Accelerate Growth Quotes

More learning can occur when there are many obstacles then when thear are few or none. A life with difficult relationships, filled with obstacles and losses, presents the most opportunity for the soul's growth. You may have chosen the more difficult life so that you could accelerate your physical progress

Most importantly Earth School is an amazing learning academy for the soul.

You are here on earth for a divine purpose. It is not to be endlessly entertained or to be constantly in full pursuit of pleasure. You are here to be tried, to prove yourself so that you can receive the additional blessings God has for you. . . some blessings will be delivered in this life; others will come beyond the veil. The Lord is intent on your personal growth and development. That progress is accelerated when you willingly allow Him to lead you through every growth experience you encounter, whether initially it be to your individual liking or not.

Have you ever wondered, "What is the purpose of my life?" Well, here's one short answer. The purpose of your life is to evolve spiritually.

Becoming a creature of discomfort can unlock hidden potential in many different types of learning. Summoning the nerve to face discomfort is a character skill—an especially important form of determination. It takes three kinds of courage: to abandon your tried-and-true methods, to put yourself in the ring before you feel ready, and to make more mistakes than others make attempts. The best way to accelerate growth is to embrace, seek, and amplify discomfort.

continuous and harsh feedback he received accelerated the growth of his ability.

Since we’re mortal, solving human problems continues to demand the human touch. Even when higher vibrational insights can become part of a solution, they won’t substitute for saying and doing things in objective reality. Sadly, many of us have been promised the opposite. We have been told, one way or another, that energies are superior to humble human effort.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

Networking is an investment in your business. It takes time and when done correctly can yield great results for years to come.

No matter how old you are or how long--or short!--you've been married, the day you accelerate your growth in the Lord is the day your marriage is positively impacted, improved, and strengthened!

It is worse, much worse, than you think. The slowness of climate change is a fairy tale, perhaps as pernicious as the one that says it isn’t happening at all, and comes to us bundled with several others in an anthology of comforting delusions: that global warming is an Arctic saga, unfolding remotely; that it is strictly a matter of sea level and coastlines, not an enveloping crisis sparing no place and leaving no life undeformed; that it is a crisis of the “natural” world, not the human one; that those two are distinct, and that we live today somehow outside or beyond or at the very least defended against nature, not inescapably within and literally overwhelmed by it; that wealth can be a shield against the ravages of warming; that the burning of fossil fuels is the price of continued economic growth; that growth, and the technology it produces, will allow us to engineer our way out of environmental disaster; that there is any analogue to the scale or scope of this threat, in the long span of human history, that might give us confidence in staring it down. None of this is true. But let’s begin with the speed of change. The earth has experienced five mass extinctions before the one we are living through now, each so complete a wiping of the fossil record that it functioned as an evolutionary reset, the planet’s phylogenetic tree first expanding, then collapsing, at intervals, like a lung: 86 percent of all species dead, 450 million years ago; 70 million years later, 75 percent; 125 million years later, 96 percent; 50 million years later, 80 percent; 135 million years after that, 75 percent again. Unless you are a teenager, you probably read in your high school textbooks that these extinctions were the result of asteroids. In fact, all but the one that killed the dinosaurs involved climate change produced by greenhouse gas. The most notorious was 250 million years ago; it began when carbon dioxide warmed the planet by five degrees Celsius, accelerated when that warming triggered the release of methane, another greenhouse gas, and ended with all but a sliver of life on Earth dead. We are currently adding carbon to the atmosphere at a considerably faster rate; by most estimates, at least ten times faster. The rate is one hundred times faster than at any point in human history before the beginning of industrialization. And there is already, right now, fully a third more carbon in the atmosphere than at any point in the last 800,000 years—perhaps in as long as 15 million years. There were no humans then. The oceans were more than a hundred feet higher.

Another key strategic concept deriving from competitor analysis is creating a situation of mixed motives or conflicting goals for competitors. This strategy involves finding moves for which retaliation, though effective, would hurt the competitor’s broader position. For example, as IBM responds to the threat of the minicomputer with its own minicomputer, it may hasten the decline in growth of its large computers and accelerate the changeover to minicomputers. Placing competitors in a situation of conflicting goals can be a very effective strategic approach for attacking established firms that have been successful in their markets. Small firms and newly entered firms often have very little legacy in the existing strategies in the industry and can reap great rewards from finding strategies that penalize competitors for their stake in these existing strategies.

Human life grows cheaper with every mewling, puking infant that is born. Any form of birth control, no matter how unjust or extreme, is preferable to that tyranny exercised so criminally now by those who, in their filth, stupidity, rut and obnoxious lust, blindly and selfishly birth endlessly forth their disgusting progeny in chaotic, cancerous growth, shoving and forcing the guilty in with the innocent in this already over-stuffed planetary rat-box of accelerating madness and asphyxiation.

Successful prospecting depends on selecting methods that you can effectively navigate. If something makes you uncomfortable, please don't do it.

Sunlight reflecting from rippled windows greatly accelerates plant growth by up to three times normal rates.

The CFO asks the CEO, “What happens if we invest in developing our people and they leave us?” The CEO responds, “What happens if we don’t, and they stay?

With regard to any such disquisition, review or introduction, trust yourself and your instincts; even if you go wrong in your judgement, the natural growth of your inner life will gradually, over time, lead you to other insights. Allow your verdicts their own quiet untroubled development which like all progress must come from deep within and cannot be forced or accelerated. Everything must be carried to term before it is born. To let every impression and the germ of every feeling come to completion inside, in the dark, in the unsayable, the unconscious, in what is unattainable to one’s own intellect, and to wait with deep humility and patience for the hour when a “new clarity is delivered: that alone is to live as an artist, in the understanding and in one’s creative work. These things cannot be measured by time, a year has no meaning, and ten years are nothing. To be an artist means: not to calculate and count; to grow and ripen like a tree which does not hurry the flow of its sap and stands at ease in the spring gales without fearing that no summer may follow. It will come. But it comes only to those who are patient, who are simply there in their vast, quiet tranquillity, as if eternity lay before them. It is a lesson I learn every day amid hardships I am thankful for: patience is all!” .

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

In 1995 Bank of America issued a famous report on sprawl in California. The bank pronounced: 'Urban job centers have decentralized to the suburbs. New housing tracts have moved even deeper into agriculturally and environmentally sensitive areas. Private auto use continues to rise. This acceleration of sprawl has surfaced enormous social, environmental, and economic costs, which until now have been hidden, ignored, or quietly borne by society.

Establish a clear purpose; challenge the team to work out details; traverse conventional departmental boundaries; set large short-term and long-term targets; create tangible success to generate accelerated growth and momentum.

All those nutrients field the growth of more new plants, in an accelerating cycle. This is the way for many ponds–the bottom gradually fills in until the pond becomes a marsh and maybe someday a meadow and then a forest. Ponds grow old, and though I will too, I like the ecological idea of aging as progressive enrichment, rather than progressive loss.

Have you ever wondered, “What is the purpose of my life?” Well, here’s one short answer. The purpose of your life on earth is to evolve spiritually. Service to others may be involved. Or you might find, for certain stretches that you go through, the focus needs to be on fulfilling your own personal needs. Which is honorable too.

I know that you do love me," Jo told Lynn, "and that makes it possible for me to grow, just as love makes it possible for an infant to grow. But you know that I don't like my dependency on you. I'm willing to accept it for a time, because I believe you when you tell me that my acceptance of dependency on you heals a very old need. But I really hate it. I hate being an emotional infant. I want to grow free of you. "If I didn't feel that your love accelerated my growth," Jo added firmly, "I'd fight against it." (165)

Maybe we human beings became energy sensitive because of something bigger, a vibrational shift to the entire planet that began to build over the centuries, accelerated even more rapidly starting in the 1980’ s, then clicked into place on that fateful day in 2012. After that once-in-an-eon change, all of humanity shifted into this Age of Awakening.

The tree of technology management takes root only if there is the self-actualization of needs, renewal, interdependence, and natural flow. The growth patterns are characteristic of the evolution process, which means that things move in a combination of slow change and sudden transformation; each transformation causes either a leap into a new, more complex level or a devastating crash to some earlier level; dominant models reach a certain peak of success when they turn troublesome; and the rate of change always accelerates.

I have noticed that the solar radiation reflections from rippled privacy windows cause greatly accelerated growth patterns in plants

Vision without execution is hallucination. So

Capitalism has always rewarded those who have found ways to monetize new life processes, but technology combined with the growth of the finance sector has accelerated this process.

Letting go and forgiveness liberates you and accelerates your spiritual growth

When you understand this hidden dimension of your humanity, you can empower yourself to accelerate your evolution.

When we are personally transforming into a whole, healthy, and soulful being, we automatically want to help others to do the same thing as it strengthens and accelerates our own transformation.

Truth is the eldest daughter of knowledge. Intelligence is the eldest daughter of wisdom. Perception is the eldest daughter of understanding. Exposure is the eldest daughter of awareness. Calmness is the eldest daughter of peace. Hope is the eldest daughter of faith. Charity is the eldest daughter of virtue. Humility is the eldest daughter of honor. Mercy is the eldest daughter of grace. Chastity is the eldest daughter of piety. Modesty is the eldest daughter of meekness. Desire is the eldest daughter of action. Prudence is the eldest daughter of caution. Trust is the eldest daughter of Integrity. Friendship is the eldest daughter of kindness. Tolerance is the eldest daughter of equality. Freedom is the eldest daughter of democracy. Praise is the eldest daughter of appreciation. Patience is the eldest daughter of diligence. Maturity is the eldest daughter of growth. Harmony is the eldest daughter of order. Sound is the eldest daughter of movement. Heat is the eldest daughter of motion. Acceleration is the eldest daughter of force. Experience is the eldest daughter of reality. Chance is the eldest daughter of destiny. Time is the eldest daughter of eternity.

Many decades later, Prebisch recognized this major limitation in the Third World Order: “We thought that an acceleration of the rate of growth would solve all problems. This was our great mistake.

Both spiritually and psychologically, deeper energies used to be hidden from view. Now they are hidden no more. In fact, these subtle energies are almost too noticeable. All that unlimited access has given rise to problems—tricky problems that this book will help you to solve. Every day you hear so much energy talk, but does that necessarily make your life better? Today’s new rules involve Vibrational Frequencies, not just energy but different kinds of energy that are often confused by beginners. Once you learn how to tell them apart, you’ll be well on your way to a more comfortable and successful life.

