Without a degree and experience, you can get a high-paying tech job.

Most organizations follow this hiring rule: you chat with HR, interview with your future boss and other senior managers, and they make the final hiring choice.

If you've ever applied for a job, you know how arduous it can be. A newly snapped photo and a glossy resume template can wear you out. Applying to Google can change this experience.

According to an Universum report, Google is one of the world's most coveted employers. It's not simply the search giant's name and reputation that attract candidates, but its role requirements or lack thereof.

Candidates no longer need a beautiful resume, cover letter, Ivy League laurels, or years of direct experience. The company requires no degree or experience.

Elon Musk started it. He employed the two-hands test to uncover talented non-graduates. The billionaire eliminated the requirement for experience.

Google is deconstructing traditional employment with programs like the Google Project Management Degree, a free online and self-paced professional credential course.

Google's hiring is interesting. After its certification course, applicants can work in project management. Instead of academic degrees and experience, the company analyzes coursework.

Google finds the best project managers and technical staff in exchange. Google uses three strategies to find top talent.

Chase down the innovators

Google eliminates restrictions like education, experience, and others to find the polar bear amid the snowfall. Google's free project management education makes project manager responsibilities accessible to everyone.

Many jobs don't require a degree. Overlooking individuals without a degree can make it difficult to locate a candidate who can provide value to a firm.

Firsthand knowledge follows the same rule. A lack of past information might be an employer's benefit. This is true for creative teams or businesses that prefer to innovate.

Or when corporations conduct differently from the competition. No-experience candidates can offer fresh perspectives. Fast Company reports that people with no sales experience beat those with 10 to 15 years of experience.

Give the aptitude test first priority.

Google wants the best candidates. Google wouldn't be able to receive more applications if it couldn't screen them for fit. Its well-organized online training program can be utilized as a portfolio.

Google learns a lot about an applicant through completed assignments. It reveals their ability, leadership style, communication capability, etc. The course mimics the job to assess candidates' suitability.

Basic screening questions might provide information to compare candidates. Any size small business can use screening questions and test projects to evaluate prospective employees.

Effective training for employees

Businesses must train employees regardless of their hiring purpose. Formal education and prior experience don't guarantee success. Maintaining your employees' professional knowledge gaps is key to their productivity and happiness. Top-notch training can do that. Learning and development are key to employee engagement, says Bob Nelson, author of 1,001 Ways to Engage Employees.

Google's online certification program isn't available everywhere. Improving the recruiting process means emphasizing aptitude over experience and a degree. Instead of employing new personnel and having them work the way their former firm trained them, train them how you want them to function.

If you want to know more about Google’s recruiting process, we recommend you watch the movie “Internship.”

Steve Jobs' initial mission at Apple in 1997 was to destroy. He killed the Newton PDA and Macintosh clones. Apple stopped trying to please everyone under Jobs.

Afterward, there were few highly targeted moves. First, the pink iMac. Modest success. The iPod, iPhone, and iPad made Apple the world's most valuable firm. Each maneuver changed the company's center of gravity and won.

That's the idea behind Schwerpunkt, a German military term meaning "focus." Jobs didn't need to win everywhere, just where it mattered, so he focused Apple's resources on a few key goods. Finding your Schwerpunkt is more important than charts and analysis for excellent strategy.

Comparison of Relative Strength and Relative Weakness

The iPod, Apple's first major hit after Jobs' return, didn't damage Microsoft and the PC, but instead focused Apple's emphasis on a fledgling, fragmented market that generated "sucky" products. Apple couldn't have taken on the computer titans at this stage, yet it beat them.

The move into music players used Apple's particular capabilities, especially its ability to build simple, easy-to-use interfaces. Jobs' charisma and stature, along his understanding of intellectual property rights from Pixar, helped him build up iTunes store, which was a quagmire at the time.

In Good Strategy | Bad Strategy, management researcher Richard Rumelt argues that good strategy uses relative strength to counter relative weakness. To discover your main point, determine your abilities and where to effectively use them.

Steve Jobs did that at Apple. Microsoft and Dell, who controlled the computer sector at the time, couldn't enter the music player business. Both sought to produce iPod competitors but failed. Apple's iPod was nobody else's focus.

Finding The Center of Attention

In a military engagement, leaders decide where to focus their efforts by assessing commanders intent, the situation on the ground, the topography, and the enemy's posture on that terrain. Officers spend their careers learning about schwerpunkt.

