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2019-03-02

该主题为【学道会】活动,点击了解详情

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每日签到及奖励:
1.须在当日主题帖下回复(昨日阅读时间与累积阅读时间)及算签到。(例如昨日阅读时间1小时,总阅读时间30小时
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充实计划理念与目标:
把学习当成生活的一部分,在这里记录你的学习足迹,就像记录你的生活一样
眼光,视野和格局需要海量理论及实践积累,而阅读是所有基础的基础
相互激励相互促进,在每天有限的时间里,尽可能多的学习和阅读有价值的信息



所有5条,回帖参与内容可以包含:
1.今天你阅读到的有价值的全文内容链接
2.今天你阅读到的有价值的内容段落摘录
3.今天你阅读到的有价值信息的自我思考点评感想
4.昨日你阅读的时间量(小时计算,如0.5小时)
5.你参与活动至今的总时间量(小时计算,如20小时)





前百度首席科学家吴恩达:
再一次,我想跟在座的年轻人共勉:每个周六,你可以选择看美剧,也可以选择学习。如果你学习,两天后的周一,你不会很快的就在工作中出彩,你的老板也不会知道你花了整天的时间学习,更不会夸奖你什么。你几乎找不到任何东西可以证明你在努力学习。但是我想告诉大家:如果你每个周末都这样努力工作,持之以恒,你会发现你已经突飞猛进。我认为,学习是一件几乎没有短期回报的事,但是从长远来看,回报却是非常丰厚的。
我阅读很多材料,也花很多时间和很多人交谈。我觉得两个最有效的学习、获取信息的方法是阅读和同专家交谈。所以我会花很多时间做这两件事情。在我的kindle上有不到一千本书,我大概已经阅读了其中的2/3。

在百度,我们有阅读小组,在那里,我们可以每星期读半本书。我试试上参加了两个这样的阅读小组,在每个小组里都会每星期读半本书。我想我是唯一一个参加了两个阅读小组的人。我每周六下午最喜欢的活动就是独自在家阅读。
当我和研究人员,或是想创业的人交谈时,我告诉他们如果你不断地阅读论文,每周认真研究六篇论文,坚持两年。然后,你会学到很多东西。这是对你长期发展一个极好的投资。

但这种投资,比如你花整个周六去学习而不是看电视,没有人会赞扬你。而且很可能你在周六所学的东西对你在接下来周一的工作没有什么帮助。我们很少会从这些投资中得到短期回报。但这却是很好的长期投资。确实,要想成为一个伟大的研究者,就要大量阅读。

人们通常用意志力做这些事情,但不起作用,因为意志力会耗尽。我觉得,人们喜欢创造习惯,比如每周都努力的学习工作,这是最重要的。这些人才是最可能成功的。
学习很少有短期成效,但如果你决心做研究或者做工程, 而且你并不是只做一个周末,而是每周如此往复,坚持一年,你把每个周末都花在学习文献上,那么一年之后,你将收获巨大。所以,我认为, 自我进步的途径就是博学研究,因为你日复一日的坚持学习,并不是仅仅持续一周或一个月,而是一年,甚至两年,那么在这段时间之后,也许是几个月或者一年,你就可以把一些东西学得非常透彻了。
第二点,特别是当你还年轻的时候,不要去试图预估投资在你自己未来教育中的价值。

我定义的「年轻」是任何在100岁以下的人。

任何你所学习的东西都能够在数十年后给予你回报。但这并不容易。一旦你离开了学校,投资于学习的时间在短时间内几乎很难看到明显回报。没有老师会站在你身后给你一个分数评语或者督促你继续用功。但是如果你肯自我激励或者保持阅读的习惯,继续跟自己的想法较劲,和能够让你获益的人保持沟通,那么在数年之后你可能会成为在特定个人领域学习之中的佼佼者。

