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Up: Principles

One

Who can make a fortune by starting a business?

Here, money is actually a measuring tool, used to quantify our thinking:

What are the most important personal factors for entrepreneurial success?

You might say, how can there be standard answers to such questions?

• First, of course, you have to be lucky, willing to take risks, and willing to take risks.

• From the perspective of chicken soup, you need to have a vision and follow your inner dream;

• From the perspective of chicken blood, you need to be executive and indomitable.

• From a business school perspective, a business model is needed;

• From a Silicon Valley perspective, lean entrepreneurship is needed.

• ……
  

  I think if you want to make a fortune by starting a business, the most important personal factors are:

  Engineering thinking.

  In fact, this is the key thinking being used by the smartest guys on the planet.

  This article will explain the following points:

  Engineering thinking is the most basic, universal, and scientific weapon in entrepreneurship.

  Two

  Let ’s take a look first. What is “engineering”? Wikipedia is defined like this:

  Engineering, engineering science, or engineering is the study and application of knowledge in basic disciplines such as mathematics, natural science, and sociology to improve existing materials, construction, machinery, instruments, systems, chemistry, and The design and application of processing steps is a discipline.

  Sounds like something an “engineer” does in the traditional sense?

  Let me (based on the definition of ECPD) simplify the definition of engineering:

  Creatively apply scientific laws to systematically solve real-world problems.

  In the business world, the famous figures with “engineering thinking” should be Elon Musk and Ren Zhengfei.

  Elon Musk said, “I’m an innovative and creative engineer. I think I’m an engineer.” He worked in solar and electric vehicles.

  Well, how much are these materials worth if you buy them on the London Steel Exchange?

  Look, you only need 80 dollars per kWh.
  

  As a result, a seemingly impossible problem turned into an actionable path:

  As long as you think of clever ways to find these materials, and somehow form them into the shape of a battery, you can have cheap batteries.

  

  With regard to the second point, Tesla’s series of play reflects the aging of business:

  • First out of the sports car to occupy the hill,

  • Another S model will seize the luxury car market of more than 70,000 US dollars (because rich people want new toys),

  • An X-type SUV will be launched again (the wing gate is structured differently),

  • Another type 3 blood-washed BMW 3 Series market; and recently launched pickup trucks (the top three North American models are all pickup trucks),
    

    

    Wharton did not miss it.

    Elon Musk is by no means a technical genius. He can cross three fields. The key is to have “engineering thinking.”

    This also proves a bit of the universal value of engineering thinking.

    So, is it possible to give a rough formula:

    Entrepreneurial success = dream power✖️engineering power✖️business power

    No, I would think more rudely:

    Dream, engineering, and business are all part of engineering thinking.

    Four

    In the book “Turning: Solving Business Problems with Engineer Thinking”, there are three basic characteristics of engineer thinking:

    The first is the ability to “foresee” structure without structure.

    The author believes that our world depends on structure.

    Whether it is something out of nothing, or analogy, optimize, or imitate the existing structure, it is not a forgiving thing to foresee the structure.Easy things.

    For example, the structure of the helicopter “foreseen” by Da Vinci 500 years ago, as shown below:

    

    Jack Dorsey, one of the founders of Weibo ’s originator, drew a prototype of the product as early as 2000. It looks very rude, as shown below:

    

    In the above manuscript, Dorsey foresees a revolutionary structure: combining Internet and SMS services to provide users with services to share instant status.

    Whether it’s Da Vinci’s helicopter in the physical world or Dorsey’s Weibo in the digital world, he has foreseen an unprecedented structure without a structure.

    The second basic characteristic of engineer thinking is:

    Proficiently design under constraints.

    Because the purpose and meaning of engineering is to solve some practical problems in real life, it is bound to be “constrained”.

    The constraints here are, first of all, the constraints of scientific laws.

    There are also time constraints, financial constraints, resource constraints, competition constraints, human behavior constraints, and so on.

