Monday, 15 June 2026

Seth's Blog : Degrees of freedom

When tech shows up, it offers a shortcut and convenience. You can use Google Maps to direct you somewhere without paying much attention to the surroundings. You can use Claude to write your marketing copy and get a better-than-mediocre result the first ...
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Degrees of freedom

When tech shows up, it offers a shortcut and convenience.

You can use Google Maps to direct you somewhere without paying much attention to the surroundings.

You can use Claude to write your marketing copy and get a better-than-mediocre result the first try.

You can look for a gift on Amazon, pick the first match, and be pretty sure it’ll do the job.

Tech adoption often focuses on making things easier, simpler, and pre-decided.

And yet… we can also decide to use tech to do more work, insert more humanity, and amplify flexibility. We don’t try to get our time back, we try to figure out how to leverage the time we’ve got.

When a film director uses AI to create storyboards, it’s a chance to generate multiple approaches to a scene, not just one. When we sit with all the data Google Maps offers us for a trip, we might plan a less direct route, with more stops and detours, simply because we now know what our options are. And once we know what the mediocre and average marketing copy looks like, we put in the time (and take the risks) to go to edges we never would have had the resources to explore in the old days.

The best tech gives us a chance to work harder on the parts that matter to our customers and to us.

Here’s the simple fork in the road:

Professionals and organizations that use AI to save time, cut costs, and lay people off are taking a lazy road to failure and irrelevance.

Those who use it to do harder, braver, and more powerful work, who figure out how to create more value and charge more for it, and who end up hiring more people to do so, will be defining our future.

        

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Sunday, 14 June 2026

Seth's Blog : The nature of launch day

No one cares about it as much as the person who's planning it. Some folks waited in line for the first iPhone, but not many. It's tempting to try to bend the curve and put the 'grand' into 'grand' opening. But that usually creates disappointment. In any ...
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The nature of launch day

No one cares about it as much as the person who’s planning it.

Some folks waited in line for the first iPhone, but not many.

It’s tempting to try to bend the curve and put the ‘grand’ into ‘grand’ opening. But that usually creates disappointment. In any population, only a few folks get satisfaction out of going first.

The focused work of launch day, then, isn’t to maximize turnout. It’s to get the right people to come.

Not just people who like to go first, but folks who are eager to give you the benefit of the doubt, and those that are focused on spreading the word. Not because it’s good for you, but because it’s good for them.

People like you.

The Newton had a huge launch day, one of the most successful consumer electronic devices of its time. But no one ended up recommending it, so it faded away.

Launch day matters when distribution is scarce. If a movie opens poorly, the theatre puts a different film in next week. But most of the time, planting the right seeds in the right place is more important than hustling for noise.

        

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