学习的过程也会帮助你决定真正该从事什么,当你看到了足够多的关于别人如何改变世界的实例,你也会得到更多灵感来启发自己如何去改变世界。

做一个简单总结:即使并不容易,但还是应该坚持在学习中探索,同时积极寻找一种能帮助整个人类的事业,并投身其中。

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2019-3-2 04:35:32
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查理·芒格 南加州大学毕业典礼上的演讲



坚持终身学习

另外一个道理——这个道理可能会让你们想起孔子——获得智慧是一种道德责任,它不仅仅是为了让你们的生活变得更加美好。有一个相关的道理非常重要,那就是你们必须坚持终身学习。如果不终身学习,你们将不会取得很高的成就。光靠已有的知识,你们在生活中走不了多远。离开这里以后,你们还得继续学习,这样才能在生活中走得更远。

就以世界上最受尊敬的公司伯克希尔·哈撒韦来说,它的长期大额投资业绩可能是人类有史以来最出色的。让伯克希尔在这一个十年中赚到许多钱的方法,在下一个十年未必还能那么管用,所以沃伦·巴菲特不得不成为一部不断学习的机器。

我不断地看到有些人在生活中越过越好,他们不是最聪明的,甚至不是最勤奋的,但他们是学习机器,他们每天夜里睡觉时都比那天早晨聪明一点点。孩子们,这种习惯对你们很有帮助,特别是在你们还有很长的路要走的时候。

哲学家怀特海曾经说过一句很正确的话,他说只有当人类“发明了发明的方法”之后,人类社会才能快速地发展。人类社会在几百年前才出现了大发展,在那之前,每个世纪的发展几乎等于零。人类社会只有发明了发明的方法之后才能发展,同样的道理,你们只有学习了学习的方法之后才能进步。

我非常幸运。我读法学院之前就已经学会了学习的方法。在我这漫长的一生中,没有什么比持续学习对我的帮助更大。

进行跨学科的学习

再拿沃伦·巴菲特来说,如果你们拿着计时器观察他,会发现他醒着的时候有一半时间是在看书。他把剩下的时间大部分用来跟一些非常有才干的人进行一对一的交谈,有时候是打电话,有时候是当面,那些都是他信任且信任他的人。仔细观察的话,沃伦很像个学究,虽然他在世俗生活中非常成功。

所以我这辈子不断地实践跨学科的方法。这种习惯帮了我很多忙,它让生活更有乐趣,让我能做更多的事情,让我变得更有建设性,让我变得非常富有,而这无法用天分来解释。我的思维习惯只要得到正确的实践,真的很有帮助。

我想进一步解释为什么人们必须拥有跨科学的心态,才能高效而成熟地生活。在这里,我想引用古代最伟大的律师马尔库斯·图鲁斯·西塞罗的一个重要思想。西塞罗有句话很着名,他说,如果一个人不知道他出生之前发生过什么事情,在生活中就会像一个无知的孩童。

这个道理非常正确,西塞罗正确地嘲笑了那些愚蠢得对历史一无所知的人。但如果你们将西塞罗这句话推而广之——我认为你们应该这么做——除了历史之外,还有许多东西是人们必须了解的。所谓的许多东西,就是所有学科的重要思想。但如果你对一种知识死记硬背,以便能在考试中取得好成绩,这种知识对你们不会有太大的帮助。

你们必须掌握许多知识,让它们在你们的头脑中形成一个思维框架,在随后的日子里能自动地运用它们。如果你们能够做到这一点,我郑重地向你们保证,总有一天你们会在不知不觉中意识到:“我已经成为我的同龄人中最有效率的人之一”。与之相反,如果不努力去实践这种跨科学的方法,你们中的许多最聪明的人只会取得中等成就,甚至生活在阴影中。

迈克尔·西蒙斯  巴菲特受益一生的习惯:学习者生活方式

当我们为了获取洞察力而设计我们的生活时,我们的日程安排将会完全不同:


