100SILEX, de 0 ŕ 100 s: manner
616 Alphabet Soup modular synth
The STS Serge Modular can be a daunting system at first blush, especially for those who come from an "East Coast" modular synth background. My first synthesizers were Moog analogs and my first Analog Modular Synth was an Arrick "Dotcom" system - so I started out with East Coast paradigms that I had to "unlearn" in order to use my Serge Modular to the fullest. For those of you coming from a similar background or those just discovering the Serge Modular for the first time, these "Alphabet Soup" pages are dedicated to you!
The Serge Modular is intuitive and fun to use - especially when you realize the main difference between a Serge Modular and most others has to do with the size of the building blocks, where a Moog or similar modular will have monolithic building blocks like ADSRs and Oscillators, the Serge can be more "low-level" in that you can build ADSRs and oscillators from Serge modules or, more properly, Function Blocks.
These Function Blocks usually come bearing arcane names that have been shortened to an "Alphabet Soup" conglomeration of acronyms. In this series of articles, I'll be talking about some of the ways to approach these Function Blocks to create much more useful, surprising, complex or just simply fun synthesis features.
The first function block we're going to look at is the "DSG", otherwise known as the Dual Universal Slope Generator. This mild-mannered module is in some ways the most powerful one in the entire Serge catalog because it can become so many different things depending on where you place the patch cords...as you'll soon see.
552 Highly Liquid: MIDI Retrofits: MIDISpeak: Speak & Spell MIDI Retrofit
Talking Toy MIDI Retrofit $42.95 - MIDISpeak 2
In Stock. Assembly Service: $29.95 Qty:
Support Forum - Blog Entries
For installation service, contact Class A Electronics or Alien-Devices.
Use MIDI to trigger thousands of soundsâ€”words, word fragments, garbled speech, percussion and bizarre sound effects
Trigger sounds in a controlled, repeatable manner
Works with Speak & Spell (American or British), Speak & Read, Speak & Math, La DictĂ©e Magique (French), Grillo Parlante (Italian), and Buddy (German)
Use toy's headphone jack or speaker for audio output
User-selected MIDI input channel
Assembly service optional
Sounds triggered from Speak & Math using a midi keyboard
Speak & Math percussion loop
Speak & Math loop repeated at increasing tempo
Speak & Math sounds
The phrase "say it", looped repeatedly at decreasing tempo
The word "answer", using normal synthesis, then slow synthesis
Trigger synthesis with MIDI notes. 128 banks of sounds.
MIDI notes 50-89 control keypad buttons; notes 90-92 control "glitch" triggers.
Printed circuit board
All required components
Standard MIDI jack & mounting screws
Adhesive foam pad
484 Why did so many successful entrepreneurs and startups come out of PayPal? Answered by Insiders
Why did so many successful entrepreneurs and startups come out of PayPal? I long have been fascinated by the extraordinary achievement from the ex-Paypal team and wonder about the reasons behind their success. In the past, mass media tried to answer this question several times but still couldnâ€™t give us a clear answer.
I once asked David Sacks the same question during an event in Los Angeles. He told me the secret is that Paypal has built a â€śscrappyâ€ť culture. No matter what problems they faced, they would find a way to solve them. I kind of got the idea, but was still confused about the execution details.
So when I saw some of the past Paypal employees answering this question on Quora, I was super excited! After all, they should be the only ones who can tell people the inside stories.
Below are some highlights of their answers. *If you want to check out the sources or leave your comments, please go to here and here.
