A Quote by David Cone
We charted individual pitches by hand, so I had that data from game to game, but from year to year, I didn't really have that data, because a lot of times it was discarded.
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We've seen a lot of data at YC now, and the most successful companies and the ones where the investors do the best... end up giving a lot of stock out to employees- year after year after year.
My goal every year is to come in and be consistent. It doesn't matter if it's the first game of the year or it's the last game of the year.
Biases and blind spots exist in big data as much as they do in individual perceptions and experiences. Yet there is a problematic belief that bigger data is always better data and that correlation is as good as causation.
I would never play an extra year for money. I play the game because I love it. I just so happen to get paid. If I don't feel I still enjoy the game, I can care less what a year is worth. I'm not going to play the game just because of money.
Theres a little more margin for error this year. Last year, it felt like we had to win every game. That wasnt a lot of fun.
The opener is always very difficult every single year. It Really doesn't matter whom you play. The opener is difficult because you've got more time to prepare for one game than you do any game the rest of the year because you've got all spring, all summer to prepare for this opponent.
So, what we do as the game accesses the Blu-ray disc, is we take any data that was accessed and we put it on the hard drive. And if then if there is idle time, we go ahead and copy the remaining data to the hard drive. And what that means is after an hour or two, the game is on the hard drive, and you have access, you have dramatically quicker loading And you have the ability to do some truly high-speed streaming.
There's a cumulative effort within the course of a game, a series, and a season, too, where you see so many pitches and have so many at-bats that you can wear down an opponent. Once you develop that reputation as a club, year after year, players come in, and they tend to fit in with that profile.
The goals for Virginia lacrosse don't change a lot from year to year. We look at the lineup, start every year on Sept. 1 with the realistic goal to play at the end of the season, the very last game. This team has the talent to be able to do that.
The Wyoming game in 1974, my third year as head coach. My first year, we were 7-4; the second year, we went 5-6; the third year started out 0-3-1. Some of the players got together and had a team meeting to get a few things straightened out. Starting with the Wyoming game, we won 6 straight games and won our first conference championship, the second in BYU's history. We went to the Fiesta Bowl, the first of many bowl games for the Cougars.
The USA Freedom Act does not propose that we abandon any and all efforts to analyze telephone data, what we're talking about here is a program that currently contemplates the collection of all data just as a routine matter and the aggregation of all that data in one database. That causes concerns for a lot of people... There's a lot of potential for abuse.
You know, when you look at it, a lot of the time you have guys that have one or two good years - you know, really, really special years - but then they don't do anything after that. But, like, to be at the top of the game year in and year out consistently has really always been the goal.
What's going on in the game today... it's data vs. art - that's what it comes down to for me. Art being the human heartbeat, data being numbers, the math, etc. I believe there's a balance to be struck right there.
To me, it was never about what I accomplished on the football field. It was about the way I played the game. I played the game with a lot of determination, a lot of poise, a lot of pride and I think what you saw out there...was an individual who really just loved the game.
Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.
Most of 'big data' is a fraud because it is really 'dumb data.'
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