Business executives must assess internal strengths including personnel, technology, and information, market context, competitive environment, and external partner ecosystems. Steve Jobs was a master at analyzing forces when he returned to Apple.

He believed Apple could integrate technology and design for the iPod and that the digital music player industry sucked. By analyzing competitors' products, he was convinced he could produce a smash by putting 1000 tunes in my pocket.

The only difficulty was there wasn't the necessary technology. External ecosystems were needed. On a trip to Japan to meet with suppliers, a Toshiba engineer claimed the company had produced a tiny memory drive approximately the size of a silver dollar.

Jobs knew the memory drive was his focus. He wrote a $10 million cheque and acquired exclusive technical rights. For a time, none of his competitors would be able to recreate his iPod with the 1000 songs in my pocket.

How to Enter the OODA Loop

John Boyd invented the OODA loop as a pilot to better his own decision-making. First OBSERVE your surroundings, then ORIENT that information using previous knowledge and experiences. Then you DECIDE and ACT, which changes the circumstance you must observe, orient, decide, and act on.

Steve Jobs used the OODA loop to decide to give Toshiba $10 million for a technology it had no use for. He compared the new information with earlier observations about the digital music market.

Then something much more interesting happened. The iPod was an instant hit, changing competition. Other computer businesses that competed in laptops, desktops, and servers created digital music players. Microsoft's Zune came out in 2006, Dell's Digital Jukebox in 2004. Both flopped.

By then, Apple was poised to unveil the iPhone, which would cause its competitors to Observe, Orient, Decide, and Act. Boyd named this OODA Loop infiltration. They couldn't gain the initiative by constantly reacting to Apple.

Microsoft and Dell were titans back then, but it's hard to recall. Apple went from near bankruptcy to crushing its competition via Schwerpunkt.

Rather than a destination, it is a journey

Trying to win everywhere is a strategic blunder. Win significant fights, not trivial skirmishes. Identifying a focal point to direct resources and efforts is the essence of Schwerpunkt.

When Steve Jobs returned to Apple, PC firms were competing, but he focused on digital music players, and the iPod made Apple a player. He launched the iPhone when his competitors were still reacting. When Steve Jobs said, "One more thing," at the end of a product presentation, he had a new focus.

Schwerpunkt isn't static; it's dynamic. Jobs' ability to observe, refocus, and modify the competitive backdrop allowed Apple to innovate consistently. His strategy was tailored to Apple's capabilities, customers, and ecosystem. Microsoft or Dell, better suited for the enterprise sector, couldn't succeed with a comparable approach.

There is no optimal strategy, only ones suited to a given environment, when relative strength might be used against relative weakness. Discovering the center of gravity where you can break through is more of a journey than a destination; it will become evident after you reach.

Hiring is difficult, but you shouldn't compromise on team members. Or it may suggest you need to look beyond years in a similar role/function.

Every hire should be someone we'd want as one of our first ten employees.

If you hire such people, your team will adapt, initiate, and problem-solve, and your company will grow. You'll stay nimble even as you scale, and you'll learn from your colleagues.

If you only hire for a specific role or someone who can execute the job, you'll become a cluster of optimizers, and talent will depart for a more fascinating company. A startup is continually changing, therefore you want individuals that embrace it.

As a leader, establishing ideal conditions for talent and having a real ideology should be high on your agenda. You can't eliminate attrition, nor would you want to, but you can hire people who will become your company's leaders.

In my last four jobs I was employee 2, 5, 3, and 5. So while this is all a bit self serving, you’re the one reading my writing — and I have some experience with who works out in the first ten!

First, we'll examine what they do well (and why they're beneficial for startups), then what they don't, and how to hire them.

First 10 are:

• Business partners: Because it's their company, they take care of whatever has to be done and have ideas about how to do it. You can rely on them to always put the success of the firm first because it is their top priority (company success is strongly connected with success for early workers). This approach will eventually take someone to leadership positions.
  

• High Speed Learners: They process knowledge quickly and can reach 80%+ competency in a new subject matter rather quickly. A growing business that is successful tries new things frequently. We have all lost a lot of money and time on employees who follow the wrong playbook or who wait for someone else within the company to take care of them.
  

