Viswanathan K's Thoughts

Eugene Wei makes some interesting points on the topic of copying the work of others. Quite often, it isn’t just copying – rather, what’s being “copied” serves as the inspiration: “Isn't this how innovation happens? We stand on the shoulder of giants and all that? Good artists copy, great artists steal?” In case you’re wondering, that last line (on what artists do) is by Steve Jobs.   If a work of literature (or parts of it) is copied, we rightly call it plagiarism. But interestingly, in the world of business, an old idea can be copied and tried again (as long as it doesn’t violate copyrights, patents and trademarks). How’s that? In layman English, we say an idea was ahead of its time. In business parlance, it’s called “product-market fit” mismatch – a product, like an idea, that is too ahead of its time won’t succeed. Which is why the same product/idea relaunched later might succeed: “One day, the conditions are finally right, and an idea that has failed ten times before...

In Range , David Epstein argues that the “ability to integrate broadly” is our greatest strength. Which is the “exact opposite of narrow specialization”. If we narrowly know only one area very well, we tend to look and find only the “same old patterns”. But: “In the wicked world, with ill-defined challenges and few rigid rules, range can be a life hack.”   Most problems in a field can be solved by specialists in that field. That’s to be expected. But when experts in a field get stuck, quite often we see outsiders with a broad range of knowledge of multiple fields (even if they’re not specialists in most of those fields) finding solutions. Why/how? “The outside view probes for deep structural similarities to the current problem in different ones. The outside view is deeply counterintuitive because it requires a decision maker to ignore unique surface features of the current project, on which they are the expert, and instead look outside for structurally similar analogies.” ...

When we think of online retail in India, we think of Amazon and Flipkart. Which is why I found this article by Manish Singh so informative: “ Flipkart and Amazon’s displacement is coming from two directions simultaneously.”   The first of those are the urban “instant delivery” firms. Think Blinkit, Swiggy’s Instamart and Zepto. The second one are e-commerce sites aimed at the smaller cities and towns. “ Amazon and Flipkart now find themselves squeezed between two models they cannot easily replicate because their expensive infrastructure, designed for catalogue breadth and next-day delivery, proves ill-suited for either 10-minute deliveries in dense urban areas or ultra-low-price commerce in India’s interior.”   I won’t spend much time on the instant delivery firms since we (in urban centers) are very familiar with their speed and convenience.   I will talk more on the e-commerce sites for smaller cities and towns. Meesho is what few of us have ever used...

Another design principle of India’s DPI (Digital Public Infrastructure) is protocols . As opposed to platforms. This needs some explanation, as done by Rahul Matthan in The Third Way . A platform (like Facebook or YouTube) provides a forum where anyone can post material but there are no guarantees on what will be permitted (or how the rules could change with time). A protocol, on the other hand, is a set of rules that are defined upfront so all participants know what is allowed and expected.   The DPI’s protocol model means any participant can create entirely new applications that nobody had thought of, as long as they follow the protocols. This allows for enormous creativity and evolution of applications over time.   And lastly, since protocols are rules, regulations can be enforced via the protocol. The government doesn’t have to chase down every participant to see if they follow the rules. The mere act of agreeing to follow the protocol (in software, remember this ...

Tactics are short-term actions whereas strategy is long-term vision. Surprisingly (to me at least), it turns out that “chess is 99 percent tactics”. Many top chess players admit that you can go a long distance by being very good at tactics alone, i.e., by knowing a lot of patterns.   Computers, even the non-AI variety, are “tactically flawless compared to humans”, writes David Epstein in Range . What happens when man and machine combine forces on a chess board?   While the machine handles tactics, the human can focus on strategy. “It changed the pecking order instantly.” In 1998, when he was still near his peak, Garry Kasparov drew a man-machine match 3-3 with the same opponent whom he had crushed 4-0 in man-only competition… Kasparov, like most top chess players, had been so dominant because he was vastly better at tactics. The difference between him and others when it came to strategy wasn’t much. Shocking.   Once you combine man and machine, it turns ou...

The second design principle behind India’s DPI (Digital Public Infrastructure) is interoperability . As any engineer will tell you, systems rarely talk to each other. Every piece gets optimized for itself, and thus is rarely suited to work with anything else. Plus, companies deliberately choose to keep things in proprietary formats so customers cannot easily switch out.   When we say Aadhar is the world’s first digital ID system, it doesn’t just mean that the ID was created and stored in digital format. It means a lot more than that, as Rahul Matthan explains in The Third Way . It means that it was designed to be usable in all kinds of digital workflows, an example of which we saw in an earlier blog on the design of UPI by unbundling things first.   Another example is Aadhar’s integration with Jeevan Praman, a government pension service. Proof of life can be established remotely by a pensioner, thanks to Aadhar’s interoperability. This is hugely helpful in the rural...