323 Chinese originals · 255 English translations · Page 7 of 7.
Management & organizationsThematic illustration · AI generated
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Reprinted compilation (post credits Professor Yang Bin of Tsinghua University’s School of Economics and Management in Beijing), with Robin’s closing commentary
Reading guide
A reposted article by Tsinghua professor Yang Bin proposes a simple test of a good university in the AI era: how much entrepreneurship it fosters. Entrepreneurship education offers embodied learning and wholehearted personal engagement, led by an expanded teaching community of coaches, mentors, entrepreneurs, and investors. It should combine an expanded classroom with extracurricular practice and real business challenges. Universities should preserve their educational purpose rather than count only unicorns. Robin concludes that the best universities will have the strongest entrepreneurship education and the most complete entrepreneurial ecosystems.
Key points
Entrepreneurship education offers university value that AI cannot replace.
“Faculty-plus”: coaches, mentors, entrepreneurs-in-residence, and investors—not only academic professors.
“Classroom-plus”: credit for learning outside formal courses and real business projects that teach through action.
Success means students become self-directed, willing, capable, and effective—not merely producing more unicorns.
Reprinted compilation (post tagged #得到頭條; author not identified), with Robin’s opening and interjections
Reading guide
Robin begins by describing Luckin as a textbook case. A Dedao Headlines compilation follows: after accounting fraud and delisting, Luckin completed a debt restructuring and pursued a turnaround through milk-based coffee products, franchising, and more targeted marketing.
Key points
Shift from benchmarking Starbucks to bestselling milk-based coffee drinks.
Move from company-operated stores to franchising to lower expansion costs.
Replace large subsidies with more targeted marketing.
Original post compilation (see notes for source and verification limitations)
Reading guide
This is an excerpt from a talk by Chen Chunhua on uncertainty. The original post is retained in full; see the notes in the body for source details and limitations concerning figures and quotations.
Key points
Retains the arguments and examples in the original post
See the notes in the body for the original source and limitations on verifying figures and quotations
Original post compilation (see notes for source and verification limitations)
Reading guide
The original WeChat article is credited to Ba Jiuling and the Wu Xiaobo Channel; it should not be treated as a verbatim transcript of Wu Xiaobo speaking. The original post is retained in full; see the notes in the body for source details and limitations concerning figures and quotations.
Key points
Retains the arguments and examples in the original post
See the notes in the body for the original source and limitations on verifying figures and quotations
Original post compilation (see notes for source and verification limitations)
Reading guide
The post is tagged Wu Jun and Dedao. Only some concepts were located in third-party notes; the full original course was not obtained. The original post is retained in full; see the notes in the body for source details and limitations concerning figures and quotations.
Key points
Retains the arguments and examples in the original post
See the notes in the body for the original source and limitations on verifying figures and quotations
Maven founder Kate Ryder discusses conviction in entrepreneurship, her experience as a journalist, interviewing, and giving feedback. Her experiences emphasize seeking expert advice, understanding candidates’ self-awareness, and allowing room for design exploration within clear objectives.
Key points
Use user stories to sustain an early team’s conviction
Use the qualities required for a role to understand how candidates think
Make feedback specific without deciding every step for the professional team
Reposted compilation (recommendation-preface excerpt; post credits Yang Bin) + Robin’s closing remarks
Reading guide
This excerpt from Tsinghua University School of Economics and Management professor Yang Bin’s recommendation preface to The Infinity Machine (Chinese edition: 《哈薩比斯：谷歌AI之腦》) discusses three forces driving DeepMind founder Hassabis: purpose (mission), will, and taste. It concludes that the three are interconnected and that purpose need not be a grand narrative. Robin’s closing remarks recommend the book as a way to return to one’s inner compass in an age of AI anxiety.