  • 我们会利用好空闲时间,而不是让自己陷入忙碌。尽管管理者必须时刻保持着注意力,这样他们才能对发生的事情做出反应,但是学习者创造了大量空闲时间,来超越噪音并获得观察问题的视角。

  • 我们工作的环境会带来更多的创造力。正如我在《为什么成功人士每周花10个小时在“复合时间”上》中所写的,历史上许多最伟大的见解都是在小睡或散步时产生的,不一定是在办公大楼的小隔间里。

  • 我们在学习、实验和思考上投入了大量资源,因为它们是洞察力的基本组成部分。学习是通过人、信息和经验来获得多样化、稀有和有价值的知识积木。思考就是将这些积木组合成稀有而有价值的组合。实验就是要看看这些组合在现实世界中的表现。

  • 我们衡量成功的标准是我们洞察力的质量,而不是我们完成待办事项的速度。换句话说,我们衡量成功的标准从效率转向有效性。


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2019-3-2 04:36:43

Trouble at 3G Capital

昨日阅读2小时,累积阅读668小时3G Capital discovers the limits of cost-cutting and debt

NOT MANYconsumers have heard of 3G Capital, an investment fund, but it controls some ofthe planet’s best-known brands, including Heinz, Budweiser and Burger King. Inthe business world 3G has become widely admired for buying venerable firms andusing debt and surgical cost-cuts to boost their financial returns. But afterKraft Heinz, a 3G firm, revealed a $12.6bn quarterly loss on February 21st whatappeared to be a successful strategy suddenly looks like a fiasco.Theimplications reach beyond Kraft Heinz. In total, 3G-run firms owe at least$150bn (3G’s founders hold direct stakes in some firms while others are held by3G’s investment funds; for simplicity, it makes sense to lump them together andcall them 3G). Notable investors have got not just egg, but ketchup, on theirfaces—Warren Buffett’s investment firm, Berkshire Hathaway, lost $2.7bn on itsKraft Heinz shares in 2018. There is a queasy sense that 3G’s approach ofdealmaking, squeezing costs and heavy debts, can be found at an alarming numberof other firms.Leveraged takeovers are nothing new. In the 1980s raiders suchas James Goldsmith terrorised boardrooms while private-equity tycoons launchedbuy-outs, most famously of RJR Nabisco in 1988. With its roots in Brazil, 3Ghas brought twists of its own to such barbarism. One is the scale of itsdealmaking. It is history’s second-most acquisitive firm, after Blackstone,with $480bn of takeover bids, including the purchases of Anheuser Busch and SABMiller. Another is its distinct style of buying popular brands witholigopolistic market shares. It believes that competition in such industries ismuted and that consumers will reliably drink beer and eat beans for ever: Budwas, after all, founded in 1876 and Heinz in 1869. And since 3G is confidentthat sales will remain steady, it then loads firms with debt and cuts costsusing zero-based budgeting, a technique that requires managers to justify everydollar of spending from scratch each year and reinvest only some of the savingsin the best brands.It sounds plausible and it worked for a time—indeed therestaurant division is still performing reasonably. But recently problems haveemerged elsewhere. Consumers are getting more fickle and are switching toindependent beer brands and healthier food (see article). Competitors haveraised their game; supermarkets are promoting cheaper white-label brands whilee-commerce has given a leg up to insurgent brands. And capital markets haveadapted. Investors have urged other firms to copy 3G’s cost-cutting tactics, evenas takeover targets have got pricier because investors expect 3G to pay topdollar for them.Signs of trouble emerged in October, when AB InBev, 3G’s beerarm, cut its dividend. Although it is still growing overall, in North Americaits volumes and profits shrank in 2018. Meanwhile, Kraft Heinz’s recent woeshave led it to cut its dividend and warn that profits in 2019 would fall.Alarmingly, this doesn’t seem a mere blip: it wrote down $15bn of acquisitioncosts. For good measure it also said that regulators are investigating itsaccounting. Neither AB InBev nor Kraft Heinz is likely to go bust, but in thelong run they might end up being broken up yet again.Cost-cutting is essentialin mature industries. The process of reallocating labour and capital away fromdeclining products and towards new ones, as well as to new firms, is whatboosts productivity. Nonetheless, managers have to get the mix right betweenslashing expenses and investing for growth, while maintaining an appropriatelevel of debt. Kraft Heinz has failed on both counts. It now forecasts thatgross operating profit in 2019 will be slightly lower than in 2014, before thetwo firms merged, while its balance-sheet is creaking.Far from being anexception, Kraft Heinz is a super-sized version of the strategy of much ofcorporate America over the past decade. Although sales have been sluggish, 66%of firms in the S&P 500 index have raised their margins and 68% have raisedtheir leverage since 2008. A mania for deals in mature industries, premised ondebt and austerity, is in full swing. AT&T has bought Time Warner, Disneyis buying Fox and Bristol-Myers Squibb, Celgene. These three deals aloneinvolve over $110bn of extra net debt and envision a $6bn cut in total annualcosts.Perhaps the good times will roll on. But there have already been two bigblow-ups of acquisitive, indebted firms: Valeant, a drugmaker, in 2015-16; and,in 2017-18, General Electric, which has just sold its biopharma arm in order tocut its borrowings. There have been lucky escapes, too. In 2017 Kraft Heinz and3G tried to buy Unilever for cash and stock for about $140bn. It was onlythanks to a determined fight by Unilever’s managers, not its shareholders, thatKraft Heinz withdrew.Any time a firm has a string of successes, boards andinvestors tend to drink the Kool-Aid (another Kraft Heinz brand). In fact theirunsentimental collective task is to enforce discipline and to block bids byover-extended firms. Since the end of 2016 the value of 3G’s portfolio hasdropped by about a third, lagging far behind both the S&P 500 and food andbeverage firms. Shares of Kraft Heinz have underperformed Unilever by anincredible 84 percentage points since the failed takeover bid. That’s enough tomake you choke on your beer and burger.