• Autodidacts learn by trial and error, osmosis, networking with others, applying first principles, and reading voraciously (articles, newsletters, books, and even social media). Although teaching is wonderful, you won't have time.
  

• Self-scaling: They figure out a means to deal with issues and avoid doing the grunt labor over the long haul, increasing their leverage. Great people don't keep doing the same thing forever; as they expand, they use automation and delegation to fill in their lower branches. This is a crucial one; even though you'll still adore them, you'll have to manage their scope or help them learn how to scale on their own.
  

• Free Range: You can direct them toward objectives rather than specific chores. Check-ins can be used to keep them generally on course without stifling invention instead of giving them precise instructions because doing so will obscure their light.
  

• When people are inspired, they bring their own ideas about what a firm can be and become animated during discussions about how to get there.
  

• Novelty Seeking: They look for business and personal growth chances. Give them fresh assignments and new directions to follow around once every three months.

Here’s what the First Ten types may not be:

• Domain specialists. When you look at their resumes, you'll almost certainly think they're unqualified. Fortunately, a few strategically positioned experts may empower a number of First Ten types by serving on a leadership team or in advising capacities.
  

• Balanced. These people become very invested, and they may be vulnerable to many types of stress. You may need to assist them in managing their own stress and coaching them through obstacles. If you are reading this and work at Banza, I apologize for not doing a better job of supporting this. I need to be better at it.
  

• Able to handle micromanagement with ease. People who like to be in charge will suppress these people. Good decision-making should be delegated to competent individuals. Generally speaking, if you wish to scale.

Great startup team members have versatility, learning, innovation, and energy. When we hire for the function, not the person, we become dull and staid. Could this person go to another department if needed? Could they expand two levels in a few years?

First Ten qualities and experience level may have a weak inverse association. People with 20+ years of experience who had worked at larger organizations wanted to try something new and had a growth mentality. College graduates may want to be told what to do and how to accomplish it so they can stay in their lane and do what their management asks.

Does the First Ten archetype sound right for your org? Cool, let’s go hiring. How will you know when you’ve found one?

• They exhibit adaptive excellence, excelling at a variety of unrelated tasks. It could be hobbies or professional talents. This suggests that they will succeed in the next several endeavors they pursue.
  

• Successful risk-taking is doing something that wasn't certain to succeed, sometimes more than once, and making it do so. It's an attitude.
  

• Rapid Rise: They regularly change roles and get promoted. However, they don't leave companies when the going gets tough. Look for promotions at every stop and at least one position with three or more years of experience.

You can ask them:

• Tell me about a time when you started from scratch or achieved success. What occurred en route? You might request a variety of tales from various occupations or even aspects of life. They ought to be energized by this.
  

• What new skills have you just acquired? It is not required to be work-related. They must be able to describe it and unintentionally become enthusiastic about it.
  

• Tell me about a moment when you encountered a challenge and had to alter your strategy. The core of a startup is reinventing itself when faced with obstacles.
  

• Tell me about a moment when you eliminated yourself from a position at work. They've demonstrated they can permanently solve one issue and develop into a new one, as stated above.
  

• Why do you want to leave X position or Y duty? These people ought to be moving forward, not backward, all the time. Instead, they will discuss what they are looking forward to visiting your location.
  

• Any questions? Due to their inherent curiosity and desire to learn new things, they should practically never run out of questions. You can really tell if they are sufficiently curious at this point.

People who see their success as being the same as the success of the organization are the best-case team members, in any market. They’ll grow and change with the company, and always try to prioritize what matters. You’ll find yourself more energized by your work because you’re surrounded by others who are as well. Happy teambuilding!

Many people find the internet's various business models bewildering.

This article summarizes 31 startup e-books.

1. Using the freemium business model (free plus premium),

The freemium business model offers basic software, games, or services for free and charges for enhancements.

Examples include Slack, iCloud, and Google Drive

Provide a rudimentary, free version of your product or service to users.

Google Drive and Dropbox offer 15GB and 2GB of free space but charge for more.

Freemium business model details (Click here)

2. The Business Model of Subscription

Subscription business models sell a product or service for recurring monthly or yearly revenue.

Examples: Tinder, Netflix, Shopify, etc

It's the next step to Freemium if a customer wants to pay monthly for premium features.

Subscription Business Model (Click here)

3. A market-based business strategy

It's an e-commerce site or app where third-party sellers sell products or services.

