generation. As economist W. Brian Arthur explains, this "second economy" consists of digitized business processes silently executing and triggering actions without human intervention. Arthur projects this second economy will match the entire 1995 physical economy by 2025. The economic logic driving automation is irresistible. As robotics costs decrease while quality improves, systems like Kiva often pay for themselves within a year. Once robot labor becomes cheaper than human labor, employers gain additional benefits: machines are safer, more efficient, and more reliable for many tasks. Companies have enormous financial incentives to eliminate human employees and their associated costs-payroll taxes, benefits, insurance, training, and safety claims. Artificial intelligence functions both as a substitute for human cognition and as an enhancement that augments human capabilities. It's not purely artificial but rather "vaporized human intelligence" distilled into computers. After sixty years of slow progress, AI is advancing rapidly due to new algorithms, improved hardware, and vast data resources. Cloud-based "intelligence on demand" services like IBM's Watson are emerging as platforms that could enable thousands of disruptive startups. Smart robots aren't just mechanical devices but collections of sensors that interpret and react to the world around them. Their true value lies in the data they gather. Google's self-driving cars exemplify this concept-they're essentially data collection vehicles mapping the physical world with unprecedented precision. These aren't standalone machines but networked nodes moving through physical space, dependent on cloud services and connections to other network nodes. Since 2009, $17 billion has been invested in artificial intelligence, with investment growing 60% annually over the past four years. Google has positioned itself as a dominant player by acquiring eight leading robotics companies in just six months. By controlling the invisible layer of data generated by robots, cars, drones, and satellites, Google creates a value control point where it can extract tolls. Despite automation concerns, humans will retain jobs that robots struggle with: tasks requiring manual dexterity, snap judgments in unpredictable circumstances, custom solutions to unusual problems, and novel inventions. Human ingenuity continuously creates new needs and professions. Nearly all future jobs will incorporate computers and automation-your greatest future skill may be how well you collaborate with robots.

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Capítulo 9

The Vaporized Self: When Humans Transcend Biology

Ray Kurzweil, Google's engineering director and technological singularity proponent, envisions digital immortality-transferring human consciousness to computers. Motivated by his father's early death, Kurzweil predicts that by 2045, computing power will match or exceed the human brain's capabilities. Kurzweil views the mind as a biological computer that artificial systems will eventually surpass, but uniquely believes AI will enhance rather than replace human cognition. We're already migrating significant portions of our existence to digital realms. With 7-12 hours of daily screen time plus 7-8 hours of sleep, we have remarkably little time for physical activities. Our digital lives revolve around social networks, email, and streaming media, with virtual reality poised to make digital immersion even more complete. This digital migration extends our presence and memory-social media platforms extend our presence across geography, while we increasingly outsource memory to the cloud through photos, updates, and lifelogging. DARPA, created after Sputnik to prevent technological surprises, has an impressive record of transforming science fiction into reality. Their biological technologies office has already demonstrated mind-controlled prosthetics and flight simulators, with $7 million earmarked for neural interfaces allowing soldiers to control robots with brain waves. Dr. Phillip Alvelda's cortical modem project aims to develop a direct link to the visual cortex, bypassing eyes and optic nerves. This would enable data to generate graphic overlays mingling with normal vision-essentially creating augmented reality without hardware. Three massive government-funded projects are racing to map and model the human brain. Israeli scientist Henry Markram secured 1 billion euros and an IBM supercomputer for his Human Brain Project after successfully modeling a rat's neocortical column. The computational demands are staggering-his project currently simulates just 1% of brain neurons but requires supercomputers 1,000 times more powerful than today's machines. Biology has transformed from a "wet" science of beakers and test tubes into an information science. Today's biologists are more likely to work with computer models and large data sets than in traditional labs. The field will likely see more change in the next decade than in the previous century, advancing from "read only" biology to "read/write" biology-where we not only understand life but actively reprogram it. Space exploration faces fundamental limitations when humans are involved. If substrate-independent mind technology succeeds, human consciousness could explore space without biological bodies, eliminating the need for life-support systems. The pilot wouldn't be a passenger but would become the spacecraft itself, potentially undertaking centuries-long journeys to other stars. Beyond space exploration, substrate-independent minds could transform human connection on Earth. Mobile video allows us to see through others' eyes, but networked minds could take this connection further. As Randal Koene notes, "Much of what we think of as progress, civilization, and human development has been achieved through ever-greater and better communication." Whole brain emulation could free humanity from skull-bound isolation, allowing us to share the previously inexpressible. The shift from a solid industrialized economy to a weightless software-defined one means many familiar artifacts will erode under "the elemental force of information in ceaseless motion." This vaporization is unstoppable and will likely transform education, labor, corporations, and possibly government institutions and even our biological bodies. Rather than denying this rapid change, we should cultivate a "what if?" mindset. Our reality is constructed from ideas that can be reconfigured by anyone with a better concept. Pick a topic, any thing or institution or company or product or service or tradition, and ask yourself: how might I replace that with software?

