Peter Diamandis Quotes

Greek-American engineer, physician and entrepreneur

Peter H. Diamandis (born May 20, 1961) is an American engineer, physician, and entrepreneur. He is best known as the founder and chairman of the XPRIZE Foundation, and the cofounder and executive chairman of Singularity University. He is also cofounder and former CEO of the Zero Gravity Corporation, cofounder and vice chairman of Space Adventures Ltd., founder and chairman of the Rocket Racing League, cofounder of the International Space University, cofounder of Planetary Resources, cofounder of Celularity, founder of Students for the Exploration and Development of Space, and vice chairman and cofounder of Human Longevity, Inc.

From: Wikipedia (CC BY-SA 4.0)

Native Name: Peter H. Diamandis

Alternative Names: Dr. Peter Diamandis • Dr. Peter H. Diamandis

From Wikidata (CC0)

According to Travis Bradford, chief operating officer of the Carbon War Room and president of the Prometheus Institute for Sustainable Development, solar prices are falling 5 percent to 6 percent annually, and capacity is growing at a rate of 30 percent per year. So when critics point out that solar currently accounts for 1 percent of our energy, that’s linear thinking in an exponential world. Expanding today’s 1 percent penetration at an annual growth of 30 percent puts us eighteen years away from meeting 100 percent of our energy needs with solar.

In 2018, Apple spent over $1 billion on original programming, while Amazon dropped $5 billion. Sling, YouTube, Hulu, even that guy who repairs lawnmowers and has three million followers on Facebook — they’re all coming to eat Hollywood’s lunch.

Population is linked directly to fertility. Today the majority of developed countries have fertility rates at or below replacement levels — meaning that population is either stable or declining.

With the smart grid for energy and the smart grid for water — what’s technically called resource consumption optimization — we’re seeing the second wave. Next up is the automation and control of far more complex autonomous systems — such as self-driving cars.

All of this changed in 1993, when Marc Andreessen, a twenty-two-year-old undergraduate student at the University of Illinois, Urbana-Champaign, coauthored Mosaic — both the very first web browser and the Internet’s first user-friendly user interface.5 Mosaic unlocked the Internet.

Stuff goes wrong. Expect it, learn from it, fix it — that’s how remarkable happens.

After a novel technology is introduced and begins gaining momentum, we tend to envision it in its final form — seriously overinflating our expectations for both its developmental timetable and its short-term potential. Invariably, when these technologies fail to live up to the initial hype — usually in that gap between deception and disruption on our list of the Six Ds — public sentiment for the technology falls into the trough of disillusionment. And this is where a great many of the technologies discussed in chapter 3 now sit. But when technologies are in the trough, we are again swayed by the hype (this time, the negative hype) and consistently fail to believe they’ll ever emerge, thus missing their massively transformative potential.

The first bespoke cars hit the roads around the tail end of the nineteenth century, but Ford’s 1908 introduction of the mass-produced Model T marked the real tipping point. Just four years later, New York traffic surveys counted more cars than horses on the road.

the real benefit is that medicine will be transformed from reactive and generic to predictive and personalized.

But not every goal is the same. “We found that if you want the largest increase in motivation and productivity,” says Latham, “then big goals lead to the best outcomes. Big goals significantly outperform small goals, medium-sized goals, and vague goals. It comes down to attention and persistence — which are two of the most important factors in determining performance. Big goals help focus attention, and they make us more persistent. The result is we’re much more effective when we work, and much more willing to get up and try again when we fail.

The issue, then, is that we are interpreting a global world with a system built for local landscapes. And because we’ve never seen it before, exponential change makes even less sense.

For linear-thinking companies, the six Ds of exponentials are the six horsemen of the apocalypse — no question about it.

large incentive prizes raise the visibility of a particular challenge while helping to create a mind-set that this challenge is solvable. Considering what we know about cognitive biases, that is no small detail.

But if you sign up for moonshot thinking, if you sign up to make something 10x better, there is no chance of doing that with existing assumptions.

But if you sign up for moonshot thinking, if you sign up to make something 10x better, there is no chance of doing that with existing assumptions. You’re going to have to throw out the rule book. You’re going to have to perspective-shift and supplant all that smartness and resources with bravery and creativity.