Examples are Amazon and Fiverr.

• On Amazon's marketplace, a third-party vendor sells a product.

• Freelancers on Fiverr offer specialized skills like graphic design.

Marketplace's business concept is explained.

4. Business plans using aggregates

In the aggregator business model, the service is branded.

Uber, Airbnb, and other examples

Marketplace and Aggregator business models differ.

Amazon and Fiverr link merchants and customers and take a 10-20% revenue split.

Uber and Airbnb-style aggregator Join these businesses and provide their products.

5. The pay-as-you-go concept of business

This is a consumption-based pricing system. Cloud companies use it.

Example: Amazon Web Service and Google Cloud Platform (GCP) (AWS)

AWS, an Amazon subsidiary, offers over 200 pay-as-you-go cloud services.

“In short, the more you use the more you pay”

When it's difficult to divide clients into pricing levels, pay-as-you is employed.

6. The business model known as fee-for-service (FFS)

FFS charges fixed and variable fees for each successful payment.

For instance, PayU, Paypal, and Stripe

Stripe charges 2.9% + 30 per payment.

These firms offer a payment gateway to take consumer payments and deposit them to a business account.

Fintech business model

7. EdTech business strategy

In edtech, you generate money by selling material or teaching as a service.

edtech business models

Freemium When course content is free but certification isn't, e.g. Coursera

FREE TRIAL SkillShare offers free trials followed by monthly or annual subscriptions.

Self-serving marketplace approach where you pick what to learn.

Ad-revenue model The company makes money by showing adverts to its huge user base.

Lock-in business strategy

Lock in prevents customers from switching to a competitor's brand or offering.

It uses switching costs or effort to transmit (soft lock-in), improved brand experience, or incentives.

Apple, SAP, and other examples

Apple offers an iPhone and then locks you in with extra hardware (Watch, Airpod) and platform services (Apple Store, Apple Music, cloud, etc.).

9. Business Model for API Licensing

APIs let third-party apps communicate with your service.

Uber and Airbnb use Google Maps APIs for app navigation.

Examples are Google Map APIs (Map), Sendgrid (Email), and Twilio (SMS).

Business models for APIs

1. Free: The simplest API-driven business model that enables unrestricted API access for app developers. Google Translate and Facebook are two examples.

2. Developer Pays: Under this arrangement, service providers such as AWS, Twilio, Github, Stripe, and others must be paid by application developers.

3. The developer receives payment: These are the compensated content producers or developers who distribute the APIs utilizing their work. For example, Amazon affiliate programs

10. Open-source enterprise

Open-source software can be inspected, modified, and improved by anybody.

For instance, use Firefox, Java, or Android.

Google paid Mozilla $435,702 million to be their primary search engine in 2018.

Open-source software profits in six ways.

1. Paid assistance The Project Manager can charge for customization because he is quite knowledgeable about the codebase.

2. A full database solution is available as a Software as a Service (MongoDB Atlas), but there is a fee for the monitoring tool.

3. Open-core design R studio is a better GUI substitute for open-source applications.

4. sponsors of GitHub Sponsorships benefit the developers in full.

5. demands for paid features Earn Money By Developing Open Source Add-Ons for Current Products

Open-source business model

11. The business model for data

If the software or algorithm collects client data to improve or monetize the system.

Open AI GPT3 gets smarter with use.

Foursquare allows users to exchange check-in locations.

Later, they compiled large datasets to enable retailers like Starbucks launch new outlets.

12. Business Model Using Blockchain

Blockchain is a distributed ledger technology that allows firms to deploy smart contracts without a central authority.

Examples include Alchemy, Solana, and Ethereum.

Business models using blockchain

1. Economy of tokens or utility When a business uses a token business model, it issues some kind of token as one of the ways to compensate token holders or miners. For instance, Solana and Ethereum

2. Bitcoin Cash P2P Business Model Peer-to-peer (P2P) blockchain technology permits direct communication between end users. as in IPFS

3. Enterprise Blockchain as a Service (Baas) BaaS focuses on offering ecosystem services similar to those offered by Amazon (AWS) and Microsoft (Azure) in the web 3 sector. Example: Ethereum Blockchain as a Service with Bitcoin (EBaaS).

4. Blockchain-Based Aggregators With AWS for blockchain, you can use that service by making an API call to your preferred blockchain. As an illustration, Alchemy offers nodes for many blockchains.