    The distance between dreams and reality and the commercial input-output ratio are also constraints. So I said earlier that in the formula for entrepreneurial success, engineering thinking includes “dream power” and “business power” as variables.

    Business needs to be restrained, otherwise how to create value? On what basis?

    For example, the entrepreneurial project “Future Ivy” I participated in. This is a product that is dedicated to enabling every Chinese family to share first-class educational ideas and resources.

    This project has a lot of “restraints.” Large companies are reluctant to do it, while small companies are not.

    These constraints have given me a sense of “uncertain security,” otherwise I would not be able to answer my torture to myself:

    Why do you do this?

    The third attribute of engineer thinking is about trade-offs:

    The ability to make decisive decisions about solutions and alternatives.

    Resources and time are both limited and must be allocated according to priorities. Weak targets must be separated from strong targets.

    AboutUnder beam conditions, we must learn to make trade-offs and make “grayscale recognition + black-and-white decision”.

    Tesla’s SUV, for example, has “give up” a lot of features that seem impossible to give up in order to “take” the eagle door. In Canada, summer camping and winter skiing are a tradition of many families. Therefore, the fuel tank SUV I drive, the storage box on the roof is almost essential, and I can pack all my family’s skis in one head.

    

    But Tesla’s SUV can’t put anything on the roof because it has an eagle wing door. This decision may not be possible without a weird guy like Elon Musk.

    However, in my opinion, this choice is wise.

    Someone asked me why I wanted to buy Tesla, and answered: please children.

    What do children like best? -Opened wings.

    Of course, the deeper reason is that the owners of Tesla’s electric SUVs are firstly because of their distinctive brands, and secondly, they are factors such as electric vehicles and experience.

    So, for the biggest variable of “different”, it is more important to make a less practical Eagle-wing door than to keep those practical roof racks.

    Fortunately, there are other ways to put skis on.

    

    Trade-off is a tug of war between feasibility, possibility, expectation and limitation.

    The harder case is how to make a decision in a known gray condition with insufficient conditions.

    That is, knowing that a manned rocket could explode, you have to press the button.

    Later, we will mention cases in this regard.

    As mentioned above: Structure, constraints, and trade-offs are the three magic weapons of engineer thinking.

    Five

    In the Internet era, “engineering thinking” is obscured by some more explicit concepts.

    For example, the pursuit of extreme product thinking, or for example, people think that the Internet is actually psychology.

    The above is reasonable, but it must be included in the “engineering thinking” system.

    As the world becomes more digital, it is also engineering thinking that plays a key role.

    Week of “Computational Thinking”Health company.

    For example the obtained quality control system.

    Another example is the ability to productize the teacher’s thinking system.

    I think one of the competitiveness gained is the application of engineering thinking in the field of “arts” that seems difficult to quantify.

    As technology and humanities become more and more intertwined, we especially need “engineering thinking.”

    When we admire Elon Musk’s technological innovation, we must also pay attention to the human power in his background and his talent in design.

    After working, Ren Zhengfei not only taught himself computer, digital technology, automatic control, logic, but also taught himself philosophy and three foreign languages.

    Huawei has a mathematical institute in France because “mathematics is the tool that opens everything.”

    Another is the Institute of Aesthetics.

    Ren Zhengfei believes that focusing on color science, France’s accumulation in color science can help Huawei’s products change its image.

    The “Turning” book argues that engineer thinking (that is, engineering thinking) is:

    • Strict and systematic problem solving ability;

    • A comprehensive “plug and play” multi-purpose toolkit;

    • Integration system that integrates multiple knowledge ideas;

    • The intersection of possibility, feasibility, and predictability.
      

      I want to repeat the definition of “engineering thinking” at the beginning of this article:

      Creatively apply scientific laws to systematically solve real-world problems.

      The science here includes both the natural sciences and the social sciences.

      Including the laws of the physical world, but also the laws of the virtual world, and the “laws” of human nature.