In accordance with the law of accelerating returns, paradigm shift (also called innovation) turns the S-curve of any specific paradigm into a continuing exponential. A new paradigm, such as three-dimensional circuits, takes over when the old paradigm approaches its natural limit, which has already happened at least four times in the history of computation. In such nonhuman species as apes, the mastery of a toolmaking or -using skill by each animal is characterized by an S-shaped learning curve that ends abruptly; human-created technology, in contrast, has followed an exponential pattern of growth and acceleration since its inception.

As a small business owner, you must sell or you will go out of business. Therefore, you must prospect (it's an integral part of the process). You have to bring people to your business, not just wait for them to show up.

Many organizations and militaries use VUCA as an acronym to describe the disruptive state of the world, given its Volatility, Uncertainty, Complexity, and Ambiguity. UN-VICE is an updated way of capturing the state and velocity of the world, with our acronym for UNknown, Volatile, Intersecting, Complex, and Exponential: - UNknown: Recognizing that you can’t know anything perfectly, and that many of our decisions are based on assumptions. Increased uncertainty lowers the value of ad-vice and requires increased self-reliance. - Volatile: Our world, and change itself, is evolving faster than ever before. Volatility is not inherently good or bad; it is simply impactful. In volatility we see shifting speed, texture, and magnitude of the changing environment. - Intersecting: The broader our filters, the more we realize that what we observe overlaps with other things. Boundaries are disappearing, connecting new areas through combinations. - Complex: These more-than-complicated systems have unreliable input-output relationships and cannot be summarized or modeled without losing their essence. Unpredictable situations with unknown unknowns. - Exponential: A nonlinear type of change that increases in its growth rate. To an observer, this change may happen gradually, then suddenly. Rapid acceleration of seemingly-small shifts.

But a growing number of studies, including my own research, suggest that geographic proximity and cultural diversity—a place’s openness to different cultures, religions, sexual orientations—also play key roles in economic growth. Skeptics

Did he know about the doping?’ Children at sports schools were given hormones under the guise of vitamins. In a scandal that has come to light since the Wall fell, the pills accelerated growth and strength, but turned the little girls halfway into boys.

EATING THE RAINBOW When you start eating differently, your microbiome will start changing within two to three days. Getting five different vegetables into your diet every single day will accelerate the process of optimizing your microbiome. To enhance the benefits even further, try to make these vegetables as many different colors as you can. This means it’s much more likely that you will encourage the growth of more beneficial bacteria as well as getting maximum gut-bug diversity. But that’s not the only benefit.

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

What is our UN-VICE in the context of Disruption 3.0? To sum up, UN-VICE is an updated way of capturing the state of the world. Framing the dynamics of systemic disruption as UNknown, Volatile, Intersecting, Complex, Exponential enables an empowering response. We are not helpless victims unable to make decisions. With UN-VICE, we have the power to shape our own futures. KEY POINTS: OUR UN-VICE ACRONYM - UNknown: Uncertainty becomes our comfort zone. Recognize you can’t know anything perfectly and many decisions are based on assumptions. Increased uncertainty lowers the value of advice and requires increased self-reliance. Learn how to respond regardless of the lack of precedents. - Volatile: Harness change for gain. Our world, and change itself, is evolving faster than ever before. Volatility is not new; we simply can’t ignore its impact. In volatility, we see the shifting speed and texture of the changing environment. - Intersecting: Everything connects to everything else. The broader our lens, the greater the insights gained from realizing how boundaries are disappearing. - Complex: Notice emergent properties and adapt. In complex environments, inputs do not map clearly to outputs. Practitioners must acknowledge emergent properties and reconcile the immediate with the indefinite. Such systems require critical thinking, experimentation, and judgment. Evaluate emerging issues, build resiliency, and learn to adapt to expanding complexity. - Exponential: Pay attention to nonlinear types of change that increase in growth rate. Notice rapid acceleration of seemingly small shifts. Monitoring early on will mean fewer surprises.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

In the 1954 Internal Revenue Code, a Republican Congress changed forty-year, straight-line depreciation for buildings to permit 'accelerated depreciation' of greenfield income-producing property in seven years. By enabling owners to depreciate or write off the value of a building in such a short time, the law created a gigantic hidden subsidy for the developers of cheap new commercial buildings located on strips. Accelerated depreciation not only encouraged poor construction, it also discouraged maintenance...After time, the result was abandonment.

To build up your speed and create momentum, do you need to be pushed or pulled? Successfully shifting gears requires synchronization, coordination, and a sense of speed, whether fast or slow. Sometimes it is simply a matter of shaking up your routine to get things rolling in the right direction.

Blitzscaling is a strategy and set of techniques for driving and managing extremely rapid growth that prioritize speed over efficiency in an environment of uncertainty. Put another way, it’s an accelerant that allows your company to grow at a furious pace that knocks the competition out of the water.

A “beautiful deleveraging” happens when the four levers are moved in a balanced way so as to reduce intolerable shocks and produce positive growth with falling debt burdens and acceptable inflation. More specifically, deleveragings become beautiful when there is enough stimulation (i.e., through “printing of money”/debt monetization and currency devaluation) to offset the deflationary deleveraging forces (austerity/defaults) and bring the nominal growth rate above the nominal interest rate—but not so much stimulation that inflation is accelerated, the currency is devaluated, and a new debt bubble arises.

No one wants to be surprised or shot down, especially in a group setting. So the person who needs an answer, if they are smart, will have already led individual members towards their side. Conversations are happening behind the scenes so that by the time the big meeting takes place, the person pitching the idea already has buy in.

The strengths of social interaction and the flows of information exchange are greatest between terminal units (that is, between individuals) and systematically decrease up the hierarchy of group structures from families and other groups to increasingly larger clusters, leading to superlinear scaling, increasing returns, and an accelerating pace of life.

Trust yourself and your instincts; even if you go wrong in your judgement, the natural growth of your inner life will gradually, over time, lead you to other insights. Allow your verdicts their own quiet untroubled development which like all progress must come from deep within and cannot be forced or accelerated. Everything must be carried to term before it is born. To let every impression and the germ of every feeling come to completion inside, in the dark, in the unsayable, the unconscious, in what is unattainable to one’s own intellect, and to wait with deep humility and patience for the hour when a new clarity is delivered: that alone is to live as an artist, in the understanding and in one’s creative work.

The evidence to date indicates that PEMF works byincreasing the mitotic rate of the healing cells, not by altering calciummetabolism. If so, it can't possibly discriminate between bone-healingcells and any other type. It will accelerate the growth of any cellularsystem that is actively growing; this includes not only healing tissues,but fetal and malignant tissues as well

With regard to any such disquisition, review or introduction, trust yourself and your instincts; even if you go wrong in your judgement, the natural growth of your inner life will gradually, over time, lead you to other insights. Allow your verdicts their own quiet untroubled development which like all progress must come from deep within and cannot be forced or accelerated.

Cancer, in short, was not merely genetic in its origin; it was genetic in its entirety. Abnormal genes governed all aspects of cancer’s behavior. Cascades of aberrant signals, originating in mutant genes, fanned out within the cancer cell, promoting survival, accelerating growth, enabling mobility, recruiting blood vessels, enhancing nourishment, drawing oxygen—sustaining cancer’s life.

The three conditions without which healthy growth does not take place can be taken for granted in the matrix of the womb: nutrition, a physically secure environment and the unbroken relationship with a safe, ever-present maternal organism. The word matrix is derived from the Latin for “womb,” itself derived from the word for “mother.” The womb is mother, and in many respects the mother remains the womb, even following birth. In the womb environment, no action or reaction on the developing infant’s part is required for the provision of any of his needs. Life in the womb is surely the prototype of life in the Garden of Eden where nothing can possibly be lacking, nothing has to be worked for. If there is no consciousness — we have not yet eaten of the Tree of Knowledge — there is also no deprivation or anxiety. Except in conditions of extreme poverty unusual in the industrialized world, although not unknown, the nutritional needs and shelter requirements of infants are more or less satisfied. The third prime requirement, a secure, safe and not overly stressed emotional atmosphere, is the one most likely to be disrupted in Western societies. The human infant lacks the capacity to follow or cling to the parent soon after being born, and is neurologically and biochemically underdeveloped in many other ways. The first nine months or so of extrauterine life seem to have been intended by nature as the second part of gestation. The anthropologist Ashley Montagu has called this phase exterogestation, gestation outside the maternal body. During this period, the security of the womb must be provided by the parenting environment. To allow for the maturation of the brain and nervous system that in other species occurs in the uterus, the attachment that was until birth directly physical now needs to be continued on both physical and emotional levels. Physically and psychologically, the parenting environment must contain and hold the infant as securely as she was held in the womb. For the second nine months of gestation, nature does provide a near-substitute for the direct umbilical connection: breast-feeding. Apart from its irreplaceable nutritional value and the immune protection it gives the infant, breast-feeding serves as a transitional stage from unbroken physical attachment to complete separation from the mother’s body. Now outside the matrix of the womb, the infant is nevertheless held close to the warmth of the maternal body from which nourishment continues to flow. Breast-feeding also deepens the mother’s feeling of connectedness to the baby, enhancing the emotionally symbiotic bonding relationship. No doubt the decline of breast-feeding, particularly accelerated in North America, has contributed to the emotional insecurities so prevalent in industrialized countries. Even more than breast-feeding, healthy brain development requires emotional security and warmth in the infant’s environment. This security is more than the love and best possible intentions of the parents. It depends also on a less controllable variable: their freedom from stresses that can undermine their psychological equilibrium. A calm and consistent emotional milieu throughout infancy is an essential requirement for the wiring of the neurophysiological circuits of self-regulation. When interfered with, as it often is in our society, brain development is adversely affected.

LEXICOGRAPHER, n. A pestilent fellow who, under the pretense of recording some particular stage in the development of a language, does what he can to arrest its growth, stiffen its flexibility and mechanize its methods. For your lexicographer, having written his dictionary, comes to be considered "as one having authority," whereas his function is only to make a record, not to give a law. The natural servility of the human understanding having invested him with judicial power, surrenders its right of reason and submits itself to a chronicle as if it were a statue. Let the dictionary (for example) mark a good word as "obsolete" or "obsolescent" and few men thereafter venture to use it, whatever their need of it and however desirable its restoration to favor — whereby the process of improverishment is accelerated and speech decays. On the contrary, recognizing the truth that language must grow by innovation if it grow at all, makes new words and uses the old in an unfamiliar sense, has no following and is tartly reminded that "it isn't in the dictionary" — although down to the time of the first lexicographer (Heaven forgive him!) no author ever had used a word that was in the dictionary. In the golden prime and high noon of English speech; when from the lips of the great Elizabethans fell words that made their own meaning and carried it in their very sound; when a Shakespeare and a Bacon were possible, and the language now rapidly perishing at one end and slowly renewed at the other was in vigorous growth and hardy preservation — sweeter than honey and stronger than a lion — the lexicographer was a person unknown, the dictionary a creation which his Creator had not created him to create.