13. The free-enterprise model

In the freeterprise business model, free professional accounts are led into the funnel by the free product and later become B2B/enterprise accounts.

For instance, Slack and Zoom

Freeterprise companies flourish through collaboration.

Start with a free professional account to build an enterprise.

14. Business plan for razor blades

It's employed in hardware where one piece is sold at a loss and profits are made through refills or add-ons.

Gillet razor & blades, coffee machine & beans, HP printer & cartridge, etc.

Sony sells the Playstation console at a loss but makes up for it by selling games and charging for online services.

Advantages of the Razor-Razorblade Method

1. lowers the risk a customer will try a product. enables buyers to test the goods and services without having to pay a high initial investment.

2. The product's ongoing revenue stream has the potential to generate sales that much outweigh the original investments.

Razor blade business model

15. The business model of direct-to-consumer (D2C)

In D2C, the company sells directly to the end consumer through its website using a third-party logistic partner.

Examples include GymShark and Kylie Cosmetics.

D2C brands can only expand via websites, marketplaces (Amazon, eBay), etc.

D2C benefits

• Lower reliance on middlemen = greater profitability

• You now have access to more precise demographic and geographic customer data.

• Additional space for product testing

• Increased customisation throughout your entire product line-Inventory Less

16. Business model: White Label vs. Private Label

Private label/White label products are made by a contract or third-party manufacturer.

Most amazon electronics are made in china and white-labeled.

Amazon supplements and electronics.

Contract manufacturers handle everything after brands select product quantities on design labels.

17. The franchise model

The franchisee uses the franchisor's trademark, branding, and business strategy (company).

For instance, KFC, Domino's, etc.

Subway, Domino, Burger King, etc. use this business strategy.

Many people pick a franchise because opening a restaurant is risky.

18. Ad-based business model

Social media and search engine giants exploit search and interest data to deliver adverts.

Google, Meta, TikTok, and Snapchat are some examples.

Users don't pay for the service or product given, e.g. Google users don't pay for searches.

In exchange, they collected data and hyper-personalized adverts to maximize revenue.

19. Business plan for octopuses

Each business unit functions separately but is connected to the main body.

Instance: Oyo

OYO is Asia's Airbnb, operating hotels, co-working, co-living, and vacation houses.

20, Transactional business model, number

Sales to customers produce revenue.

E-commerce sites and online purchases employ SSL.

Goli is an ex-GymShark.

21. The peer-to-peer (P2P) business model

In P2P, two people buy and sell goods and services without a third party or platform.

Consider OLX.

22. P2P lending as a manner of operation

In P2P lending, one private individual (P2P Lender) lends/invests or borrows money from another (P2P Borrower).

Instance: Kabbage

Social lending lets people lend and borrow money directly from each other without an intermediary financial institution.

23. A business model for brokers

Brokerages charge a commission or fee for their services.

Examples include eBay, Coinbase, and Robinhood.

Brokerage businesses are common in Real estate, finance, and online and operate on this model.

1. Buy/sell similar models Examples include financial brokers, insurance brokers, and others who match purchase and sell transactions and charge a commission.

2. These brokers charge an advertiser a fee based on the date, place, size, or type of an advertisement. This is known as the classified-advertiser model. For instance, Craiglist

24. Drop shipping as an industry

Dropshipping allows stores to sell things without holding physical inventories.

When a customer orders, use a third-party supplier and logistic partners.

Retailer product portfolio and customer experience Fulfiller The consumer places the order.

Dropshipping advantages

• Less money is needed (Low overhead-No Inventory or warehousing)

• Simple to start (costs under $100)

• flexible work environment

• New product testing is simpler

25. Business Model for Space as a Service

It's centered on a shared economy that lets millennials live or work in communal areas without ownership or lease.

Consider WeWork and Airbnb.

WeWork helps businesses with real estate, legal compliance, maintenance, and repair.

26. The business model for third-party logistics (3PL)

In 3PL, a business outsources product delivery, warehousing, and fulfillment to an external logistics company.

Examples include Ship Bob, Amazon Fulfillment, and more.

3PL partners warehouse, fulfill, and return inbound and outbound items for a charge.

Inbound logistics involves bringing products from suppliers to your warehouse.

Outbound logistics refers to a company's production line, warehouse, and customer.