      Medium: Tools

      I have a point of view: Most of the cognitive improvements in entrepreneurship are not effective.

      Most of the entrepreneurial studies are made in a boat.

      Mastering and practicing “engineering thinking” is the right way.

      The best textbook in this regard is a movie:

      Mars Rescue.

      From this, we can learn ten important engineering thoughts.

      At least for the person who turned myself back on and started a business again in his forties, this film helped me a lot from the perspective of chicken blood and chicken soup. It is also one of the videos that I can watch repeatedly over the trans-Pacific flight.

      Engineering thinking: Discover unquestionable missions
      

      Rescue on MarsThe story is simple: in 2035, astronaut and botanist Mark Wattney is unfortunately left on Mars during an expedition. His food is only enough for 309 Mars days, and the next “Interstellar Bus” will arrive 4 years later.

      Mark Watney intends to survive, and all humanity has launched a space rescue.

      

      The great director Scott, who was nearly 80 years old at the time, was quite restrained when filming the film. In fact, the original novel is even more serious, writing an epic rescue extremely aggressive.

      But the hero of the novel clicked the question at the end:

      Why are so many people willing to pay such a great price to save an astronaut?

      The real reason they do this is that everyone has an instinct to save their companions. Sometimes it may not look like it, but it does.

      Hikers get lost in the mountains, people will launch search and rescue. In the event of a train accident, people will line up to donate blood. The earthquake destroyed a city and people around the world donated emergency supplies. This instinct is rooted in human society, and every culture is no exception.

      Yes, some idiots scoff at this, but many more people are willing to do it. Because of this, billions of people are on my side. Pretty cool, eh?

      “Engineering thinking” should be pragmatic and grounded. Why did you say a “mission” in the beginning?

      The reasons are as follows:

      1. No matter how bad the world is, human technology and humanity are rooted in beautiful aspirations and the endless pursuit of “existence” and “meaning”.

      In response, Elon Musk said:

      “There must be some reason to get you up in the morning and make you want to live. Why do you want to live? What’s the point? What motivates you? What do you like about the future? If the future does not include being in the stars And become a multi-planet species, I find it very frustrating.

      Life is short, it’s really stupid not to do something interesting.

      A mission that is meaningful enough to be questioned is the patron saint of “engineering thinking.”

      2. It is important to find what you like and excel at, and strive for it with the greatest enthusiasm.

      Life is hard, work is hard, everything is not easy. Starting a business is a life of death and frustration.

      If you don’t do what you believe and like in your bones, it will be difficult to survive.

      3, vision and missionOn your side.

      This sentence was said by the protagonist of “Mars Rescue”.

      At that time, he planned to grow potatoes to feed himself, but there was no water.

      Back to the source of the question, what is water made of? Its structure is as follows:

      

      So we need hydrogen and oxygen.

      Mars’ atmosphere contains 95% of carbon dioxide, and the base happens to have an “oxygenator”, which is used to decompose oxygen from carbon dioxide.

      The rest is hydrogen.

      Our smart actor suddenly remembered that the reserve fuel saved when he landed on Mars: Hydrazine.

      

      Look, there are four hydrogen atoms inside!

      Next, hydrazine is converted into nitrogen and hydrogen by an iridium catalyst.

      Next, hydrogen and oxygen react to give water.

      

      So chemistry is on your side.

      Of course, it ’s not enough to know the molecular structure and reaction formula. You must know that hydrazine is a dangerous thing, so then you must release hydrazine very slowly, and find a way to direct hydrogen into a small area, burn Drop them. These parts are the test of “engineering”.

      Elon Musk said, “I tend to handle things from the physical framework. Physics will teach you to reason from the basic principles, not by analogy.”

      This is the so-called “first-principles”.

      We must pay special attention to Elon Musk’s opposition to the abuse of “analogs”.

      Slow, aren’t analogies very advanced?

      A simple analogy doesn’t make sense.