Growthism is little more than ideology – an ideology that benefits a few at the expense of our collective future. We’re all pushed to step on the accelerator of growth, with deadly consequences for our living planet, all so that a rich elite can get even richer. From the perspective of human life, this is clearly an injustice. And indeed we have been aware of this problem for some time. But from the perspective of ecology, it is even worse – it is a kind of madness.

Transformational Relationships, as opposed to Transactional ones, are entered into for the purpose of change and growth. In Transformational Relationships, all parties give more than they take. There is an abundance mind-set, and an openness to novelty and change. Rather than viewing people or services as a “cost,” as in the transactional mind-set, everything is viewed as an investment, with the possibility of 10X (10 times), 100X, or even bigger returns and change.

The solar virtuous cycle is in motion. The lower cost of solar leads to increased market adoption, and this, in turn, lowers the perceived risk and attracts more capital at a lower cost for capital. And this, in turn, lowers the cost of solar, which leads to increased market adoption, not to mention increased investment, more innovation, and even lower costs for capital. Once this virtuous cycle reaches critical mass, market growth will accelerate. Solar will become unstoppable and the incumbents will be disrupted.

In the immediate postbubble period, the wealth effect of asset price movements has a bigger impact on economic growth rates than monetary policy does. People tend to underestimate the size of this effect. In the early stages of a bubble bursting, when stock prices fall and earnings have not yet declined, people mistakenly judge the decline to be a buying opportunity and find stocks cheap in relation to both past earnings and expected earnings, failing to account for the amount of decline in earnings that is likely to result from what’s to come. But the reversal is self-reinforcing. As wealth falls first and incomes fall later, creditworthiness worsens, which constricts lending activity, which hurts spending and lowers investment rates while also making it less appealing to borrow to buy financial assets. This in turn worsens the fundamentals of the asset (e.g., the weaker economic activity leads corporate earnings to chronically disappoint), leading people to sell and driving down prices further. This has an accelerating downward impact on asset prices, income, and wealth.

Here and elsewhere, desertification acts as the trigger; climate change and population growth act as amplifiers; interethnic and tribal conflicts are the political by-product, and WhatsApp provides both an alluring picture of where things might be better—Europe—and a cheap tool for hopping a migration caravan to get there. “In the old days,” says Barbut, “we could just give them a Live Aid concert in Europe or America and then forget about them. But that won’t work anymore. They won’t settle for that. And the problem is now too big.” No walls will permanently hold them back.

Middle East and Africa is a product of failed states unable to keep up with the age of accelerations and enable their young people to realize their full potential. But these trends are exacerbated by climate change, population growth, and environmental degradation, which are undermining the agricultural foundations that sustain vast African and Middle Eastern populations on rural lands. The combination of failing states and failing agriculture is producing millions of young people, particularly young men, who have never held a job, never held power, and never held a girl’s hand. That

Malls in the late forties and early fifties were risky. Suburban customers still believed in making major purchases in the central business districts of cities and towns, where they expected to find the greatest selection of merchandise and the most competitive prices. After the tax laws of 1954, this changed. Shopping mall developers were among the biggest beneficiaries of accelerated depreciation, and they most often located projects where the older strips met the new interchanges of major projects. With the new tax write-offs, over 98 percent of malls made money for their investors.

Are we headed toward the end of growth for technological or ecological reasons, or perhaps both at once? Before trying to answer this question, it is important to recall that past growth, as spectacular as it was, almost always occurred at relatively slow annual rates, generally no more than 1–1.5 percent per year. The only historical examples of noticeably more rapid growth—3–4 percent or more—occurred in countries that were experiencing accelerated catch-up with other countries. This is a process that by definition ends when catch-up is achieved and therefore can only be transitional and time limited.

In later times, Power's growth has continued at an accelerated pace, and its extension has brought a corresponding extension of war. And now we no longer understand the process. We no longer protest, we no longer react. The quiescence of ours is a new thing for which Power has to thank the smokescreen in which it has wrapped itself. Formally, it could be seen manifest in the person of the king, who did not disclaim being the matter he was, and in whom human passions were discernible. Now masked in anonymity, it claims to have no existence of its own, and to be but the impersonal and passionless instrument of the general will.

The old laissez faire failed because it was based on erroneous premises regarding human behavior. As a theory it failed because it mistook for ineradicable characteristics of individuals qualities that were in fact inseparable from social groups. As a policy it failed because its atomistic propositions were inevitably unavailing against the reality of enlarging masses of insecure individuals. Far from proving a check upon the growth of the omnicompetent State, the old laissez faire actually accelerated this growth. Its indifference to every form of community and association left the State as the sole area of reform and security.

It is too soon to say when or how this era will end or what will succeed it. But what is clear is that a good many of the trends are worrisome. If, for example, a Sino-American cold war materializes, it is quite possible this era may come to be known as the inter–Cold War era, one bookended by the U.S.-Soviet Cold War and one between the United States and China. Such an outcome would result in lower rates of economic growth for both because trade and investment would inevitably be curtailed. It would also reduce the potential for cooperation on regional and global issues. If the liberal world order is sustained and strengthened with the United States resuming a leading role, this could continue to be an era largely characterized by stability, prosperity, and freedom. It is possible, though, that the United States will choose to largely abandon its leading role in the world. In this case, we could in principle see an era of Chinese primacy, but given China’s character, internal constraints, and the nature and scale of the domestic challenges it faces, this is improbable. More likely is that this will turn out to be an era of deterioration, one in which no country or group of countries exercises effective global leadership. In that case, the future would be one of accelerating global disorder.

energetically, the rules changed for us all. Which rules? Only the rules that underlie your personal growth, how strong you feel, how you overcome problems, which friends you make, which friends you keep, what the heck is going on with your love life, how your career progresses, and whether or not you fulfill your dreams. Think I’m exaggerating? Discover what a difference it makes when you get skills for living by today’s new rules. Still being yourself, with your basic belief system. Definitely you, just like always. Except that now you’re following the new rules. And consequently you’re able to fulfill your desires better than ever before. That’s your opportunity, anyway.

But as the digital revolution has created new forms of communal engagement, it has accelerated a rot within society. Digitalization has decimated local communities, and traditional affiliations have weakened as younger generations have shifted their lives online. Was this a Faustian bargain? We have gotten convenience and efficiency at the cost of losing civic engagement, intimacy, and authenticity. In this we again hear the echo of the poet Oliver Goldsmith: 'Wealth accumulates, and men decay.' Amid such dislocations, people are drawn to fringe online communities--or even reject modernity itself, turning away from liberal democracy, economic growth, and technological progress.

Everywhere we turn we encounter the language with which Orwell was so concerned. It's not an economic recession but a "period of accelerated negative growth" or simply "negative economic growth." There's no such thing as acid rain; according to the Environmental Protection Agency it's "poorly buffered precipitation," or more impressively, "atmospheric deposition of anthropogenetically-derived acidic substances," or more subtly "wet deposition." And those aren't gangsters, mobsters, the Mafia, or La Cosa Nostra in Atlantic City; according to the "New Jersey division of Gaming Enforcement" ( a doublespeak title which avoids the use of that dreaded word "gambling") they're "members of a career-offender cartel.

A series of papers by the Princeton economist Dani Rodrik and his colleagues tried to shed light on the impact of policy decisions on economic growth, but found that ‘most instances of economic reform do not produce growth accelerations’, and ‘most growth accelerations are not preceded or accompanied by major changes in economic policies, institutional arrangements, political circumstances, or external conditions’. The economist William Easterly points out that the evidence for a change of leadership being the cause of a growth miracle anywhere in the developing world is wholly lacking: the timing simply does not match. The effect of leaders on growth rates, he says, is close to zero, a conclusion that is ‘almost too shocking to be believed’. South

The state hopes to regulate the biochemical pursuit of happiness, separating ‘bad’ manipulations from ‘good’ ones. The principle is clear: biochemical manipulations that strengthen political stability, social order and economic growth are allowed and even encouraged (e.g. those that calm hyperactive kids in school, or drive anxious soldiers forward into battle). Manipulations that threaten stability and growth are banned. But each year new drugs are born in the research labs of universities, pharmaceutical companies and criminal organisations, and the needs of the state and the market also keep changing. As the biochemical pursuit of happiness accelerates, so it will reshape politics, society and economics, and it will become ever harder to bring it under control.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

The goal of this book was to act on you as a coaching session might. The goal was to give you something more useful than answers: the ability to work with the questions, the uncertainties, and the doubts that spring from the dips in life. To show you that you could arrive at your own answers; answers that would be authentic and true to you. At some point you may find doubts arising. At some point, if you’re at all like the rest of us, you may ask yourself if you’re even able to participate in that true adventure of growth. If so, know that the answer is a resounding yes. But there’s a catch. It’s yes, but only if you’re willing to put your head up to the mouth of the demon. In this case, the demon is the underlying lack of belief in your capacity to lead. The demon’s teeth are powerful questions, the answers to which frighten and startle you, accelerating your growth.

During the past decade, observant readers have seen many news items about stunning breakthroughs in battery designs, but I cannot find any ever-accelerating growth in the performance of these portable energy storage devices in the past fifty years. In 1900 the best battery (lead-acid) had an energy density of 25 watt-hours per kilogram; in 2022 the best lithium-ion batteries deployed on a large commercial scale (not the best experimental devices) had an energy density twelve times higher—and this gain corresponds to exponential growth of just 2 percent a year. That is very much in line with the growth of performances of many other industrial techniques and devices—and an order of magnitude below Moore’s law expectations. Moreover, even batteries with ten times the 2022 (commercial) energy density (that is, approaching 3,000 Wh/kg) would store only about a quarter of the energy contained in a kilogram of kerosene, making it clear that jetliners energized by batteries are not on any practical horizon.

system. At 12:04:03, every screen in the building strobed for eighteen seconds in a frequency that produced seizures in a susceptible segment of Sense/Net employees. Then something only vaguely like a human face filled the screens, its features stretched across asymmetrical expanses of bone like some obscene Mercator projection. Blue lips parted wetly as the twisted, elongated jaw moved. Something, perhaps a hand, a thing like a reddish clump of gnarled roots, fumbled toward the camera, blurred, and vanished. Subliminally rapid images of contamination: graphics of the building’s water supply system, gloved hands manipulating laboratory glassware, something tumbling down into darkness, a pale splash. . . . The audio track, its pitch adjusted to run at just less than twice the standard playback speed, was part of a month-old newscast detailing potential military uses of a substance known as HsG, a biochemical governing the human skeletal growth factor. Overdoses of HsG threw certain bone cells into overdrive, accelerating growth by factors as high as one thousand percent.

