The US government, citing national security authorities, has issued an export control directive to suspend all access to Fable 5 and Mythos 5 by any foreign national, whether inside or outside the United States, including foreign national Anthropic employees. The net effect of this order is that we must abruptly disable Fable 5 and Mythos 5 for all our customers to ensure compliance. Access to all other Claude models is not affected. We apologize for this disruption to our customers. We believe this is a misunderstanding and are working to restore access as soon as possible. Read our full statement: anthropic.com/news/fable-myt…

In grindmaxxing there are a couple of questions inside it. First question is that whether you should do it or not, and to what level. I don’t think there is one right answer because it is situational and plays into the dynamics of the market. Most startups the mode is either finding PMF or scaling that. PMF is about building, talking to customers and learning from those activities. There is some level of grind involved but I think the risk of too much grind and you don't internalize the learnings enough to correct the path. The speed makes you blind. Then at scaling, there can be grind because the business is booming, but goal should be finding leverage to scale effectively. With leadership, hiring, with processes, software, anything. Then there can be higher urgency when you are in some landgrab moment where there is real advantage in being first. Many will over-index on being the first, often it doesn't matter the way you think it would. It matters when you learn from it, because you gain advantage being the first to learn, not because you somehow automatically capture the market and can keep it. Often in reality doesn't really matter much if someone comes later with lot better product or experience. Customer will gravitate to the better solution, not to the solution that was first. And I think you can be fast in different ways. You can be very fast but have a very inefficient model. Or you can have a very efficient model and use less effort to the get same speed. The latter will might be slower at first, but will be more compounding and more scalable in long run. For example in the beginning, you might be onboarding every customer. But eventually you have to realize it probably won’t scale, your and your team's time is not leveraged well, you don't learn much from repeating that over and over. You have to find leverage from the product, or some other solution that doesn’t require as many human hours. So many startups and teams do have to work a lot and intensively. But there will always be a tradeoff to consider. Teams will burn out. Mistakes will happen. Bad decisions will be made. A lot of the work might be wasteful if the team never stops to consider. Sometimes it is not an option. You have to grind through it. I get that. But you as a founder can still choose the culture, the values, the operating principles. Is it based on grind, or is it based on something else? Grind is not always optional, but culture built around grind is. -- And second questions which the most interesting part to me, which is always optional, if you make the grind as part of the narrative and the brand. Does the grind narrative actually make your brand better or more valuable for customers? I’d argue only a few businesses benefit from the grind narrative. Most probably do not. For example, when I joined Coinbase early, we knew that trust was the most important thing. We had to be secure and project stability and trust. That was what I was also trying to do with design. The team also did it on the legal side by trying to be the trusted option operating from the US instead of the Caymans or China or somewhere else (many of those are now gone). In the aspect of trust, in domains where you want high trust and stability, like banking, security, databases, payments, insurance, infrastructure, etc., the grindmaxxing narrative doesn’t make me trust the vendor more. It makes me trust it less. Because it makes me think about the mistakes that might eventually happen, or the risk complete implosion of the vendor. I always evaluate vendors on their culture and brand. I want my vendors trustworthy and operating values that provide stability. We’ve picked vendors over others because we sensed stability and a kind of unhurried expertise. And often we have picked right. I don’t want to buy vendors and then have them create problems for us, or force us to find another vendor a couple years later. When you work in a high-trust domain and sell to businesses, the better story is almost how stable and boring your operations are. I want people operating in healthy way, making solid decisions, focusing on operational excellence not building cafes, sleeping at the office or other various side quests.

Opus 4.8 is a very strange model. Clearly Anthropic tried to improve honesty, which is commendable. However, the model's curiosity (already worse in 4.7) degraded further. Result is a judgmental personality sycophancy sooo much hedging. Basically the opposite of Opus 3.