      For example, learning interdisciplinary thinking is valuable. However, you cannot step out of a discipline that you do not understand.

      For example, if you do n’t understand Newton ’s second law, you do n’t understand “Set the external force on an object to be constant., Then the acceleration of the object is inversely proportional to the mass “, so you can’t understand the analogy of the concept of” minimizing feasible products “in lean entrepreneurship using this law.

      The analogy is very advanced, but it is useless to most people, just like for someone who knows nothing about Newtonian mechanics, quantum mechanics is useless to him.

      The “first-principles” can help us escape the “sandwich interpretation.”

      What is mezzanine interpretation? In fact, one black box is used to explain another black box, and one plausible concept is used to explain another dim concept.

      Many people who love learning learn a bunch of nouns that they do n’t understand. In fact, they have mastered a bunch of so-called “interlayer explanations”, which is not only useless but also very harmful.

      However, most businesses in reality do not need to build an electric car. So physical laws and chemical formulas don’t really have a direct effect on us.

      So is the first-principle just an analogy?

      No.

      In fact, we rarely use physical laws and chemical formulas in reality.

      First principles can work in two general scenarios:

      1. Calculation;

      2. Push back to the original source and break the interlayer explanation.

      Calculation is easy to understand: “Don’t fight, let’s sit down and calculate.”

      For the second point above, let’s take a look at the “first principle” with an example without formula:

      Zip2 is Musk’s first big project. He thought about what people want most from a bank-not a building, a physical bank card or a complex service, but just for transferring money. He returned to the basics, disrupted the industry, and Zip2 later became PayPal.

      People are keen on chasing after the wind. But in many cases, the tuyere is the “sandwich explanation” that I attack.

      For example, group purchase, O2O, etc., any company that fails to think about the origin through concepts is basically hung up.

      Try to describe in vernacular what you are doing.

      This logic is in line with the “trim” of Occam’s razor and Shannon’s definition of information.

      Let’s say “do”.

      One is to do it, the other is to do it.

      A nonsense line is all the rage:

      I understand a lot of things, but I still have a bad life.

      Apart from whether you understand a lot of cottage theory and mezzanine explanation, even if you understand the truth, there is no causal relationship with “good life”.

      What’s the difference?

      Knowing the world and touching the world are completely different concepts.

      Like our story, even if you know the molecular structure of waterCombination of law.

      For people with “engineering thinking”, effective and efficient problem solving comes first.

      When it is time to use tape, use tape.

      Part Five of Engineering Thinking

      No silver bullet, but Lego

      What I want to talk about in this section is:

      1, there are few big killers in this world;

      2, but we must also dare to do things that grow tenfold;

      3. Use modular thinking, don’t repeat the invention of the wheel.

      The Myth of the Man and the Moon is a masterpiece of programming engineering. Among them, the author has a controversial point of view:

      No silver bullet.

      He advocates and asserts that within the next ten years (calculated from the publication of the article in 1986), there will not be any single software engineering breakthrough that can increase the productivity of program design by an order of magnitude.

      (However, the author believes that this assumption is no longer true.)

      I like the author ’s statement in “No Silver Bullet”:

      In folklore, among all the monsters that can make us full of nightmares, there are no more terrible than werewolves, because they will suddenly turn from ordinary people into horrible monsters, so people try to find miraculous things. The silver bullet that killed the werewolf in one shot.

      He believes that although we are eager for a silver bullet (technically or administratively), it is actually very difficult.

      The first step for humans to overcome the disease is to eliminate the demons and body fluids with the bacteria theory. It is this step that gives human hope, shatters all miraculous hopes, and tells people that progress is based on steps It is the right way to come to work hard and keep investing in cleanliness and good habits. Today, we face the same with software engineering.

      Regardless of the “integrated software development environment” speeding up productivity, abandoning the illusion of a secret weapon for one enemy is actually another illusion of abandoning “rich overnight”.

      This is especially important for entrepreneurs.

      Zuckerberg said: I mean, the real story may be boring, isn’t it?