A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too. There are several reasons ratios tend to be the best metrics: • Ratios are easier to act on. Think about driving a car. Distance traveled is informational. But speed—distance per hour—is something you can act on, because it tells you about your current state, and whether you need to go faster or slower to get to your destination on time. • Ratios are inherently comparative. If you compare a daily metric to the same metric over a month, you’ll see whether you’re looking at a sudden spike or a long-term trend. In a car, speed is one metric, but speed right now over average speed this hour shows you a lot about whether you’re accelerating or slowing down. • Ratios are also good for comparing factors that are somehow opposed, or for which there’s an inherent tension. In a car, this might be distance covered divided by traffic tickets. The faster you drive, the more distance you cover—but the more tickets you get. This ratio might suggest whether or not you should be breaking the speed limit.

Unfortunately, however, there is another serious catch. Theory dictates that such discoveries must occur at an increasingly accelerating pace; the time between successive innovations must systematically and inextricably get shorter and shorter. For instance, the time between the “Computer Age” and the “Information and Digital Age” was perhaps twenty years, in contrast to the thousands of years between the Stone, Bronze, and Iron ages. If we therefore insist on continuous open-ended growth, not only does the pace of life inevitably quicken, but we must innovate at a faster and faster rate. We are all too familiar with its short-term manifestation in the increasingly faster pace at which new gadgets and models appear. It’s as if we are on a succession of accelerating treadmills and have to jump from one to another at an ever-increasing rate. This is clearly not sustainable, potentially leading to the collapse of the entire urbanized socioeconomic fabric. Innovation and wealth creation that fuel social systems, if left unchecked, potentially sow the seeds of their inevitable collapse. Can this be avoided or are we locked into a fascinating experiment in natural selection that is doomed to fail?

And in 1956, Sir Charles Darwin, grandson of the Charles Darwin, wrote an essay on the forthcoming Age of Leisure in the magazine New Scientist in which he argued: Take it that there are fifty hours a week of possible working time. The technologists, working for fifty hours a week, will be making inventions so the rest of the world need only work twenty-five hours a week. The more leisured members of the community will have to play games for the other twenty-five hours so they may be kept out of mischief. . . . Is the majority of mankind really able to face the choice of leisure enjoyments, or will it not be necessary to provide adults with something like the compulsory games of the schoolboy? They could not have been more wrong. The main challenge they foresaw was how to keep people occupied so that they wouldn’t become bored to death. Instead of giving us more time, “science and compound interest” driven by “technologists working for fifty hours a week” have, in fact, given us less time. The multiplicative compounding of socioeconomic interactivity engendered by urbanization has inevitably led to the contraction of time. Rather than being bored to death, our actual challenge is to avoid anxiety attacks, psychotic breakdowns, heart attacks, and strokes resulting from being accelerated to death.

Continuous growth and the consequent ever-increasing acceleration of the pace of life have profound consequences for the entire planet and, in particular, for cities, socioeconomic life, and the process of global urbanization. Until recent times, the time between major innovations far exceeded the productive life span of a human being. Even in my own lifetime it was unconsciously assumed that one would continue working in the same occupation using the same expertise throughout one’s life. This is no longer true; a typical human being now lives significantly longer than the time between major innovations, especially in developing and developed countries. Nowadays young people entering the workforce can expect to see several major changes during their lifetime that will very likely disrupt the continuity of their careers. This increasingly rapid rate of change induces serious stress on all facets of urban life. This is surely not sustainable, and, if nothing changes, we are heading for a major crash and a potential collapse of the entire socioeconomic fabric. The challenges are clear: Can we return to an analog of a more “ecological” phase from which we evolved and be satisfied with some version of sublinear scaling and its attendant natural limiting, or no-growth, stable configuration? Is this even possible?

GCHQ has traveled a long and winding road. That road stretches from the wooden huts of Bletchley Park, past the domes and dishes of the Cold War, and on towards what some suggest will be the omniscient state of the Brave New World. As we look to the future, the docile and passive state described by Aldous Huxley in his Brave New World is perhaps more appropriate analogy than the strictly totalitarian predictions offered by George Orwell's Nineteen Eighty-Four. Bizarrely, many British citizens are quite content in this new climate of hyper-surveillance, since its their own lifestyle choices that helped to create 'wired world' - or even wish for it, for as we have seen, the new torrents of data have been been a source of endless trouble for the overstretched secret agencies. As Ken Macdonald rightly points out, the real drives of our wired world have been private companies looking for growth, and private individuals in search of luxury and convenience at the click of a mouse. The sigint agencies have merely been handed the impossible task of making an interconnected society perfectly secure and risk-free, against the background of a globalized world that presents many unprecedented threats, and now has a few boundaries or borders to protect us. Who, then, is to blame for the rapid intensification of electronic surveillance? Instinctively, many might reply Osama bin Laden, or perhaps Pablo Escobar. Others might respond that governments have used these villains as a convenient excuse to extend state control. At first glance, the massive growth of security, which includes includes not only eavesdropping but also biometric monitoring, face recognition, universal fingerprinting and the gathering of DNA, looks like a sad response to new kinds of miscreants. However, the sad reality is that the Brave New World that looms ahead of us is ultimately a reflection of ourselves. It is driven by technologies such as text messaging and customer loyalty cards that are free to accept or reject as we choose. The public debate on surveillance is often cast in terms of a trade-off between security and privacy. The truth is that luxury and convenience have been pre-eminent themes in the last decade, and we have given them a much higher priority than either security or privacy. We have all been embraced the world of surveillance with remarkable eagerness, surfing the Internet in a global search for a better bargain, better friends, even a better partner. GCHQ vast new circular headquarters is sometimes represented as a 'ring of power', exercising unparalleled levels of surveillance over citizens at home and abroad, collecting every email, every telephone and every instance of internet acces. It has even been asserted that GCHQ is engaged in nothing short of 'algorithmic warfare' as part of a battle for control of global communications. By contrast, the occupants of 'Celtenham's Doughnut' claim that in reality they are increasingly weak, having been left behind by the unstoppable electronic communications that they cannot hope to listen to, still less analyse or make sense of. In fact, the frightening truth is that no one is in control. No person, no intelligence agency and no government is steering the accelerating electronic processes that may eventually enslave us. Most of the devices that cause us to leave a continual digital trail of everything we think or do were not devised by the state, but are merely symptoms of modernity. GCHQ is simply a vast mirror, and it reflects the spirit of the age.

It's not that we're dumb. On the contrary, many millions of people have exerted great intelligence and creativity in building the modern world. It's more that we're being swept into unknown and dangerous waters by accelerating economic growth. On just one single day of the days I have spent writing this book, as much world trade was carried out as in the whole of 1949; as much scientific research was published as in the whole of 1960; as many telephone calls were made as in all of 1983; as many e-mails were sent as in 1990.11 Our natural, human, and industrial systems, which evolve slowly, are struggling to adapt. Laws and institutions that we might expect to regulate these flows have not been able to keep up. A good example is what is inaccurately described as mindless sprawl in our physical environment. We deplore the relentless spread of low-density suburbs over millions of acres of formerly virgin land. We worry about its environmental impact, about the obesity in people that it fosters, and about the other social problems that come in its wake. But nobody seems to have designed urban sprawl, it just happens-or so it appears. On closer inspection, however, urban sprawl is not mindless at all. There is nothing inevitable about its development. Sprawl is the result of zoning laws designed by legislators, low-density buildings designed by developers, marketing strategies designed by ad agencies, tax breaks designed by economists, credit lines designed by banks, geomatics designed by retailers, data-mining software designed by hamburger chains, and automobiles designed by car designers. The interactions between all these systems and human behavior are complicated and hard to understand-but the policies themselves are not the result of chance. "Out of control" is an ideology, not a fact.

As I saw it, there was a 75 percent chance the Fed’s efforts would fall short and the economy would move into failure; a 20 percent chance it would initially succeed at stimulating the economy but still ultimately fail; and a 5 percent chance it would provide enough stimulus to save the economy but trigger hyperinflation. To hedge against the worst possibilities, I bought gold and T-bill futures as a spread against eurodollars, which was a limited-risk way of betting on credit problems increasing. I was dead wrong. After a delay, the economy responded to the Fed’s efforts, rebounding in a noninflationary way. In other words, inflation fell while growth accelerated. The stock market began a big bull run, and over the next eighteen years the U.S. economy enjoyed the greatest noninflationary growth period in its history. How was that possible? Eventually, I figured it out. As money poured out of these borrower countries and into the U.S., it changed everything. It drove the dollar up, which produced deflationary pressures in the U.S., which allowed the Fed to ease interest rates without raising inflation. This fueled a boom. The banks were protected both because the Federal Reserve loaned them cash and the creditors’ committees and international financial restructuring organizations such as the International Monetary Fund (IMF) and the Bank for International Settlements arranged things so that the debtor nations could pay their debt service from new loans. That way everyone could pretend everything was fine and write down those loans over many years. My experience over this period was like a series of blows to the head with a baseball bat. Being so wrong—and especially so publicly wrong—was incredibly humbling and cost me just about everything I had built at Bridgewater. I saw that I had been an arrogant jerk who was totally confident in a totally incorrect view. So there I was after eight years in business, with nothing to show for it. Though I’d been right much more than I’d been wrong, I was all the way back to square one.

