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About this episode
Patterns of Eternity
It is often said that history repeats itself. There is little doubt that due to human nature, technological cycles, economic phases, and daily life tend to follow familiar patterns. Nations are oppressed, they fight for freedom. A revolution, often bloody, reshapes the fate of a polarized society. The oppressed win and, with songs on their lips, proclaim ideas of freedom. This state doesn’t last long, however, as power corrupts—as Lord Acton once said. After some time, something in the system shifts, and those who were once oppressed begin to oppress their former oppressors. And so the cycle repeats. In business, it's similar. A company emerges out of nowhere, achieves success. This state lasts a few years, or in some cases, decades, until eventually someone comes along and disrupts the established order. Giants fall into history, and new ones rise from their ashes. In small towns, wealth accumulates around families running businesses. Within a few seasons, they become the wealthiest family; everyone talks about them. Then something happens—either they go bankrupt or get into trouble with the law, after which they disappear from the scene. For a time, legends circulate about how wealthy and influential they once were. Locals remember their grand house, and the most prominent family tomb remains in the cemetery. Those who learn from history strive to preserve the memory of their greatness forever. They invest in a "legacy"—something intended to outlast them. In America, they fund universities or build infrastructure. Leaders have monuments erected in their honor, and biographies are written about businessmen. Scientists lend their names to discoveries, formulas, or inventions. Everyone wants to live forever, hoping that the memory of their achievements will overshadow the negative stories of their lives. Sometimes this works; sometimes it doesn’t. Technologies, too, have their cycles. The most groundbreaking ones, even when no longer protected by patents, remain part of our daily lives. Georges de Mestral, who invented Velcro in the 1940s, knew that his invention needed to reach "the masses." Today, we can’t imagine a ski jacket or motorcycle gear without Velcro. His invention only became widespread, however, after NASA used it in astronaut suits. We all use the Internet, but only a few know who developed the TCP/IP protocol. The same goes for medicines and consumer electronics. Historical, economic, and technological cycles share another distinctive element. Each new cycle champions an ideal and negates the previous state. This pairing—new and old—is ever-present, like the sun and the moon, night and day. To communicate with people, the masses, you need models, simple frameworks. Only then can they understand and accept. In a short span, people cannot grasp abstract concepts. Effective marketing, therefore, points out the flaws of the previous solution and finds patterns associated with well-being. "Don’t eat chemically stimulated food; eat organic because it’s healthy." "Don’t use combustion engine cars; use clean energy." And even though we sense a certain manipulation in such messages, we accept it. We even actively seek out these patterns. Because each of us likes to complain and believes in a better tomorrow.
It is often said that history repeats itself. There is little doubt that due to human nature, technological cycles, economic phases, and daily life tend to follow familiar patterns. Nations are oppressed, they fight for freedom. A revolution, often bloody, reshapes the fate of a polarized society. The oppressed win and, with songs on their lips, proclaim ideas of freedom. This state doesn’t last long, however, as power corrupts—as Lord Acton once said. After some time, something in the system shifts, and those who were once oppressed begin to oppress their former oppressors. And so the cycle repeats. In business, it's similar. A company emerges out of nowhere, achieves success. This state lasts a few years, or in some cases, decades, until eventually someone comes along and disrupts the established order. Giants fall into history, and new ones rise from their ashes. In small towns, wealth accumulates around families running businesses. Within a few seasons, they become the wealthiest family; everyone talks about them. Then something happens—either they go bankrupt or get into trouble with the law, after which they disappear from the scene. For a time, legends circulate about how wealthy and influential they once were. Locals remember their grand house, and the most prominent family tomb remains in the cemetery. Those who learn from history strive to preserve the memory of their greatness forever. They invest in a "legacy"—something intended to outlast them. In America, they fund universities or build infrastructure. Leaders have monuments erected in their honor, and biographies are written about businessmen. Scientists lend their names to discoveries, formulas, or inventions. Everyone wants to live forever, hoping that the memory of their achievements will overshadow the negative stories of their lives. Sometimes this works; sometimes it doesn’t. Technologies, too, have their cycles. The most groundbreaking ones, even when no longer protected by patents, remain part of our daily lives. Georges de Mestral, who invented Velcro in the 1940s, knew that his invention needed to reach "the masses." Today, we can’t imagine a ski jacket or motorcycle gear without Velcro. His invention only became widespread, however, after NASA used it in astronaut suits. We all use the Internet, but only a few know who developed the TCP/IP protocol. The same goes for medicines and consumer electronics. Historical, economic, and technological cycles share another distinctive element. Each new cycle champions an ideal and negates the previous state. This pairing—new and old—is ever-present, like the sun and the moon, night and day. To communicate with people, the masses, you need models, simple frameworks. Only then can they understand and accept. In a short span, people cannot grasp abstract concepts. Effective marketing, therefore, points out the flaws of the previous solution and finds patterns associated with well-being. "Don’t eat chemically stimulated food; eat organic because it’s healthy." "Don’t use combustion engine cars; use clean energy." And even though we sense a certain manipulation in such messages, we accept it. We even actively seek out these patterns. Because each of us likes to complain and believes in a better tomorrow.
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