      However, when we build a business model system, we can tend to pursue the possibility of ten times the speed.

      This is not contradictory.

      Also, although we should not pursue “silver bullets” like alchemists, we can have “Lego.”

      We mentioned “modular systems thinking” earlier.

      Engineering thinking, we must learn to use existing modules to build Lego blocks.

      In the movie “Rescue on Mars”, if the actor wants to survive, he must get communication with the earth, but he cannot re-invent a cosmic mobile phone, so he thought of a ready-made “module”:

      “Mars Pathfinder” probe.

      

      He then used the probe (and the tacit understanding with smart people on the planet) to reconnect with the planet.

      Let’s look at similar engineering thinking in business reality.

      Tesla Roadster is a pure electric sports car launched by Tesla Motors in 2008. Roadster is the first mass-produced all-electric sports car with a range of 200 miles using lithium-ion batteries.

      It looks amazing, right? But at the time, most people were dismissive of it.

      Tesla Roadster was developed on the basis of Lotus’ Elise sports car.

      Speaking of which, the three main technologies for electric vehicles are batteries, motors, and drivetrains. It doesn’t look like Tesla:

      • Tesla’s transmission technology comes from AC Propulsion;

      • Its battery is purchased from Panasonic’s 18650 battery;

      • Its motors are sourced from Tomita Electric, Taiwan.
        

        Traditional car manufacturers will also integrate the supply chain, but Tesla is completely “nothing”?

        Yes, this is the Lego magic in Engineering Thinking.

        

        This electric sports car was later shot into space

        In 2006, Google announced that it had acquired 1.67 billion U.S. dollars of shares in Youtube with only 67 employees for 20 months.

        (this case is from Jade’s article)

        Why are you willing to spend so much money? And at the time Google was actually making videos.

        The reasons are as follows:

        • Google must do video.

        • But Google VideoCan’t do Youtube.
          

          So, buy it.

          Of course, acquisition is not enough. Since it is a Lego game, it is important that you can integrate the modules together.

          After the acquisition, Google has several major things to do:

          

          Youtube has become a hen that lays golden eggs worth hundreds of billions of dollars.

          Similar cases include Facebook’s acquisition of the picture application Instagram for $ 1 billion and WhatsApp for $ 16 billion.

          And Toutiao acquired musical.ly today.

          Zuckerberg and Zhang Yiming are typical engineering thinking:

          Using modular thinking, like building Lego bricks, build a complete system to achieve ten times or even 100 times growth.

          Part 6 of Engineering Thinking: Verification, Testing, and Adjustment
          

          Let’s go back to Mars.

          Even if the actor in “Mars Rescue” has not found a way to live on the 63rd Mars day, and has not even contacted the earth, he still thinks backwards:

          What should I do in the best case?

          Of course, rush to the next (four years later) Interstellar Bus Station: Ares 4 stop.

          How far is it? 3200 kilometers. (The flight distance from Beijing to Shenzhen is 1800 kilometers)

          Is there a car? A space rover that can only run 35 kilometers on a full charge.

          

          The hero’s heroic operation is skipped, but the key is the “engineering thinking” reflected in this process:

          Reconstruction: Added batteries and solar panels to solve heating problems …

          Test: Test the distance of a battery near your habitat. In the process, you verified your predictions, and you also found the remaining problems of heating …

          Adjustment: Continuously increase test intensity, increase roaming mileage, test life support system, determine charging time, and continuously self-iterate …

          Version 1.0: go to 80 firstThis is the key to probability-based decision making.

          Understand probability, dance with certainty, make black and white decisions in a grayscale environment, and dare to embrace failure.

          The above are the “engineering thinking” necessary for entrepreneurs.

          Elon Musk said: People have great prejudice against risk, and everyone is trying to protect themselves.

          Interestingly, the reason why Space X has achieved so much is because of their “anti-rocket launch thinking.”