The Spark, the animating spirit of the early warrior caste, is distinct from the religion that comes to predominate and maintain the later multiethnic empire, which I will call The Imperial Altar. Civilisational successes—such as conquest, wealth, and education—generate their own loss conditions. The Barbarism of Reflection destroys the foundations of the Imperial Altar and successfully kills any last remnants of The Spark. The castes of the lion archetype (warriors and peasants) have mutual antagonisms with the castes of the fox archetype (priests or intellectuals and merchants). Where the lion archetype predominates either as monarchism (warriors) or as Caesarism (peasants) ‘civilisational successes’ can be held in check for a period. They tend to create strong regimes through ruthlessness but such strength, ironically, leads to the managerial need for administration generated by growth and complexity, which in turn leads to the rise of elites of the fox archetype taking over. When the fox archetype predominates, either as theocracy (priests/intellectuals) or plutarchy (merchants), ‘civilisational success’ may accelerate but, in the process, the very foundations that facilitated such success in the first place (i.e. the strong regime maintained by the lion’s ruthlessness) are eroded, eventually leading to collapse. Quantity has a quality all of its own, which manifests as all that is ‘mass’: democracy, utilitarianism, standardisation, and the destruction of quality and distinction. This is a feature of the late, pre-collapse cycle. Individuals of one civilisational season cannot embody the spirit of another: the Children of Winter, for example, cannot embody the Spring. Civilisation is incommunicable. The ‘world-feeling’ of a people as Spengler says is ‘not transferable’. ‘What one people takes over from another—in “conversion” or in admiring feeling—is a name, dress, and mask for its own feeling, never the feeling of that other.’[1] Ethnicity is a constant reality which promotes ingroup solidarity in the early cycle and becomes a problem for the ruling class to manage in the late cycle.

Strategic ABM only makes sense in accounts with large budgets because it is so resource-intensive, with marketers looking after between three and five accounts, or sometimes a single, large account.

Socialization itself is in question. The present crisis, of which the disintegration of the banlieues is only the spectacular form, is the crisis of general disintegration in the face of the ideal demands of sociality. The disturbances in the margins conceal the fact that society as a whole is resisting the systematic colonization of socialization. The bar of total investment in life through society and economics has been set too high. When did we discover that the deepest demands were social and economic, that the only horizon was the horizon of integration and calculation? Capital's coup de force is to make everything dependant on the economic order, to subject all minds to a single mental dimension. Every other issue becomes unintelligible. The displacement of all problems into economic and performance terms is a trap: the belief that everything is granted us virtually, or will be, by the grace of continual growth and acceleration - including, by extension, a universal lifting of prohibitions, the availability of all information and, of course, the obligation to experience jouissance.

Iain Pirie, Associate Professor in Politics and International Studies at Warwick University, argues that it’s not just the way women are represented in the media that’s helping to fuel this rise (a well-documented problem), but capitalism itself, which has corrupted our relationship with our own bodies and the food that sustains them. Pirie argues that the cycle of bingeing and purging that characterizes bulimia nervosa is similar to the accelerated and chaotic consumption that underpins modern culture and is vital for economic growth.18 The conflicting expectations placed on our bodies by advertisers – bombarding us with messages that food is a reward and a compensation (Have a break, have a KitKat), while at the same time telling us that not eating puts us higher on the moral and social hierarchy – are actually deadly.† Eating so much it hurts and then throwing it up in a fit of utter self-loathing is the perfect metaphor for consumerism.

I believe that women in rural India needs right tools on the right time for accelerating the growth of economy.

We live in an era that involves an extraordinary amount of change. To see this, consider the rate of global economic growth, which in recent decades averaged around 3 percent per year.51 This is historically unprecedented. For the first 290,000 years of humanity’s existence, global growth was close to 0 percent per year; in the agricultural era that increased to around 0.1 percent, and it accelerated from there after the Industrial Revolution. It’s only in the last hundred years that the world economy has grown at a rate above 2 percent per year. Putting this another way: from 10,000 BC onwards, it took many hundreds of years for the world economy to double in size. The most recent doubling took just

The Great Resignation was big. Millions of people around the world quit their jobs rather than returning to the status quo of their working lives before the COVID-19 pandemic and the resulting global lockdown. The pandemic only accelerated trends that had been building for most of the century. Over the last four decades, the half-life of learned skills has dropped from 30 years to fewer than four, in large part because of the accelerating pace of change driven by the tech revolution. According to noted business visionary John Seely, this trend will continue to accelerate in the years ahead. While employees were forced to work at home, the reason they could work at home was thanks to technological breakthroughs like Zoom, smartphones, ultra-high-speed broadband, and more.

This is why we cannot afford to ignore mistakes. Basic failure’s ubiquity serves as an invitation to strive to minimize it. My goal is to make basic failures fewer and further between. (It’s the opposite of how we think about intelligent failures, which I believe we should strive to increase, to accelerate innovation, learning, and personal growth.) But behaviors and systems that prevent basic failure can save lives, create immense economic value, and bring personal satisfaction.

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The Amazon flywheel (also known as “The Virtuous Cycle,” where a complex chain of events reinforces itself through a feedback loop) defined what inputs were needed to accelerate growth–and that flywheel remains virtually unchanged today.

Perceived acceleration of time’s passage is largely due to the absence of nuance.

The ominous realities of climate change forced a shift in my perspective. Each year, it seemed, the prognosis worsened, as an ever-increasing cloud of carbon dioxide and other greenhouse gases—from power plants, factories, cars, trucks, planes, industrial-scale livestock operations, deforestation, and all the other hallmarks of growth and modernization—contributed to record temperatures. By the time I was running for president, the clear consensus among scientists was that in the absence of bold, coordinated international action to reduce emissions, global temperatures were destined to climb another two degrees Celsius within a few decades. Past that point, the planet could experience an acceleration of melting ice caps, rising oceans, and extreme weather from which there was no return.

If we subject ourselves to the same ‘cookie cutter’ patterns day in and day out, the perception of time’s passage accelerates substantially. Nuance slows time.

The very best employee owners are not followers. They are believers. They are collaborators not caring who gets the credit. They are financially responsible yet motivated. They have high expectations for their boss, for their firm, and for themselves. They think in the long run. They hustle and are customer-focused. They are a diverse representation of the American melting pot. They are proud of where they work. They are ready for accelerated leadership in a world of exponentially faster growth.

Understanding that the change we’re experiencing is accelerating is half the battle

The Great Acceleration marks the phenomenal growth of the global socio-economic system, the human part of the Earth System. It is difficult to overestimate the scale and speed of change. In little over two generations—or a single lifetime—humanity (or until very recently a small fraction of it) has become a planetary-scale geological force. Hitherto human activities were insignificant compared with the biophysical Earth System, and the two could operate independently. However, it is now impossible to view one as separate from the other. The Great Acceleration trends provide a dynamic view of the emergent, planetary-scale coupling, via globalization, between the socio-economic system and the biophysical Earth System. We have reached a point where many biophysical indicators have clearly moved beyond the bounds of Holocene variability. We are now living in a no-analogue world.

Because of the explosive power of exponential growth, the twenty-first century will be equivalent to 20,000 years of progress at today’s rate of progress;

This geographic polarization was made possible by the growth of suburbs and the expansion of the highway system, which allowed high-income families to move away from low-income neighbors in search of large lots, privacy, parks, and shopping malls. This class-based residential polarization has been accelerated by the growth of the income gap and (ironically) by changes in housing legislation that enabled more affluent minority families to move to the suburbs.

Blitzscaling requires more than just courage and skill on the part of the entrepreneur. It also requires an environment that is willing to finance intelligent risks with both financial capital and human capital, which are the essential ingredients for blitzscaling. Think of them as fuel and oxygen; you need both to propel the rocket skyward. Meanwhile, the infrastructure of your organization is the actual structure of your rocket, which you’re rebuilding on the fly as you rise. Your job as a leader and an entrepreneur is to make sure that you have sufficient fuel to propel your growth while making the necessary mechanical adjustments to the actual rocket ship to keep it from flying apart as it accelerates. Fortunately, this is more possible today than it has ever been in the past.

Under the right circumstances, this can accelerate the growth of a business considerably while allowing the owner to retain ownership, reduced taxes, and lower interest rates.

Financial debt is the act of borrowing money from an outside party to quickly finance the operations of a business—with the promise to repay the principal plus the agreed-upon rate of interest in a timely manner. Under the right circumstances, this can accelerate the growth of a business considerably while allowing the owner to retain ownership, reduced taxes, and lower interest rates. On the other hand, the inability to pay back this debt on time can adversely affect credit rating, result in higher interest rates, cash flow difficulties, and other restrictions.

Quantum computing is not only faster than conventional computing, but its workload obeys a different scaling law—rendering Moore’s Law little more than a quaint memory. Formulated by Intel founder Gordon Moore, Moore’s Law observes that the number of transistors in a device’s integrated circuit doubles approximately every two years. Some early supercomputers ran on around 13,000 transistors; the Xbox One in your living room contains 5 billion. But Intel in recent years has reported that the pace of advancement has slowed, creating tremendous demand for alternative ways to provide faster and faster processing to fuel the growth of AI. The short-term results are innovative accelerators like graphics-processing unit (GPU) farms, tensor-processing unit (TPU) chips, and field-programmable gate arrays (FPGAs) in the cloud. But the dream is a quantum computer. Today we have an urgent need to solve problems that would tie up classical computers for centuries, but that could be solved by a quantum computer in a few minutes or hours. For example, the speed and accuracy with which quantum computing could break today’s highest levels of encryption is mind-boggling. It would take a classical computer 1 billion years to break today’s RSA-2048 encryption, but a quantum computer could crack it in about a hundred seconds, or less than two minutes. Fortunately, quantum computing will also revolutionize classical computing encryption, leading to ever more secure computing. To get there we need three scientific and engineering breakthroughs. The math breakthrough we’re working on is a topological qubit. The superconducting breakthrough we need is a fabrication process to yield thousands of topological qubits that are both highly reliable and stable. The computer science breakthrough we need is new computational methods for programming the quantum computer.

It is an unpleasant surprise to discover that in the treatment of animals raised for slaughter, of fur animals and farmed fish the level of cruelty has reached an all time high, and yet such practices continue to be tolerated. I am not referring here to the most excessive among excessive practices: things like accelerating the growth of cattle with hormones, the use of artificial light night and day or the artificial swelling of livers in geese. These matters are too repulsive — "over the top" — and I do not wish to write about them. A simple order would suffice to deal with similar practices: death penalty for those responsible! (…) The cruelty involved in rearing caged [animals] differs from any other form of hunting, even the worst — in one fundamental respect: hunting affects animals that have lived a full life according to their own needs, perhaps for decades; when death arrives, it is sometimes painless, sometimes agonising — just as in nature. When hunting, man is a predator in the food chain, one cause of death among others… By contrast, caged animals spend their whole lives, from birth to death, in unnatural anguish, not like animals but like objects. In this case, the very character and pride of the animal has utterly been devastated. Nothing could be worse than this.