On Talent Management
â€śPeter and Max assembled an unusual critical mass of entrepreneurial talent, primarily due to their ability to recognize young people with extraordinary ability (the median age of *execs* on the S1 filing was 30). But the poor economy allowed us to close an abnormal number of offers, as virtually nobody other than eBay and (in part) google was hiring in 2000-02.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śExtreme Focus (driven by Peter): Peter required that everyone be tasked with exactly one priority. He would refuse to discuss virtually anything else with you except what was currently assigned as your #1 initiative. Even our annual review forms in 2001 required each employee to identify their single most valuable contribution to the company.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śDedication to individual accomplishment: Teams were almost considered socialist institutions. Most great innovations at PayPal were driven by one person who then conscripted others to support, adopt, implement the new idea. If you identified the 8-12 most critical innovations at PayPal (or perhaps even the most important 25), almost every one had a single person inspire it (and often it drive it to implementation). As a result, David enforced an anti-meeting culture where any meeting that included more than 3-4 people was deemed suspect and subject to immediate adjournment if he gauged it inefficient. Our annual review forms in 2002 included a direction to rate the employee on â€śavoids imposing on othersâ€™ time, e.g. scheduling unnecessary meetings.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śRefusal to accept constraints, external or internal:We were expected to pursue our #1 priority with extreme dispatch (NOW) and vigor. To borrow an apt phrase, employees were expected to â€ścome to work every day willing to be fired, to circumvent any order aimed at stopping your dream.â€ť Jeremy Stoppelman has relayed elsewhere the story about an email he sent around criticizing management that he expected to get him fired and instead got him promoted. Peter did not accept no for answer: If you couldnâ€™t solve the problem, someone else would be soon assigned to do it.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śDriven problem solvers: PayPal had a strong bias toward hiring (and promoting / encouraging, as Keith mentions) smart, driven problem solvers, rather than subject matter experts. Very few of the top performers at the company had any prior experience with payments, and many of the best employees had little or no prior background building Internet products. I worked on the fraud analytics team at PayPal, and most of our best people had never before done anything related to fraud detection. If heâ€™d approached things â€śtraditionallyâ€ť, Max would have gone out and hired people who had been building logistic regression models for banks for 20 years but never innovated, and fraud losses would likely have swallowed the company.â€ť (by Mike Greenfield, former Sr. Fraud R&D Scientist of Paypal)
â€śSelf-sufficiency â€“ individuals and small teams were given fairly complex objectives and expected to figure out how to achieve them on their own. If you needed to integrate with an outside vendor, you picked up the phone yourself and called; you didnâ€™t wait for a BD person to become available. You did (the first version of) mockups and wireframes yourself; you didnâ€™t wait for a designer to become available. You wrote (the first draft of) site copy yourself; you didnâ€™t wait for a content writer.â€ť (by Yee Lee, former Product & BU GM of Paypal)
On Culture & Ideology
â€śExtreme bias towards action â€“ early PayPal was simply a really *productive* workplace. This was partly driven by the culture of self-sufficiency. PayPal is and was, after all, a web service; and the company managed to ship prodigious amounts of relatively high-quality web software for a lot of years in a row early on. Yes, we had the usual politics between functional groups, but either individual heroes or small, high-trust teams more often than not found ways to deliver projects on-time.â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śWillingness to try â€“ even in a data-driven culture, youâ€™ll always run in to folks who either donâ€™t believe you have collected the right supporting data for a given decision or who just arenâ€™t comfortable when data contradicts their gut feeling. In many companies, those individuals would be the death of decision-making. At PayPal, I felt like you could almost always get someone to give it a *try* and then let performance data tell us whether to maintain the decision or rollback.â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śData-driven decision making â€“ PayPal was filled with smart, opinionated people who were often at logger-heads. The way to win arguments was to bring data to bear. So you never started a sentence like this â€śI feel like itâ€™s a problem that our users canâ€™t do Xâ€ť, instead youâ€™d do your homework first and then come to the table with â€ś35% of our [insert some key metric here] are caused by the lack of X functionalityâ€¦â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śRadical transparency on metrics: All employees were expected to be facile with the metrics driving the business. Otherwise, how could one expect each employee to make rational calculations and decisions on their own every day? To enforce this norm, almost every all-hands meeting consisted of distributing a printed Excel spreadsheet to the assembled masses and Peter conducting a line by line review of our performance (this is only a modest exaggeration).â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śVigorous debate, often via email: Almost every important issue had champions and critics. These were normally resolved not by official edict but by a vigorous debate that could be very intense. Being able to articulate and defend a strategy or product in a succinct, compelling manner with empirical analysis and withstand a withering critique was a key attribute of almost every key contributor. I still recall the trepidation I confronted when I was informed that I needed to defend the feasibility of my favorite â€śbabyâ€ť to Max for the first time.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śExtreme Pressure â€“ PayPal was a very difficult business with many major issues to solve. We were able to see our colleagues work under extreme pressure and hence we learned who we could rely on and trust.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
298 The Evolution of Privacy on Facebook
Facebook is a great service. I have a profile, and so does nearly everyone I know under the age of 60.
However, Facebook hasn't always managed its users' data well. In the beginning, it restricted the visibility of a user's personal information to just their friends and their "network" (college or school). Over the past couple of years, the default privacy settings for a Facebook user's personal information have become more and more permissive. They've also changed how your personal information is classified several times, sometimes in a manner that has been confusing for their users. This has largely been part of Facebook's effort to correlate, publish, and monetize their social graph: a massive database of entities and links that covers everything from where you live to the movies you like and the people you trust.
This blog post by Kurt Opsahl at the the EFF gives a brief timeline of Facebook's Terms of Service changes through April of 2010. It's a great overview, but I was a little disappointed it wasn't an actual timeline: hence my initial inspiration for this infographic.
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