In 2015, Marshall Burke, Sol Hsiang, and Ted Miguel published a paper in Nature that looked at the relationship between temperature (climate) and economic output. They examined the historical impact of temperature changes (1960-2010) on 166 countries and then used this data to try and predict the potential future impacts of climate change on GDP per capita.   

What they discovered is that temperature has a non-linear impact on economic production. Put differently, there’s an optimal annual average temperature. And it turns out to be 13 degrees celsius. If a country sits below this average number, then warming increases productivity. But if a country sits above this number, then warming has a negative impact on productivity. And the impact gets worse (stronger negative correlation) at higher temperatures.

Some of you are probably wondering whether the correlations they found should be interpreted as causation. For what it’s worth, the study tries to correct for non-temperature related economic changes (such as a recession or policy changes) and it also looks at how individual countries perform against themselves during temperature fluctuations. So the control and treatment groups are arguably pretty tight.

All of this suggests that there are a number of countries that stand to benefit from climate change (at least from this perspective). They are the ones that are cold today. 

For more on the study, click here.

This is an interesting study from a team of AI researchers at Stanford. What they did was use car images taken directly from Google Street View (so images of cars parked on-street) to predict income levels, racial makeup, educational attainment, and voting patterns at the zip code and precinct level.

Admittedly, it’s not a perfect survey, but when they compared their findings to actual or previously collected data (such as from the American Community Survey), it turns out that their study was actually remarkably accurate. Google Street View allowed them to survey 22 million cars, or about 8% of all cars in the US.

Here are some of the things they found:

-  Toyota and Honda vehicles are strongly associated with Asian neighborhoods.

- Buick, Oldsmobile, and Chrysler vehicles are strongly associated with black neighborhoods.

- Pickup trucks, Volkswagens and Aston Martins are strongly associated with white neighborhoods.

Interestingly enough, the ratio of pickup trucks to sedans, alone, is a pretty reliable indicator of voting patterns. If a neighborhood has more pickup trucks than sedans, there’s an 82% chance it voted Republican in the last election.

Perhaps this isn’t all that surprising given that car purchases are highly symbolic. But given that the American Community Survey costs $250 million a year to administer, this study is a good preview of what cheaper and more realtime data collection might look like.

A few weeks ago I watched a talk by Keith Rabois called, How to Operate. Keith is a venture capitalist with Khosla Ventures, the former COO of Square, and a member of the PayPal Mafia.

The talk was primarily geared towards startups, but much of what he talked about could be applied to any organization where people are managed. So whether you’re an architect, real estate developer, or governmental organization, I bet you’ll find the lessons relevant.

One in particular that stood out for me was the idea of barrels and ammunition.

For a lot of organizations, the thought is often that by adding more people you’ll be able to increase output. More people = greater velocity. But Keith’s reasoning is that most people are actually ammunition. And just like in war, it doesn’t exclusively matter how much ammunition you have. You can only shoot through the number of barrels you have. Output depends on barrels.

So who exactly are barrels?

Barrels are the kind of people who can take something from idea all the way through to completion, while at the same time taking a group of people along with them. They are, in other words, your leaders.

But, they are difficult to find.

There are fewer barrels than ammunition. And, the culture of the organization itself will impact every person’s ability to be a barrel. Here’s how Keith puts it:

Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company.

That’s something for you to think about as you start your workweek.

Image: Flickr

In 2015, Marshall Burke, Sol Hsiang, and Ted Miguel published a paper in Nature that looked at the relationship between temperature (climate) and economic output. They examined the historical impact of temperature changes (1960-2010) on 166 countries and then used this data to try and predict the potential future impacts of climate change on GDP per capita.   

What they discovered is that temperature has a non-linear impact on economic production. Put differently, there’s an optimal annual average temperature. And it turns out to be 13 degrees celsius. If a country sits below this average number, then warming increases productivity. But if a country sits above this number, then warming has a negative impact on productivity. And the impact gets worse (stronger negative correlation) at higher temperatures.

Some of you are probably wondering whether the correlations they found should be interpreted as causation. For what it’s worth, the study tries to correct for non-temperature related economic changes (such as a recession or policy changes) and it also looks at how individual countries perform against themselves during temperature fluctuations. So the control and treatment groups are arguably pretty tight.

All of this suggests that there are a number of countries that stand to benefit from climate change (at least from this perspective). They are the ones that are cold today. 

For more on the study, click here.

This is an interesting study from a team of AI researchers at Stanford. What they did was use car images taken directly from Google Street View (so images of cars parked on-street) to predict income levels, racial makeup, educational attainment, and voting patterns at the zip code and precinct level.

Admittedly, it’s not a perfect survey, but when they compared their findings to actual or previously collected data (such as from the American Community Survey), it turns out that their study was actually remarkably accurate. Google Street View allowed them to survey 22 million cars, or about 8% of all cars in the US.

Here are some of the things they found:

-  Toyota and Honda vehicles are strongly associated with Asian neighborhoods.

- Buick, Oldsmobile, and Chrysler vehicles are strongly associated with black neighborhoods.

- Pickup trucks, Volkswagens and Aston Martins are strongly associated with white neighborhoods.

Interestingly enough, the ratio of pickup trucks to sedans, alone, is a pretty reliable indicator of voting patterns. If a neighborhood has more pickup trucks than sedans, there’s an 82% chance it voted Republican in the last election.

Perhaps this isn’t all that surprising given that car purchases are highly symbolic. But given that the American Community Survey costs $250 million a year to administer, this study is a good preview of what cheaper and more realtime data collection might look like.

A few weeks ago I watched a talk by Keith Rabois called, How to Operate. Keith is a venture capitalist with Khosla Ventures, the former COO of Square, and a member of the PayPal Mafia.

The talk was primarily geared towards startups, but much of what he talked about could be applied to any organization where people are managed. So whether you’re an architect, real estate developer, or governmental organization, I bet you’ll find the lessons relevant.

One in particular that stood out for me was the idea of barrels and ammunition.

For a lot of organizations, the thought is often that by adding more people you’ll be able to increase output. More people = greater velocity. But Keith’s reasoning is that most people are actually ammunition. And just like in war, it doesn’t exclusively matter how much ammunition you have. You can only shoot through the number of barrels you have. Output depends on barrels.

So who exactly are barrels?

Barrels are the kind of people who can take something from idea all the way through to completion, while at the same time taking a group of people along with them. They are, in other words, your leaders.

But, they are difficult to find.

There are fewer barrels than ammunition. And, the culture of the organization itself will impact every person’s ability to be a barrel. Here’s how Keith puts it:

Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company.

That’s something for you to think about as you start your workweek.

Image: Flickr