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2019-3-2 05:55:42

昨日阅读0.5小时,累计阅读186.5小时。
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2019-3-2 05:57:50
exceedingly adv. 非常;极其;极度地

We should have had some boom years too, but we didn’t, and now things are going to get bad again.
The Democrats are going to blame the Republicans and the Republicans are going to blame the Democrats, but all of that arguing isn’t going to solve anything.
What is coming next has been a central focus of my work for a very long time.  The last recession was very painful, but it did not fundamentally alter life in America.
This next crisis will.
The “Everything Bubble” is bursting, the “Perfect Storm” is coming, and all of our lives will never be the same again.
But that doesn’t mean that there isn’t hope.  In fact, once things really start getting crazy hope is going to be one of the major themes in my work because people are really going to need it.
There will be great challenges, and life will be very different, but that doesn’t mean that life is over.
America is about to experience the consequences of decades of exceedingly foolish decisions, and the pain will be extreme.  But difficult times also offer an opportunity for dramatic change, and that is something that we will need to embrace.

每日计划清单

1.背单词1个-O
2.阅读60分钟-O
3.俯卧撑-x
4.卷腹-x
5.负重行走-X
6.手臂-X
7.肩膀-X

昨日阅读1小时,累计阅读289小时


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2019-3-2 06:01:37
昨日阅读1小时,累计阅读174小时 (no reading day before due to the trip).

Keep reading "Elements of Programming Interviews in Python" and did more code practices.
Read "Deep Learning Revolution" - How deep learning - from Google Translate to driverless cars to personal cognitive assistants - is changing our lives and transforming every sector of the economy.
Finished Designing Data-Intensive Applications , start from part II - Distributed Data:  Replication, Partition and Transactions

1. Reading: 60 minutes - O
2. Side Project(s): 120 minutes - X
3. Code Practices: 60 minutes - O
4. Exercises: 30 minutes - O
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