Key points
Purpose generates will, and will sustains purpose
Taste is both a fruit of purpose and a force that focuses will
Purpose need not be grand; it is genuine if it can continually guide your inner life
This repost compiles a Dedao book summary’s account of Edison’s innovation methods: choose directions where both demand and technology are ready, make research plans serve a complete commercial ecosystem, act as soon as the direction is clear, and put in the effort required for extensive experimentation. Robin sums it up: start with demand, build on technology, have a business plan, act immediately, and be willing to do the painstaking work.
Key points
An innovation direction needs both demand and technology
Research plans should serve a complete commercial ecosystem
Act immediately once the direction is clear, and be willing to run many experiments
Original post compilation (see notes for source and verification limitations)
Reading guide
This is a Chinese summary of Trump Never Give Up, whose publisher credits Donald J. Trump and Meredith McIver. The original post is retained in full; see the notes in the body for source details and limitations concerning figures and quotations.
Key points
Retains the arguments and examples in the original post
See the notes in the body for the original source and limitations on verifying figures and quotations
Robin’s commentary, followed by #BillionDollarLoser #得到聽書 (reposted book summary)
Reading guide
Robin opens with two points: founders must tell a complete story, and venture capital peers must assess its credibility rather than buy it blindly. A summary of Billion Dollar Loser follows: investors were drawn by WeWork’s story of disrupting US$15 trillion in office real estate and by FOMO; it rewarded them with breakneck expansion, then received further encouragement from Masayoshi Son. The closing warning: the faster you charge ahead, the more alert you must remain.
Key points
Venture capital seeks an “alternative approach”: redefining competitors as a much larger market
FOMO can mean investors fear missing the next giant rather than firmly believing a company will succeed
Breakneck expansion conflicts with the original aim of building a community
#得到頭條20260304 (Dedao Headlines course script), with Robin’s closing comments
Reading guide
Three points about lateral thinking: rational abandonment matters more than stubborn persistence (the well-digging analogy, illustrated by Bettger dropping third and subsequent sales calls after analyzing his records); quantity matters more than quality (force yourself to generate ten ideas, with Dyson’s 5,127 prototypes as an example); and some disorder matters more than perfect organization (add constraints, bring in outsiders, and stay open to surprises). Robin closes by urging curiosity, openness, and alertness.
Key points
The well-digging analogy: abandon a location once you find it is wrong; test new directions with small bets
With one answer, the brain chooses the safest; forcing ten ideas helps later ones break habitual patterns
Constraints, outsiders, and openness to surprises can break fixed patterns of thought
Bezos shareholder-letter translation (Chinese translation by Vinchent), with Robin’s introduction
Reading guide
Bezos offers an unusually detailed look inside Amazon’s technology: random forests, gossip protocols, eventual consistency, and more. Invention is everywhere; service-oriented architecture provides the foundation for scaling it.
Bezos shareholder-letter translation (Chinese translation by Vinchent), with Robin’s introduction
Reading guide
A collection of empowerment stories: KDP gives authors 70% royalties, FBA helps small sellers double their business, and AWS supports an app with 500,000 fans. Platform-based invention is the most thorough form of self-reinvention.
Key points
KDP royalties of 70% versus the traditional 17.5%
S3: over 900 billion objects and 500,000 requests per second
Thirty AWS services
More than 1,000 KDP authors sell 1,000 books a month
Bezos shareholder-letter translation (Chinese translation by Vinchent), with Robin’s introduction
Reading guide
Services improve on their own when the drive comes from within: cutting prices proactively 27 times and inventing things customers have not yet imagined. The ending returns to 1997: a voting machine in the short run, a weighing machine in the long run.
Key points
Internal versus external motivation
AWS: 159 new features and 27 price cuts in seven years
Fifteen million Prime items—a fifteenfold increase
Bezos shareholder-letter translation (Chinese translation by Vinchent), with Robin’s introduction
Reading guide
A white paper on high standards: they can be taught and vary by domain. Recognition and expectations must be explicit—a handstand takes six months of daily practice, not two weeks.
Key points
Eight consecutive years at No. 1 in the ACSI
Six-page memos instead of PowerPoint
High standards are teachable and domain-specific
Handstands: a two-week fantasy versus a six-month reality