One of the best things you can do for aging parents is to constantly plan things 1-2 years out so they always have something to look forward to. ⁣ ⁣ Listen and Learn: youtube.com/watch?v=49Xnp6QB…

Not really The only time we’ve regretted it is when we’ve done it without being first burned by an existing tool This is just the circle of vertical integration life

NEW: Nebraska woman hospitalized after a dog in another vehicle accidentally fired a shotgun at her.

This is brilliant. 'I write a paragraph about why I should take a meeting.' If you should take the meeting it's easy to do, but if you start writing and you're like “I don’t want to do this,” then the meeting is a waste of time. "For the things that I think are really important when I’m like, “I got to write that paragraph, I could write 20 pages. It's easy” A lot of otherwise smart people, don't spend enough time thinking about what they're working on.

The best career advice is still brutally simple: become useful in a way that is hard to fake.

"it's better to be an optimist and wrong than to be a pessimist and correct"

At every level of every profession there are two types of people: 1. Those who got there due to their craft 2. Those who got there due to social mimicry and manoevring Paradoxically, it gets *harder* to tell the difference the higher up you get, because the chameleons get so good at always saying the same things that the real experts do. They become like an LLM trained on the responses of experts, by being in rooms filled with experts. IMHO the hardest part of hiring and partner selection is learning the subtle differences between real mastery and surface level mimicry at higher and higher levels of play. It’s an arms race, because as soon as the mimics learn that you are going to test for X, they learn how to say X. So you need to build a secret book of subtle signals that helps you differentiate between real value and mimicked value.

MrBeast: "If my mental health was a priority I wouldn't be as successful as I am" "I obviously never would have buried myself alive for seven days. There's a reason no one makes videos like me, not even close. Because no one wants to live the life I live" "There were months I'm flying 200 days a year on a plane. To get these videos done I do everything" "Something I always tell myself is how you feel right now is why no one else does what you do. If you push through this that's just even more of a reason why no one will ever be who you are" "Once you make a couple million dollars why would you live the life I live? Why would you not take weekends off? Why would you not prioritize your sanity? It makes no sense. But that's why no one else does it"

Michael Seibel, Managing Director at Y Combinator, on why shipping a crappy product in under a month beats building a perfect one for a year: Michael starts with a simple challenge: "Do you remember the day Snapchat launched? Do you remember the day Instagram launched? Do you remember the day that WhatsApp launched? Remember the day that Uber or Lyft launched? Most likely you don't." His point cuts against how most founders think about launch day: "It turns out that launching is nowhere near as significant event to your users as it is to you. So, you should move up the launch as soon as possible." The reason comes down to validation. "Until you can get your product in front of customers, you can't validate whether it solves their problem. And so, it's much better to build a crappier product, release it sooner, and get it out there in front of customers, see if they want to use it." @mwseibel acknowledges the approach isn't universal: "There's some exceptions. In some extremely regulated markets like banking, for example, or lending, it's just really hard to launch. You actually have to get one s*** done before you're even allowed to get customers." But for most founders, the bar is far lower than they think: "In most consumer and B2B startups that we encounter, it's actually possible to get some form of MVP built and launched in less than a month. And so, that's what you should be thinking about."

We're excited to partner with Google to offer Grounding With Exa inside of Gemini models! Using Exa's agent-first search, Gemini models can now access billions of websites, technical docs, papers, people, companies, and more. 10^18🤝10^100

🤭

Imagine every pixel on your screen, streamed live directly from a model. No HTML, no layout engine, no code. Just exactly what you want to see. @eddiejiao_obj, @drewocarr and I built a prototype to see how this could actually work, and set out to make it real. We're calling it Flipbook. (1/5)

in jan we migrated to a monorepo and have since replaced: - notion docs → markdown - hosted prompts service → in-house prompts package - webflow → next.js - posthog feature flags → yaml files no SaaS is safe in 2026

Joe Mazzulla on dealing with praise: “Praise is just as dangerous as criticism. You just have to remind yourself that neither one lasts too long. And, really, at the end of the day, they're going to forget about you eventually. This is all just a short-term thing that’s going to last a few years, and then 10-15, years from now, nobody is going to talk about you. So it really doesn’t matter.”