In European music-halls scores and hundreds of women appear nude on the stage. Does it not strike you that such a public exhibition of the naked female ought to call forth some protest from the mothers, wives, and sisters of the European intellectuals? I am discussing the significance of this cynical pastime not from the ‘moral’ point of view but with an eye to biology and social hygiene. To me this vile and vulgar pastime is indisputable proof of the savagery and of the deep-going decadence of the European bourgeoisie. I am convinced that the evident and rapid growth of homosexuality and Lesbianism, which find their economic explanation in the high cost of family life, is accelerated by this disgusting public spectacle of burlesque women.

Growth is good, if only because runts eventually get eaten. But forced growth, accelerated growth, artificial growth—that tends to backfire.

as I was studying the Shareholder Letters, I realized they split into repeatable Growth Cycles that Bezos applies to pretty much every endeavor: test, build, accelerate, and scale with the principles falling into each area.

In Firestone’s dialectic of tech (or specifically reprotech), it is the revolutionary capacity of technological progress that establishes the crucial link between feminism, population control, and ecological sustainability. Greater technological control over both production and reproduction is thus the ultimate ethical and political imperative that links the future of the female to the future of the human race, as the rate of population growth eventually becomes a matter of human survival, against which biology can no longer be protected as a “moral” question. “Thus,” she argued, in view of accelerating technology, a revolutionary ecological movement would have the same aim as the feminist movement: control of the new technology for humane purposes, the establishment of a new equilibrium between man and the new artificial environment he is creating, to replace the destroyed “natural” balance.

Being a medicine delivery app development company, we developed a pharmacy app solution which can easily accelerate the growth of your pharmacy business. 415 508 6612

An ExO is a purpose-driven, agile, and scalable organization that uses accelerating technologies to digitize, dematerialize, democratize, and demonetize its products and services, resulting in a 10x performance increase over its non-ExO peers.

The core phase of remediation propels students into the driver's seat of their learning journey. It's a hands-on experience where active learning experiences, immediate practice, constructive feedback, immediate application and content wrap-ups converge to create an environment of accelerated growth and understanding.

Being specific with your needs and understanding why you need them is critical to fulfillment. When you've lost your way, when it feels like the journey you planned is no longer the journey you're on. "What do you need?" can be your North Star. Even one small step in a deliberate direction can reorient you back on your path.

Playing it safe doesn't inspire anyone to stop and take notice. It might make you reliable and dependable, and there is value in that, but it will rarely help you advance.

The truth is, taking a risk - and by risk I mean making a calculated, thought out decision to try something new or different, I'm not talking about throwing caution to the wind and doing something stupid on a whim - is about taking the pieces of yourself you value most and asking, "How can I grow this a little more, in a new way?" That might mean, as it did for me, going after an award so you are recognized in a secific industry and thus get more opportunity.

What I know now is, that hte rules of who you can speak to or what accolades you can go after are not rules you need to live by.

There is a reason why the waiting game won't serve your career. The truth is, not everyone at your company will have your best interests at heart, and not everyone will want you to get ahead. This could be for any number of reasons - they may see you as competition, they may mentor someone at your level who they want to help excel, they may simply not like you. Who knows their motivations, and frankly, who cares?

best market research companies in Myanmar: With AMT Market Research, you can learn more about Myanmar, a new market with a lot of potential. It is becoming a popular destination for businesses looking to expand in Southeast Asia. However, a thorough comprehension of the local consumer behavior, trends, and regulatory frameworks is necessary for successfully navigating this dynamic and rapidly changing landscape. AMT Market Research, one of the best market research companies in Myanmar, steps in to help businesses thrive by providing actionable insights and data-driven strategies. What Attracts You to AMT Market Research? AMT Market Research is well-known for providing customized, dependable, and comprehensive market research services. With a solid presence in Myanmar, AMT has been at the bleeding edge of assisting both neighborhood and worldwide organizations with figuring out the complexities of this one of a kind market. AMT stands out as one of the best market research companies in Myanmar for the following reasons: Local Knowledge: Myanmar is a nation with distinctive social, cultural, and ec onomic characteristics. AMT Market Research employs seasoned professionals who are well-versed in the dynamics of the local market. They provide in-depth knowledge of consumer behavior, upcoming trends, and potential obstacles unique to Myanmar's market. A Variety of Services: AMT Market Research offers a wide range of services, such as consumer research, competitor analysis, brand positioning, and product testing. Each client receives a service that is tailored to meet their specific requirements, ensuring that insights are accurate and actionable. Insights Driven by Data: To collect data, AMT makes use of cutting-edge research methods like qualitative and quantitative methods. AMT makes sure that the data it collects—from focus groups and surveys to in-depth interviews and field studies—is relevant and aids businesses in making informed decisions. Research on a Specific Sector: AMT Market Research provides industry-specific studies for businesses in the retail, telecom, healthcare, FMCG, and financial sectors. Businesses can more effectively target their audience and optimize their strategies using precise data thanks to this sector-specific approach. Strategic Entry into a Market: AMT provides strategic insights that can assist businesses attempting to navigate the complexities of market entry for the Myanmar market. AMT assists businesses in avoiding costly errors and accelerating growth by comprehending regulatory frameworks and determining the appropriate distribution channels. AMT Market Research's Advantages Accurate Data Collection: Get a clear picture of the market by having access to accurate, real-time data. Recommendations for Taking Action: AMT provides recommendations that assist businesses in taking immediate action in addition to providing data. Cost-effective Options: AMT Market Research is a cost-effective option for businesses of all sizes because they offer competitive pricing for their services. Conclusion: AMT Market Research is your go-to partner if you want your business in Myanmar to succeed long-term and with knowledge. AMT is one of the best market research companies in Myanmar thanks to their data-driven approach, extensive expertise, and wide range of services. Partner with AMT Market Research right away to empower your business with important insights!

Though we’ve taken the environmental idea semi-seriously, passing the laws that cleaned air and water, we’ve never taken it anywhere near as seriously as we’ve taken further growth. On his way to the theoretically groundbreaking Rio environmental summit in 1992, the first President Bush famously declared, “The American way of life is not up for negotiation,”16 and as it turns out, he was correct—and speaking for much of the world. And so far, we’ve gotten away with it: even as we keep accelerating, the game spins

A reputation is built on widespread beliefs about someone - one person does not make a reputation.

LOW-DENSITY-GRAZING SYSTEMS CAUSES: 1. Stock to graze re-growth. 2. Stimulates bush-encroachment and more bare soil. 3. The quality and quantity of grazing to deteriorate. 4. Carrying capacity to decline. 5. Run-off to increase. 6. Severe erosion to occur with accelerating top-soil losses. 7. Recovery to become virtually impossible. LDG causes a cycle of destruction.

The world will always be full of entitled individuals. We will never get ahead by focusing on pleasing others at the expense of promotion ourselves. That doesn't mean you should shove people aside or treat anyone poorly in pursuit of your own ambitions but you can't sacrifice your success because someone else might be disappointed.

The point of mentoring someone, after all, is to help that person get ahead. But these moments can also serve as a wake-up call to a mentor that things have shifted and changed, and that is not always a welcome change. People like to feel needed, so if you don't need your mentor/sponsor/etc... anymore, it can feel like a punch to the gut for that person. They might feel jeaous or surprised or simply unprepared, and that can put a strain on your relationship. But this is part of your growth, and growth always comes with its own set of challenges.

If you are going to get ahead, you'll have to rely on your ability to know if you belong, build and activate relationships, signal value, do the work, and take risks. The game is always being played - your job is to work it to your advantage.

Education is built on the foundation of reading as the cornerstone.” N. Halls

To get there, a RL must first go back to basics. ““Partnerships” is a revenue role, and your “partners” have to be in every deal, with every customer. Your organization mindset must be to consider any/all possible partners on every deal – that the core expectation must be to seek this out as optimal, not view it an as outlier. It must be prominently on the checklist as each lead presents itself. Baked into the attack plan. Period.

fell somewhat. But, the rate of GDP growth accelerated again starting in late 2009, and Korea’s GDP in 2010 is estimated at 1.0421

Think about what you sell in terms of how it eases or prevents pain for your client.

Active prospecting let's people know that they matter; that you've sought them out.

When you network you develop a list of resources that you can share with others. This increases your value to those prospects and clients you deal with.

Successful selling begins with listening. Your job when you are in front of the prospect is to ask questions and then listen to the answers. Take copious notes about what they tell you; what they say and what they don't say.

More typical, however, are tail-chasing proclamations like this one, which can be found on the website of the MIT Innovation Initiative: “The MIT Innovation Initiative is an Institute-wide, multi-year agenda to transform the Institute’s innovation ecosystem—internally, around the globe and with its partners—for accelerated impact well into the 21st century.”20 This sounds distinctly like bullshit, but if MIT wants to think of itself in such a way, that’s their business. The problem arises when we enshrine innovation as a public philosophy—when we look to it as the solution to our economic ills and understand it as the guide for how economies ought to parcel out rewards. To put it bluntly, it is not clear that cheering for innovation in the bombastic way we see in the blue states actually improves the economic well-being of average citizens. For example, the last fifteen years have been a golden age of financial and software innovation, but they have been feeble in terms of GDP growth. In ideological terms, however, innovation definitely works: as a way of excusing soaring inequality and explaining the exalted status of the rich, it is the best we’ve got.

The idea arose when Dan Rothman, a geochemist at MIT, was studying the graphs showing changes in the carbon cycle at the time of the Great Dying. He noticed something about the shape of the curves. He saw a pattern of extremely rapid and accelerating atmospheric and oceanic change that did not look like the simple signature of a volcanic injection of gas into the environment. Rather, it looked to him like a “superexponential” pattern, the kind of increase you see in a gas being exhaled from a rapidly multiplying biological population. He and his colleagues did some detailed mathematical analysis of the geological record, and their results confirmed that the pattern of change was more consistent with biological growth.2 They connected the Great Dying with the evolution and rapid growth of a new type of bacteria that produces methane and multiplies rapidly when it is supplied with the metal nickel, a trace element that was delivered in abundance

I came to the conclusion that hiring had to be my number one priority,” commented Mark. “I felt that if I could get the right people into the system, even if I did a mediocre job at training and management, they would find a way to win. But if I got mediocre people in, even if I did a world-class job at training and leading, it wouldn’t matter.

If you always hire people who are smaller than you are, we shall become a company of dwarfs. If, on the other hand, you always hire people who are bigger than you are, we shall become a company of giants.

One inbound SDR can typically handle about two hundred to three hundred leads a month when fully ramped. There is some variation based on average selling price, data quality, and other factors. But in my experience, this seems to be the magic number.

