Muse is more OS than app.

Headless access is the new mobile.

Yes we are. We learn by putting ourselves into the loops we think are most interesting.

The most bullish indicator of everything going on is the return of fun.

I'm seeing the Innovator's Solution again in my feed. It made me reach back to this time I got to ask Clay a question on a live stream. His answer is applicable to make sense out of what is happening with so many product category walls dissolving and changing. Q: How would you describe the difference between the low end and the high end of a market when the market is defined by a job to be done instead of a product category? Clay Christensen: It's a fantastic question. The best answer that I can give at this point is that, in the original theory of disruption, the vertical axis was the functionality of the product — how well did it perform on a dimension of performance that was measurable. When you compete around a job to be done, the vertical axis is very, very hard to define. It's like you can never overshoot what a company is trying to do on the dimension of "have they nailed the job perfectly." So, an interesting example. If I want to come back to Ikea. In Beijing, where now Ikea has a number of stores, people living in those cramped quarters, most of them don't have tools like screwdrivers or hammers, and you've got to assemble some of that stuff. And there was a whole population of people who just couldn't buy anything from Ikea because there was no way to assemble it. And so Ikea then developed a new division of people who, if you need their help, just sign up before you leave the place, and they will show up at this time at your apartment, and they will do it for you. And as Ikea has learned more and more about the job to be done, there are many more things that they could offer to get the job done. And so it's hard even to measure what's on the vertical axis, and it's hard to overshoot what the customer needs.

A friend of mine needs software that is too high-stakes to vibe-code. I ended up giving him a primer on how to make progress on his idea before he hires a developer. Most of my friends on X are software devs, but I'm sharing this for anyone who's not.

How we see things changes what we do changes what is out there to see.

This is a choice and it makes a huge difference in quality of life. Look at what people can offer because of their uniqueness or play org chart.

The interesting thing about this is finding the right scale. A mermaid of function calls or a sequence diagram gives too much detail too far down.

This idea that "everyone is a builder now" and therefore all specific roles are out the window is over-blurring. Roles follow from differences in what we can see and judge. When one person doesn't have every single kind of judgement necessary, you are back to teamwork.

Presenting for human review is a really cool UI problem.

Auto-generated X-ray of AI-generated software, sliced into 7 ± 2 vertical slices for human context purposes.

Surprising how "unix-y" Omarchy feels in the sense of small separate tools. I screenrecorded with one tool, clipped with another, added captions with a third. And it all happened faster than using an all-in-one suite, with more control at each step. So interesting.

After the Meta keynote, gotta say ... it does look like the computer industry is K-shaping toward: • Unix workstations (like Omarchy) • Non-computer devices (glasses, phones, tamagotchis...) First time Apple looks behind on multiple fronts.

Dusting off the JJ Gibson. Ecological perception is more relevant than ever for product makers. This newish 2019 primer by Manuel Heras-Escribano is fantastic. link.springer.com/book/10.10…