          The rocket launch thinking is to think “failure is not an option”, try to be foolproof and try your best to avoid losses.

          Space X’s Falcon 9 rocket has crashed into the sea countless times. They are sad and frustrated, and then come again, constantly adjusting, and finally succeeding.

          

          For entrepreneurs, keep in mind: Failure is not God saying no to you.

          Number nine in engineering thinking: Lonely me + entrusted team
          

          To start a business, you must go into the most lonely depth of yourself;

          Entrepreneurship can never be separated from a team worthy of trust.

          The former means that for a powerful team, the members must be guys who can make a mess of themselves.

          The latter means that everyone believes that the team members will “treat me like I do to him”.

          The relationship between the actor and team members in Mars Rescue is enviable.

          The actor’s suffering on Mars alone has never complained or complained to his partners.

          The willpower he shows is not like the superhero with thick eyes and big eyes, but a big boy who laughs at himself.

          This is the team spirit of an engineering minded person.

          What you want is “effective”, not “looking good”.

          A good team should be self-driven.

          

          The lead actor writes to the female captain, comforting her not to blame herself for “abandoning” herself:

          I have been working with you for two years since we started training until we reach Mars. I think my understanding of you is not deep, so I guess you must still blame yourself, thinking that my situation today is caused by you, that is,Relying on mathematical derivation, China’s first high-precision measurement standard instrument-air pressure balance was successfully developed.

          The problem is here:

          • Are not more powerful engineers at NASA than Elon Musk’s SpaceX?

          • Why is Huawei rising instead of more powerful companies?
            

            Someone asked Elon Musk: “Reducing the cost of launching, why haven’t so many experts and resources from NASA done your SpaceX?”

            Elon Musk replied, “Well, I think the real reason NASA can’t do it is because they have too many resources.”

            Three

            The world lacks top engineers, and even more bosses with top engineering thinking.

            In 2001, Elon Musk gave birth to the concept of “Mars Oasis”: in fact, it was intended to launch a sky-mounted cannon with plants on Mars to attract public interest in space exploration.

            As a result, he calculated the price and found that the price of the raw materials for the rocket was only 3% of the price of the rocket at that time.

            He came up with a business inspiration that traditional engineers couldn’t understand:

            Be a Southwest Airlines in the space transportation field.

            Don’t forget that Elon Musk has two degrees: a Bachelor of Economics from Wharton School and a Bachelor of Physics from Penn.

            Later, through vertical integration, producing 85% of its own launch equipment and software modules, SpaceX was able to reduce the launch price of the rocket to one-tenth and still have a 70% gross profit margin.

            Exactly, Elon Musk is a “technical contractor with dreams.”

            Elon Musk is also not the true founder of Tesla’s electric car, but he did two things for Tesla:

            1. Thinking about the technical possibilities of electric vehicles from the basic principles of physics;

            2. Consider the marketability of electric vehicles from a commercial perspective.

            About the first point, I have said it many times in various cases about the “first principle”.

            For example, his thinking on the most critical battery of electric vehicles is:

            • Most people will say that the battery pack is too expensive, and the efficiency of the battery is 600 US dollars per kilowatt hour;

            • But he will research, what is the material of the battery? Well, that’s copper, nickel, aluminum, carbon, and some polymers for separation and sealing.

            • Well, how much are these materials worth if you buy them on the London Steel Exchange?

            • Look, you only need 80 dollars per kWh.
              

              As a result, a seemingly impossible problem turned into an actionable path:

              As long as you think of clever ways to find these materials, and somehow form them into the shape of a battery, you can have cheap batteries.

              

              With regard to the second point, Tesla’s series of play reflects the aging of business:

              • First out of the sports car to occupy the hill,

              • Another S model will seize the luxury car market of more than 70,000 US dollars (because rich people want new toys),

              • An X-type SUV will be launched again (the wing gate is structured differently),

              • Another type 3 blood-washed BMW 3 Series market; and recently launched pickup trucks (the top three North American models are all pickup trucks),
                

                

                Wharton did not miss it.