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Temas principais em Vaporizados

digital dematerialization
software-defined business
platform ecosystem strategy
information value chains
mobile-first disruption

Citações de Vaporizados

Everyone is now in 'the information business' whether they realize it or not.
Vapor businesses are inherently unstable—information empires built on air require constant reinvention.
Money flows are the oxygen of digital ecosystems.
Cloud storage has emerged as a sticky subscription model.

Personagens de Vaporizados

Robert TercekAuthor and expert on digital transformation
Nolan BushnellAtari founder and tech luminary
Stephen ElopFormer CEO of Nokia

Sobre o Autor

Robert Tercek, autor premiado de Vaporized: Solid Strategies for Success in a Dematerialized World, é uma autoridade globalmente reconhecida em inovação digital e na economia desmaterializada. Um experiente futurista de mídia, Tercek baseia-se em três décadas de liderança executiva na MTV, Sony Pictures e Oprah Winfrey Network, onde foi pioneiro em serviços digitais inovadores, como as primeiras plataformas de streaming de vídeo móvel e jogos web multiplayer.

Seu livro — eleito Livro Internacional do Ano na Feira do Livro de Frankfurt de 2016 — explora como produtos físicos se transformam em serviços digitais, aproveitando insights de seu trabalho de consultoria com empresas da Fortune 500, incluindo Google, Microsoft e IBM.

Tercek apresenta o podcast The Futurists e atua como consultor estratégico para o Johnny Carson Center for Emerging Media Arts. Reconhecido como Humanitário do Ano de 2021 por sua iniciativa de segurança do trabalhador COVID SMART™, ele profere regularmente palestras em eventos como TEDx e o Sheffield Documentary Film Festival. Vaporized continua sendo um texto seminal em estratégia de negócios, citado por líderes da indústria que navegam pela disrupção digital.

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Criado por ex-alunos da Universidade de Columbia em San Francisco

BeFreed Reúne Uma Comunidade Global De Mentes Curiosas

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Mais de 7,84 mil avaliações do app

BeFreed Community

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"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

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@Moemenn

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@Chloe, Solo founder, LA

117

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@Raaaaaachelw

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@SofiaP

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@Jaded_Falcon

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@OojasSalunke

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@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

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@Matt, YC alum

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"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

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@SofiaP

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"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

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Capítulo 9

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BeFreed Reúne Uma Comunidade Global De Mentes Curiosas

BeFreed Reúne Uma Comunidade Global De Mentes Curiosas

Um livro. Muitas maneiras de ouvi-lo.

The Digital Vanishing Act: How Software is Consuming Our World

The Great Dematerialization: Understanding the Vaporization Process

Veja cada palavra enquanto a ouve

Switchboards, Marketplaces, and the New Value Control Points

Living Under the App Dictatorship

Aproveite ainda mais Vaporizados

Big Data and the Everything Graph: The New Corporate Asset

Smart Things and the Invisible Data Layer

Veja cada palavra enquanto a ouve

The Rise of the Peer-to-Peer Economy

Robotics and the Vaporization of Labor

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The Vaporized Self: When Humans Transcend Biology

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Visão geral de Vaporizados