(1 percent of GDP growth results in a 2 percent poverty reduction), - Peter Diamandis

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(1 percent of GDP growth results in a 2 percent poverty reduction),

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About Peter Diamandis

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.

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Also Known As

Native Name: Peter H. Diamandis
Alternative Names: Dr. Peter Diamandis Dr. Peter H. Diamandis
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The human brain evolved in an environment that was local and linear. Local, meaning most everything that we interacted with was less than a day's walk away. Linear, meaning the rate of change was exceptionally slow. Your great-great-great-grandfather's life was roughly the same as his great-great-grandson's life. But now we live in a world that is global and exponential. Global, meaning if it happens on the other side of the planet, we hear about it seconds later (and our computers hear about it only milliseconds later). Exponential, meanwhile, refers to today's blitzkrieg speed of development. Forget about the difference between generations, currently mere months can bring a revolution. Yet our brain — which hasn't really had a hardware update in two hundred thousand years — wasn't designed for this scale or speed. And if we struggle to track the growth of singular innovations, we're downright helpless in the face of converging ones. Put it this way, in

While a 10x improvement is gargantuan, Teller has very specific reasons for aiming exactly that high. "You assume that going 10x bigger is going to be ten times harder," he continues, "but often it's literally easier to go bigger. Why should that be? It doesn't feel intuitively right. But if you choose to make something 10 percent better, you are almost by definition signing up for the status quo — and trying to make it a little bit better. That means you start from the status quo, with all its existing assumptions, locked into the tools, technologies, and processes that you're going to try to slightly improve."

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