27. The last-mile delivery paradigm as a commercial strategy

Last-mile delivery is the collection of supply chain actions that reach the end client.

Examples include Rappi, Gojek, and Postmates.

Last-mile is tied to on-demand and has a nighttime peak.

28. The use of affiliate marketing

Affiliate marketing involves promoting other companies' products and charging commissions.

Examples include Hubspot, Amazon, and Skillshare.

Your favorite youtube channel probably uses these short amazon links to get 5% of sales.

Affiliate marketing's benefits

• In exchange for a success fee or commission, it enables numerous independent marketers to promote on its behalf.

• Ensure system transparency by giving the influencers a specific tracking link and an online dashboard to view their profits.

• Learn about the newest bargains and have access to promotional materials.

29. The business model for virtual goods

This is an in-app purchase for an intangible product.

Examples include PubG, Roblox, Candy Crush, etc.

Consumables are like gaming cash that runs out. Non-consumable products provide a permanent advantage without repeated purchases.

30. Business Models for Cloud Kitchens

Ghost, Dark, Black Box, etc.

Delivery-only restaurant.

These restaurants don't provide dine-in, only delivery.

For instance, NextBite and Faasos

31. Crowdsourcing as a Business Model

Crowdsourcing = Using the crowd as a platform's source.

In crowdsourcing, you get support from people around the world without hiring them.

Crowdsourcing sites

1. Open-Source Software gives access to the software's source code so that developers can edit or enhance it. Examples include Firefox browsers and Linux operating systems.

2. Crowdfunding The oculus headgear would be an example of crowdfunding in essence, with no expectations.

It’s simply not conceivable, or at least not credible.

One of the most touted selling points of Crypto has always been this grandiose idea of decentralization. Bitcoin first arose in 2009 after the housing crisis and subsequent crash that came with it. It aimed to solve this supposed issue of centralization. Nobody “owns” Bitcoin in theory, so the idea then goes that it won’t be subject to the same downfalls that led to the 2008 crash or similarly speculative events that led to the 2008 disaster. The issue is the banks, not the human nature associated with the greedy individuals running them.

Subsequent blockchains have attempted to fix many of the issues of Bitcoin by increasing capacity, decreasing the costs and processing times associated with Bitcoin, and expanding what can be done with their blockchains. Since nobody owns Bitcoin, it hasn’t really been able to be expanded on. You have people like Vitalk Buterin, however, that actively work on Ethereum though.

The leap from Bitcoin to Ethereum was a massive leap toward centralization, and the trend has only gotten worse. In fact, crypto has since become almost exclusively centralized in recent years.

Decentralization is only good in theory

It’s a good idea. In fact, it’s a wonderful idea. However, like other utopian societies, individuals misjudge human nature and greed. In a perfect world, decentralization would certainly be a wonderful idea because sure, people may function as their own banks, move payments immediately, remain anonymous, and so on. However, underneath this are a couple issues:

• You can already send money instantaneously today.

• They are not decentralized.

• Decentralization is a bad idea.

• Being your own bank is a stupid move.

Let’s break these down. Some are quite simple, but lets have a look.

Sending money right away

One thing with crypto is the idea that you can send payments instantly. This has pretty much been entirely solved in current times. You can transmit significant sums of money instantly for a nominal cost and it’s instantaneously cleared. Venmo was launched in 2009 and has since increased to prominence, and currently is on most people's phones. I can directly send ANY amount of money quickly from my bank to another person's Venmo account.

Comparing that with ETH and Bitcoin, Venmo wins all around. I can send money to someone for free instantly in dollars and the only fee paid is optional depending on when you want it.

Both Bitcoin and Ethereum are subject to demand. If the blockchains have a lot of people trying to process transactions fee’s go up, and the time that it takes to receive your crypto takes longer. When Ethereum gets bad, people have reported spending several thousand of dollars on just 1 transaction.

These transactions take place via “miners” bundling and confirming transactions, then recording them on the blockchain to confirm that the transaction did indeed happen. They charge fees to do this and are also paid in Bitcoin/ETH. When a transaction is confirmed, it's then sent to the other users wallet. This within itself is subject to lots of controversy because each transaction needs to be confirmed 6 times, this takes massive amounts of power, and most of the power is wasted because this is an adversarial system in which the person that mines the transaction gets paid, and everyone else is out of luck. Also, these could theoretically be subject to a “51% attack” in which anyone with over 51% of the mining hash rate could effectively control all of the transactions, and reverse transactions while keeping the BTC resulting in “double spending”.

