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A lot of “idiotic” things have reasonable explanations (2011)

theatlantic.com

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Re: A lot of “idiotic” things have reasonable explanations (2011)

#11

To answer the question posed in the title (and yes, I read the fluffy article) - luck decides who gets rich.

Even if that's true, it still implies that everyone else mostly aren't idiots, because otherwise it wouldn't take luck to get rich, all it would take is outsmarting all these idiots everywhere.

Re: A lot of “idiotic” things have reasonable explanations (2011)

#13

Whenever you see someone who you believe to be an idiot succeeding, it usually means they're really good at the game and you don't even understand what the game is .

Or their family donated enough money to an Ivy to have a building named after them.

Re: A lot of “idiotic” things have reasonable explanations (2011)

#16
What's ironic to me is (IMO) Netflix is probably the shrewdest big company in existence now. Hastings has dominated not one but two markets, the second obviously larger and more insurmountable than the first. Almost Every single decision they make (including and especially ones that make customers unhappy, like their shitty browsing experience) seems so calculated and thoughtful it's just amazing.

Even I thought Disney plus might be the beginning of the end for Netflix, that it finally met a Goliath it couldn't best, but now even that isnt obvious anymore.

Re: A lot of “idiotic” things have reasonable explanations (2011)

#17
This article puts it better than I ever could. I had a similar reaction when I read extremely critical press coverage of some VCs in Europe investing in YPlan, which eventually sold for a nominal amount to Time Out London.

The synopsis of all the coverage was: "How could they have spent all that money? And how could the investors have been so STUPID?"

My friend Fred Destin wrote a great essay on this[1], and I'll do the horrid thing of quoting my own note to him in reply:

> It’s analogous to a soccer fan questioning the manager’s decision to put player X on the field instead of Y. The manager sees both players on the training ground for hours every day, knows their mood, talks to them, understands how they respond to different situations, and consults his coaches. Then the matchgoing fan sees 90 minutes of output on Saturday and makes a judgement with > Past a certain point in fundraising and traction, it’s impossible to believe that a startup failing is anything more interesting than a combination of poorer-than-expected execution, and bets not paying off.

[1] https://medium.com/tech-london/hey-yplan-how-do-you-dare-go-...

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