The third D is deferrable. Tax law allows you to use IRAs and 1031 exchanges to buy and sell investment real estate while deferring the tax hit to a more advantageous time. IRA funds can be invested in real estate, and as long as any profits from rental income or property sales remain in the IRA, those profits are tax-deferred. The 1031 exchanges give you a choice at the moment of sale either to realize the gain and pay taxes on it or to reinvest that gain in another property and defer the taxes. And when you choose to reinvest, the transaction is treated as if you simply exchanged equity in one property for equity in another. The government has established these tax-deferring vehicles as a way for investors to reinvest real estate profits without having to pay the taxes until later. Millionaire Real Estate Investors believe that taxes deferred until tomorrow are always better than taxes paid today. As a result, they make use of these programs to preserve their profits as they go, giving them more to reinvest and accelerating the growth of their real estate portfolios. U.S.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

The ongoing acceleration of technology is the implication and inevitable result of what I call the law of accelerating returns, which describes the acceleration of the pace of and the exponential growth of the products of an evolutionary process. These products include, in particular, information-bearing technologies such as computation, and their acceleration extends substantially beyond the predictions made by what has become known as Moore’s Law. The Singularity is the inexorable result of the law of accelerating returns, so it is important that we examine the nature of this evolutionary process.

Scalable, predictable revenue growth.

Psychologist Robert Kegan,8 chair of adult development at Harvard, has a term for unzipping those costumes. He calls it “the subject-object shift” and argues that it’s the single most important move we can make to accelerate personal growth.

The Connection Algorithm is the great idea that keeps you up at night. It’s the hobby you can’t ignore. It’s the conference you’ve always wanted to attend. It’s the blog post that changed your life. It’s the investor who funded your project. It’s curiosity, courage, failure, and success. In a word, the Connection Algorithm is a mindset, and this book will teach you how to harness it and use it to your advantage. If you build this mindset into your life, it will accelerate your personal growth and naturally lead you to forge relationships with highly connected, successful people. It will also open your eyes to a new lifestyle, freeing you from the shackles of the 9-5 desk job. If this sounds too good to be true, it should. The doubt of the crowd affords opportunity to the few, which is precisely why the Connection Algorithm works.

THE SECOND CITY MANAGES to accomplish three things to accelerate its performers’ growth: (1) it gives them rapid feedback; (2) it depersonalizes the feedback; and (3) it lowers the stakes and pressure, so students take risks that force them to improve. For the first year, Leonard explains, The Second City’s goal is to get students used to anticipating negative feedback and to get them out of their own heads. This is about building confidence and creating a “safe” environment in which it’s OK to screw up. Then, second-year classes ratchet up the feedback, putting actors in a succession of situations where they will fail small in front of live crowds. It’s one thing for your coactor or director to tell you a joke is funny, but it’s entirely another to hear the pins drop when a live audience disagrees. Or conversely to hear wild cackling from the crowd at something that may have seemed like a bad idea on paper. Every laugh or lack thereof becomes a data point that the actors can use to better themselves. By embracing all these tiny failures, there is no actual failure.* In contrast, a typical acting class might spend an entire semester building up to a single performance. Students practice together in class, but they don’t know if the audience will like their show until the final day. And if the audience hates it, there’s nothing students can do.

Some people, today we would call them entrepreneurs, responded to these economic opportunities by seeking and eventually finding ways of producing these goods in volume and at low cost. They did this by using machines. Physical capital embodied the changes. In time, additions to human capital - resulting from experience, training and education - accelerated the growth in production capability.

Instead of arguing about making sacrifices, let’s talk about how we can make money. Instead of pitting the environment versus the economy, let’s consider market principles and economic growth. Instead of focusing on polar bears, let’s focus on asthmatic children. And instead of putting all hope in the federal government, let’s empower cities, regions, businesses, and citizens to accelerate the progress they are already making on their own.

After 1998, urbanization moved into its second, building-binge, phase for several reasons. First, economic reforms and tacit relaxations of the rules governing migrant labor accelerated the pace of rural-to-urban migration, with the result that the average annual increase in the urban population leaped from 12 million people in 1978–1998 to 21 million in 1998–2013. Second, the urban housing market was privatized in the late 1990s, leading to perhaps the biggest housing boom in world history. Finally, government policy after 1998 increasingly supported the building of infrastructure. Some of this infrastructure—such as intercity highways and railroads—made it easier for people to move to cities in search of work. And some of it—such as urban roads, subways, and water treatment plants—directly contributed to the physical growth of cities.

As Erik Brynjolfsson and Andrew McAfee point out in their book, the four key measures of an economy’s health (per capita GDP, labor productivity, the number of jobs, and median household income) all rose together for most of the Cold War years. “For more than three decades after World War II, all four went up steadily and in almost perfect lockstep,” Brynjolfsson noted in a June 2015 interview with the Harvard Business Review. “Job growth and wage growth, in other words, kept pace with gains in output and productivity. American workers not only created more wealth but also captured a proportional share of the gains.” In

Robots can now milk cows. Oil prices have fallen globally, meaning both the petro-states and those indirectly propped up by them are weakened. At the same time, slower growth in China has lately shrunk its voracious appetite for African, Australian, and Latin American commodities. China accounted for more than a third of global growth in recent years, and its growth engine multiplied the growth of many of the countries that exported raw materials to Beijing. That has slowed. China’s total debt has grown from roughly 150 percent of its GDP in 2007 to around 240 percent today—a massive increase in one decade that is dampening its growth and its imports and shrinking China’s wallet for foreign aid and investment in African and Latin American commodity-exporting countries. In

Gates put it to me this way: “For good stuff to happen, it requires a lot of things to go well—you need many pieces to get stability right.” None of it is going to happen overnight, but we need to work with the forces of order that do still exist in the World of Disorder to start building a different trajectory, beginning with all the basics: basic education, basic infrastructure—roads, ports, electricity, telecom, mobile banking—basic agriculture, and basic governance. The goal, said Gates, is to get these frail states to a level of stability where enough women and girls are getting educated and empowered for population growth to stabilize, where farmers can feed their families, and where you “start to get a reverse brain drain” as young people feel that they have a chance to connect to and contribute and benefit from today’s global flows by staying at home and not emigrating. Believe

Tactile contact is the newborn’s earliest experience of the world. It is how we first receive love. Mammalian mothers invariably provide tactile stimulation to their offspring, for instance, rats by licking their pups, primates by stroking them. Ashley Montague writes in his superb book Touching: The Human Significance of the Skin, “The various forms in which the newborn and young receive it is of prime importance for their healthy physical and behavioural development. It appears probable that, for human beings, tactile stimulation is of fundamental significance for the development of healthy emotional or affectional relationships, that ‘licking,’ in its actual and in its figurative sense, and love are closely connected; in short, that one learns love not by instruction, but by being loved.” From animal experiments, it is known that physical touching induces growth-hormone production, promoting better weight gain and development. These findings also apply to human beings. In a study of premature babies, incubated infants were divided into two groups. All their nutritional and other conditions were identitical, except for one variable: one group was given fifteen minutes of tactile stimulation three times a day over a period of two weeks. “Providing this form of stimulation to these babies resulted in significant acceleration of weight gain, increased head circumference, and improved behavioural indices,” compared with the control group.

40 percent of S&P 500 CEOs come from sales & marketing backgrounds

There were other important reasons for the growth of American individualism at the expense of community in the second half of the twentieth century besides the nature of capitalism. The first arose as an unintended consequence of a number of liberal reforms of the 1960s and 1970s. Slum clearance uprooted and destroyed many of the social networks that existed in poor neighborhoods, replacing them with an anonymous and increasingly dangerous existence in high-rise public housing units. “Good government” drives eliminated the political machines that at one time governed most large American cities. The old, ethnically based machines were often highly corrupt, but they served as a source of local empowerment and community for their clients. In subsequent years, the most important political action would take place not in the local community but at higher and higher levels of state and federal government. A second factor had to do with the expansion of the welfare state from the New Deal on, which tended to make federal, state, and local governments responsible for many social welfare functions that had previously been under the purview of civil society. The original argument for the expansion of state responsibilities to include social security, welfare, unemployment insurance, training, and the like was that the organic communities of preindustrial society that had previously provided these services were no longer capable of doing so as a result of industrialization, urbanization, decline of extended families, and related phenomena. But it proved to be the case that the growth of the welfare state accelerated the decline of those very communal institutions that it was designed to supplement. Welfare dependency in the United States is only the most prominent example: Aid to Familles with Dependent Children, the depression-era legislation that was designed to help widows and single mothers over the transition as they reestablished their lives and families, became the mechanism that permitted entire inner-city populations to raise children without the benefit of fathers. The rise of the welfare state cannot be more than a partial explanation for the decline of community, however. Many European societies have much more extensive welfare states than the United States; while nuclear families have broken down there as well, there is a much lower level of extreme social pathology. A more serious threat to community has come, it would seem, from the vast expansion in the number and scope of rights to which Americans believe they are entitled, and the “rights culture” this produces. Rights-based individualism is deeply embedded in American political theory and constitutional law. One might argue, in fact, that the fundamental tendency of American institutions is to promote an ever-increasing degree of individualism. We have seen repeatedly that communities tend to be intolerant of outsiders in proportion to their internal cohesiveness, because the very strength of the principles that bind members together exclude those that do not share them. Many of the strong communal structures in the United States at midcentury discriminated in a variety of ways: country clubs that served as networking sites for business executives did not allow Jews, blacks, or women to join; church-run schools that taught strong moral values did not permit children of other denominations to enroll; charitable organizations provided services for only certain groups of people and tried to impose intrusive rules of behavior on their clients. The exclusiveness of these communities conflicted with the principle of equal rights, and the state increasingly took the side of those excluded against these communal organizations.

Once our ancestors began cultivating land for food, they were running on a wheel, but never fast enough. More land provides more food. And more food means more children born and fed. More children provide more help on the farm and more soldiers. But this population growth creates demand for more land, which can be won and held only through conquest and war. Put another way, the shift to agriculture was accelerated by the seemingly irrefutable belief that it’s better to take strangers’ land (killing them if necessary) than to allow one’s own children to die of starvation.