There are tons of other issues with this, but essentially it means: They rely on these third parties to confirm the transactions. Without people confirming these transactions, Bitcoin stalls completely, and if anyone becomes too dominant they can effectively control bitcoin.

Not to mention, these transactions are in Bitcoin and ETH, not dollars. So, you need to convert them to dollars still, and that's several more transactions, and likely to take several days anyway as the centralized exchange needs to send you the money by traditional methods.

They are not distributed

That takes me to the following point. This isn’t decentralized, at all. Bitcoin is the closest it gets because Satoshi basically closed it to new upgrades, although its still subject to:

• Whales

• Miners

It’s vital to realize that these are often the same folks. While whales aren’t centralized entities typically, they can considerably effect the price and outcome of Bitcoin. If the largest wallets holding as much as 1 million BTC were to sell, it’d effectively collapse the price perhaps beyond repair. However, Bitcoin can and is pretty much controlled by the miners. Further, Bitcoin is more like an oligarchy than decentralized. It’s been effectively used to make the rich richer, and both the mining and price is impacted by the rich. The overwhelming minority of those actually using it are retail investors. The retail investors are basically never the ones generating money from it either.

As far as ETH and other cryptos go, there is realistically 0 case for them being decentralized. Vitalik could not only kill it but even walking away from it would likely lead to a significant decline. It has tons of issues right now that Vitalik has promised to fix with the eventual Ethereum 2.0., and stepping away from it wouldn’t help.

Most tokens as well are generally tied to some promise of future developments and creators. The same is true for most NFT projects. The reason 99% of crypto and NFT projects fail is because they failed to deliver on various promises or bad dev teams, or poor innovation, or the founders just straight up stole from everyone. I could go more in-depth than this but go find any project and if there is a dev team, company, or person tied to it then it's likely, not decentralized. The success of that project is directly tied to the dev team, and if they wanted to, most hold large wallets and could sell it all off effectively killing the project. Not to mention, any crypto project that doesn’t have a locked contract can 100% be completely rugged and they can run off with all of the money.

Decentralization is undesirable

Even if they were decentralized then it would not be a good thing. The graphic above indicates this is effectively a rich person’s unregulated playground… so it’s exactly like… the very issue it tried to solve?

Not to mention, it’s supposedly meant to prevent things like 2008, but is regularly subjected to 50–90% drawdowns in value? Back when Bitcoin was only known in niche parts of the dark web and illegal markets, it would regularly drop as much as 90% and has a long history of massive drawdowns.

The majority of crypto is blatant scams, and ALL of crypto is a “zero” or “negative” sum game in that it relies on the next person buying for people to make money. This is not a good thing. This has yet to solve any issues around what caused the 2008 crisis. Rather, it seemingly amplified all of the bad parts of it actually. Crypto is the ultimate speculative asset and realistically has no valuation metric. People invest in Apple because it has revenue and cash on hand. People invest in crypto purely for speculation. The lack of regulation or accountability means this is amplified to the most extreme degree where anything goes: Fraud, deception, pump and dumps, scams, etc. This results in a pure speculative madhouse where, unsurprisingly, only the rich win. Not only that but the deck is massively stacked in against the everyday investor because you can’t do a pump and dump without money.

At the heart of all of this is still the same issues: greed and human nature. However, in setting out to solve the issues that allowed 2008 to happen, they made something that literally took all of the bad parts of 2008 and then amplified it. 2008, similarly, was due to greed and human nature but was allowed to happen due to lack of oversite, rich people's excessive leverage over the poor, and excessive speculation. Crypto trades SOLELY on human emotion, has 0 oversite, is pure speculation, and the power dynamic is just as bad or worse.

Why should each individual be their own bank?

This is the last one, and it's short and basic. Why do we want people functioning as their own bank? Everything we do relies on another person. Without the internet, and internet providers there is no crypto. We don’t have people functioning as their own home and car manufacturers or internet service providers. Sure, you might specialize in some of these things, but masquerading as your own bank is a horrible idea.

I am not in the banking industry so I don’t know all the issues with banking. Most people aren’t in banking or crypto, so they don’t know the ENDLESS scams associated with it, and they are bound to lose their money eventually.

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