                Elon Musk is by no means a technical genius. He can cross three fields. The key is to have “engineering thinking.”

                This also proves a bit of the universal value of engineering thinking.

                So, is it possible to give a rough formula:

                Entrepreneurial success = dream power✖️engineering power✖️business power

                No, I would think more rudely:

                Dream, engineering, and business are all part of engineering thinking.

                four

                In the book “Turning: Solving Business Problems with Engineer Thinking”, there are three basic characteristics of engineer thinking:

                The first is the ability to “foresee” structure without structure.

                The author believes that our world depends on structure.

                Analyze, optimize, imitate, predictSeeing the structure is not an easy task.

                For example, the structure of the helicopter “foreseen” by Da Vinci 500 years ago, as shown below:

                

                Jack Dorsey, one of the founders of Weibo ’s originator, drew a prototype of the product as early as 2000. It looks very rude, as shown below:

                

                In the above manuscript, Dorsey foresees a revolutionary structure: combining Internet and SMS services to provide users with services to share instant status.

                Whether it’s Da Vinci’s helicopter in the physical world or Dorsey’s Weibo in the digital world, he has foreseen an unprecedented structure without a structure.

                The second basic characteristic of engineer thinking is:

                Proficiently design under constraints.

                Because the purpose and meaning of engineering is to solve some practical problems in real life, it is bound to be “constrained”.

                The constraints here are, first of all, the constraints of scientific laws.

                There are also time constraints, financial constraints, resource constraints, competition constraints, human behavior constraints, and so on.

                The distance between dreams and reality and the commercial input-output ratio are also constraints. So I said earlier that in the formula for entrepreneurial success, engineering thinking includes “dream power” and “business power” as variables.

                Business needs to be restrained, otherwise how to create value? On what basis?

                For example, the entrepreneurial project “Future Ivy” I participated in. This is a product that is dedicated to enabling every Chinese family to share first-class educational ideas and resources.

                This project has a lot of “restraints.” Large companies are reluctant to do it, while small companies are not.

                These constraints have given me a sense of “uncertain security,” otherwise I would not be able to answer my torture to myself:

                Why do you do this?

                The third attribute of engineer thinking is about trade-offs:

                Thoughtful solutions and alternativesThe ability to make decisions.

                Resources and time are both limited and must be allocated according to priorities. Weak targets must be separated from strong targets.

                Under the constraints, we must learn to make trade-offs and make “grayscale recognition + black-and-white decision”.

                Tesla’s SUV, for example, has “give up” a lot of features that seem impossible to give up in order to “take” the eagle door. In Canada, summer camping and winter skiing are a tradition of many families. Therefore, the fuel tank SUV I drive, the storage box on the roof is almost essential, and I can pack all my family’s skis in one head.

                

                But Tesla’s SUV can’t put anything on the roof because it has an eagle wing door. This decision may not be possible without a weird guy like Elon Musk.

                However, in my opinion, this choice is wise.

                Someone asked me why I wanted to buy Tesla, and answered: please children.

                What do children like best? -Opened wings.

                Of course, the deeper reason is that the owners of Tesla’s electric SUVs are firstly because of their distinctive brands, and secondly, they are factors such as electric vehicles and experience.

                So, for the biggest variable of “different”, it is more important to make a less practical Eagle-wing door than to keep those practical roof racks.

                Fortunately, there are other ways to put skis on.

                

                Trade-off is a tug of war between feasibility, possibility, expectation and limitation.

                The harder case is how to make a decision in a known gray condition with insufficient conditions.

                That is, knowing that a manned rocket could explode, you have to press the button.

                Later, we will mention cases in this regard.

                As mentioned above: Structure, constraints, and trade-offs are the three magic weapons of engineer thinking.

                Five

                In the Internet era, “engineering thinking” is obscured by some more explicit concepts.

                For example, the pursuit of the ultimate