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Deep Work_ Rules for focused success in a distracted world ( PDFDrive.com )

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In other words, talent is not a <strong>com</strong>modity you can buy <strong>in</strong> bulk and <strong>com</strong>b<strong>in</strong>e to reach the<br />

needed levels: There’s a premium to be<strong>in</strong>g the best. There<strong>for</strong>e, if you’re <strong>in</strong> a<br />

marketplace where the consumer has access to all per<strong>for</strong>mers, and everyone’s q value<br />

is clear, the consumer will choose the very best. Even if the talent advantage of the<br />

best is small <strong>com</strong>pared to the next rung down on the skill ladder, the superstars still<br />

w<strong>in</strong> the bulk of the market.<br />

In the 1980s, when Rosen studied this effect, he <strong>focused</strong> on examples like movie<br />

stars and musicians, where there existed clear markets, such as music stores and<br />

movie theaters, where an audience has access to different per<strong>for</strong>mers and can<br />

accurately approximate their talent be<strong>for</strong>e mak<strong>in</strong>g a purchas<strong>in</strong>g decision. The rapid<br />

rise of <strong>com</strong>munication and collaboration technologies has trans<strong>for</strong>med many other<br />

<strong>for</strong>merly local markets <strong>in</strong>to a similarly universal bazaar. The small <strong>com</strong>pany look<strong>in</strong>g<br />

<strong>for</strong> a <strong>com</strong>puter programmer or public relations consultant now has access to an<br />

<strong>in</strong>ternational marketplace of talent <strong>in</strong> the same way that the advent of the record store<br />

allowed the small-town music fan to bypass local musicians to buy albums from the<br />

<strong>world</strong>’s best bands. The superstar effect, <strong>in</strong> other words, has a broader application<br />

today than Rosen could have predicted thirty years ago. An <strong>in</strong>creas<strong>in</strong>g number of<br />

<strong>in</strong>dividuals <strong>in</strong> our economy are now <strong>com</strong>pet<strong>in</strong>g with the rock stars of their sectors.<br />

The Owners<br />

The f<strong>in</strong>al group that will thrive <strong>in</strong> our new economy—the group epitomized by John<br />

Doerr—consists of those with capital to <strong>in</strong>vest <strong>in</strong> the new technologies that are driv<strong>in</strong>g<br />

the Great Restructur<strong>in</strong>g. As we’ve understood s<strong>in</strong>ce Marx, access to capital provides<br />

massive advantages. It’s also true, however, that some periods offer more advantages<br />

than others. As Brynjolfsson and McAfee po<strong>in</strong>t out, postwar Europe was an example<br />

of a bad time to be sitt<strong>in</strong>g on a pile of cash, as the <strong>com</strong>b<strong>in</strong>ation of rapid <strong>in</strong>flation and<br />

aggressive taxation wiped out old <strong>for</strong>tunes with surpris<strong>in</strong>g speed (what we might call<br />

the “Downton Abbey Effect”).<br />

The Great Restructur<strong>in</strong>g, unlike the postwar period, is a particularly good time to<br />

have access to capital. To understand why, first recall that barga<strong>in</strong><strong>in</strong>g theory, a key<br />

<strong>com</strong>ponent <strong>in</strong> standard economic th<strong>in</strong>k<strong>in</strong>g, argues that when money is made through the<br />

<strong>com</strong>b<strong>in</strong>ation of capital <strong>in</strong>vestment and labor, the rewards are returned, roughly<br />

speak<strong>in</strong>g, proportional to the <strong>in</strong>put. As digital technology reduces the need <strong>for</strong> labor <strong>in</strong><br />

many <strong>in</strong>dustries, the proportion of the rewards returned to those who own the<br />

<strong>in</strong>telligent mach<strong>in</strong>es is grow<strong>in</strong>g. A venture capitalist <strong>in</strong> today’s economy can fund a<br />

<strong>com</strong>pany like Instagram, which was eventually sold <strong>for</strong> a billion dollars, while

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