Zac Gordon, Andrew Taylor and I are hosting a "first impressions developing blocks for Gutenberg" livestream/hangout/thing this Friday (1/19) at 2 pm Pacific. We've each tried our hand at writing a block — some things went well and others were disasters.
Curious what it's like to build a custom Gutenberg block? Have experiences of your own to share? Register here for the cage match and help us debate the merits of ES5 over ES6 on Friday at 2 pm Pacific. Leave a comment if there are any questions you'd like to submit in advance.
In honor of Nat Torkington’s Four Short Links, I present you: a massive list of links.
Saving the Free Press From Private Equity (Robert Kuttner & Hildy Zenger) — Scathing critique; never did I realize how significant of a role financiers played. Makes me bullish on the opportunity for local media businesses.
When is a Dollar not a Dollar? (Leo Polovets) — Excellent set of evaluation criteria for determining where your service/product fits within your customer's wallet (or whether it does at all).
Based on the initial API request, there are 49,749 total WordPress.org plugins.
Of the entire data set, only 18,002 plugins have 200 or greater active installs. The remaining 31,747 plugins represent an inconsequential number of active installs compared to the total.
The 18,002 plugins represent 182,296,500 total active installs. A WordPress install can have multiple active plugins, so this total isn't unique WordPress installs. Also, we can ignore the remaining ~32k plugins because they would only represent 3,174,700 additional active installs if each plugin had 100 active installs.
Of the total active installs, 168,623,000 (92.5%) are represented by 3,440 plugins with >=5000 active installs. For that matter, 159,720,000 (87.6%) are represented by 2101 plugins with >=10000 active installs.
It'd be interesting to know what percentage of WordPress installs have a plugin not tracked in the WordPress.org plugin directory (e.g. premium or custom).
Business owners do not normally work for money either. They work for the enjoyment of their competitive skill, in the context of a life where competing skillfully makes sense. The money they earn supports this way of life. The same is true of their businesses. One might think that they view their businesses as nothing more than machines to produce profits, since they do closely monitor their accounts to keep tabs on those profits.
But this way of thinking replaces the point of the machine’s activity with a diagnostic test of how well it is performing. Normally, one senses whether one is performing skillfully. A basketball player does not need to count baskets to know whether the team as a whole is in flow. Saying that the point of business is to produce profit is like saying that the whole point of playing basketball is to make as many baskets as possible. One could make many more baskets by having no opponent.
The game and styles of playing the game are what matter because they produce identities people care about. Likewise, a business develops an identity by providing a product or a service to people. To do that it needs capital, and it needs to make a profit, but no more than it needs to have competent employees or customers or any other thing that enables production to take place. None of this is the goal of the activity.