The S curve is not just important as a model in its own right; it’s also the jack-of-all-trades of mathematics. If you zoom in on its midsection, it approximates a straight line. Many phenomena we think of as linear are in fact S curves, because nothing can grow without limit. Because of relativity, and contra Newton, acceleration does not increase linearly with force, but follows an S curve centered at zero. So does electric current as a function of voltage in the resistors found in electronic circuits, or in a light bulb (until the filament melts, which is itself another phase transition). If you zoom out from an S curve, it approximates a step function, with the output suddenly changing from zero to one at the threshold. So depending on the input voltages, the same curve represents the workings of a transistor in both digital computers and analog devices like amplifiers and radio tuners. The early part of an S curve is effectively an exponential, and near the saturation point it approximates exponential decay. When someone talks about exponential growth, ask yourself: How soon will it turn into an S curve? When will the population bomb peter out, Moore’s law lose steam, or the singularity fail to happen? Differentiate an S curve and you get a bell curve: slow, fast, slow becomes low, high, low. Add a succession of staggered upward and downward S curves, and you get something close to a sine wave. In fact, every function can be closely approximated by a sum of S curves: when the function goes up, you add an S curve; when it goes down, you subtract one. Children’s learning is not a steady improvement but an accumulation of S curves. So is technological change. Squint at the New York City skyline and you can see a sum of S curves unfolding across the horizon, each as sharp as a skyscraper’s corner. Most importantly for us, S curves lead to a new solution to the credit-assignment problem. If the universe is a symphony of phase transitions, let’s model it with one. That’s what the brain does: it tunes the system of phase transitions inside to the one outside. So let’s replace the perceptron’s step function with an S curve and see what happens.

To be successful today, your sales process and sales development strategy must align with the way your prospects think (often called the buyer’s journey). I’ve built a five-step framework for thinking about the modern B2B buying process. I call it The Five Whys (see figure 2.1).   Figure 2.1 – The Five Whys   The Five Whys are questions that prospects ask themselves along the way in a complex B2B purchase. As

Sales development should be teeing up introductory meetings so that the account executive can do the work of educating the prospect and developing that curiosity into interest. If

Plenty of companies have suffered with acknowledged pain for years. Their biggest issue is fear that the cure will hurt worse than the illness. You need to dig for the implications of not acting. An organization that isn’t in motion is much harder to move than one that has already realized the consequences of inaction.

We suggest the process of writing down what you believe, noting those beliefs that limit you, and replacing them. This is the easiest route to massive growth and acceleration. Without this process, if you choose to ignore it, your growth opportunity does not stop there. However, the level of effortlessness, indeed, is altered. Without your conscious willingness to grow and change, the energies present now will trigger events or challenges on your path to show you a blockage or a belief that still limits you.

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on? Your view may differ from your boss’s, but it is essential to grasp how she sees the situation. The expectations conversation. Your goal in this conversation is to understand and negotiate expectations. What does your new boss need you to do in the short term and in the medium term? What will constitute success? Critically, how will your performance be measured? When? You might conclude that your boss’s expectations are unrealistic and that you need to work to reset them. Also, as part of your broader campaign to secure early wins, discussed in the next chapter, keep in mind that it’s better to underpromise and overdeliver. The resource conversation. This conversation is essentially a negotiation for critical resources. What do you need to be successful? What do you need your boss to do? The resources need not be limited to funding or personnel. In a realignment, for example, you may need help from your boss to persuade the organization to confront the need for change. Key here is to focus your boss on the benefits and costs of what you can accomplish with different amounts of resources. The style conversation. This conversation is about how you and your new boss can best interact on an ongoing basis. What forms of communication does he prefer, and for what? Face-to-face? Voice, electronic? How often? What kinds of decisions does he want to be consulted on, and when can you make the call on your own? How do your styles differ, and what are the implications for the ways you should interact? The personal development conversation. Once you’re a few months into your new role, you can begin to discuss how you’re doing and what your developmental priorities should be. Where are you doing well? In what areas do you need to improve or do things differently? Are there projects or special assignments you could undertake (without sacrificing focus)? In practice, your

While employees embraced Amazon’s newly articulated values, many resisted the breakneck pace of the work. As Amazon’s growth accelerated, Bezos drove employees even harder, calling meetings over the weekends, starting an executive book club that gathered on Saturday mornings, and often repeating his quote about working smart, hard, and long. As a result, the company was not friendly toward families, and some executives left when they wanted to have children. “Jeff didn’t believe in work-life balance,

That’s been one of my mantras—focus and simplicity. Simple can be harder than complex. You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains. —Steve Jobs

If you’re like most people, a string of nerve-racking incidents keeps you in fight-or-flight response—and out of homeostasis—a large part of the time. Maybe the car cutting you off is the only actual life-threatening situation you encounter all day, but the traffic on the way to work, the pressure of preparing for a big presentation, the argument you had with your spouse, the credit-card bill that came in the mail, the crashing of your computer hard drive, and the new gray hair you noticed in the mirror keep the stress hormones circulating in your body on a near-constant basis. Between remembering stressful experiences from the past and anticipating stressful situations coming up in your future, all these repetitive short-term stresses blur together into long-term stress. Welcome to the 21st-century version of living in survival mode. In fight-or-flight mode, life-sustaining energy is mobilized so that the body can either run or fight. But when there isn’t a return to homeostasis (because you keep perceiving a threat), vital energy is lost in the system. You have less energy in your internal environment for cell growth and repair, long-term building projects on a cellular level, and healing when that energy is being channeled elsewhere. The cells shut down, they no longer communicate with one another, and they become “selfish.” It’s not time for routine maintenance (let alone for making improvements); it’s time for defense. It’s every cell for itself, so the collective community of cells working together becomes fractured. The immune and endocrine systems (among others) become weakened as genes in those related cells are compromised when informational signals from outside the cells are turned off. It’s like living in a country where 98 percent of the resources go toward defense, and nothing is left for schools, libraries, road building and repair, communication systems, growing of food, and so on. Roads develop potholes that aren’t fixed. Schools suffer budget cuts, so students wind up learning less. Social welfare programs that took care of the poor and the elderly have to close down. And there’s not enough food to feed the masses. Not surprisingly, then, long-term stress has been linked to anxiety, depression, digestive problems, memory loss, insomnia, hypertension, heart disease, strokes, cancer, ulcers, rheumatoid arthritis, colds, flu, aging acceleration, allergies, body pain, chronic fatigue, infertility, impotence, asthma, hormonal issues, skin rashes, hair loss, muscle spasms, and diabetes, to name just a few conditions (all of which, by the way, are the result of epigenetic changes). No organism in nature is designed to withstand the effects of long-term stress.

growth compounds and accelerates if you remain intentional about it.

Part of the purpose of life and the path of self-realization is to develop this ability to see and understand with a full spectrum prism consciousness. This will incredibly accelerate your spiritual growth and expand your consciousness. It will help you to understand and have compassion for people from all walks of life. It will make you a better spiritual teacher, counselor, and person.

The sphingolipid mutations, in particular, have effects that could plausibly boost intelligence. In each, there is a buildup of some particular sphingolipid, a class of modified fat molecules that play a role in signal transmission and are especially common in neural tissues. Researchers have determined that elevated levels of those sphingolipids cause the growth of more connections among neurons, the basic cells of the central nervous system (see page 221).

preaching the gospel to oneself accelerates sanctification. Sanctification is just a big word meaning “growth in godliness.” As Paul David Tripp writes, “No one is more influential in your life than you are, because no one else talks to you more.”11 What you say to yourself will influence you more than all the sermons you hear, all the counseling you receive, and all the Bible reading you do. A right understanding of the gospel provides motivation for developing love, compassion, and grace toward others. Yes, the gospel is a message for unbelievers. But, as we have seen, it is also the most important motivator for growing holiness. John Piper writes, “Our temptation is to think that the gospel is for beginners and then we go on to greater things. But the real challenge is to see the gospel as the greatest thing—and getting greater all the time.”12

The definition of an entrepreneur is someone who takes risks to earn a profit. I would take that a step further to say that an entrepreneur takes risks to realize a dream.

Like high blood pressure and diabetes, chronic inflammation has no visible symptoms (though it can be measured by a lab test known as high-sensitivity C-reactive protein [hs CRP]). But it damages the vascular system, the organs, the brain, and body tissues. It slowly erodes your health, gradually overwhelming the body’s anti-inflammatory defenses. It causes heart disease. It causes cognitive decline and memory loss. Even obesity and diabetes are linked to inflammation because fat cells are veritable factories for inflammatory chemicals. In fact, it’s likely that inflammation is the key link between obesity and all the diseases obesity puts you at risk for developing. When your joints are chronically inflamed, degenerative diseases like arthritis are right around the corner. Inflamed lungs cause asthma and other respiratory illnesses. Inflammation in the brain is linked to Alzheimer’s disease and other neurological conditions, including brain fog and everyday memory lapses that we write off as normal aging—except those memory lapses are not an inevitable consequence of aging at all. They are, however, an inevitable consequence of inflammation, because inflammation sets your brain on fire. Those “I forgot where I parked the car” moments start happening more frequently, and occurring prematurely. Inflamed arteries can signal the onset of heart disease. Chronic inflammation has also been linked to various forms of cancer; it triggers harmful changes on a molecular level that result in the growth of cancer cells. Inflammation is so central to the process of aging and breakdown at the cellular level that some health pundits have begun referring to the phenomena as “inflam-aging.” That’s because inflammation accelerates aging, including the visible signs of aging we all see in the skin. In addition to making us sick, chronic inflammation can make permanent weight loss fiendishly difficult. The fat cells keep churning out inflammatory proteins called cytokines, promoting even more inflammation. That inflammation in turn prevents the energy-making structures in the cells, called mitochondria, from doing their jobs efficiently, much like a heat wave would affect the output of a factory that lacks air-conditioning—productivity declines under extreme conditions. One of the duties of the mitochondria is burning fat; inflammation interferes with the job of the mitochondria, making fat burning more difficult and fat loss nearly impossible. While someone trying to lose weight may initially be successful, after a while, the number on the scale gets stuck. The much-discussed weight-loss “plateau” is often a result of this cycle of inflammation and fat storage. And here’s even more bad news: Adding more exercise or eating fewer calories in an attempt to break through the plateau will have some effect on weight loss, but not much. And continuing to lose weight becomes much harder to accomplish. Why? Because inflammation decreases our normal ability to burn calories. (We’ll tell you more about other factors that contribute to the plateau—and how the Smart Fat Solution can help you to move beyond them—in Part 2 of this book.)

On the production side of our economy, technologies are called on so that we can make stuff cheaper and faster. Consumerism drives economic growth, and acceleration culture reinforces itself. No on asks why. The question is ignored as long as speed and efficiency keep chugging ahead...The Gospel of Technology also preaches comfort. Do whatever it takes, adopt whatever is necessary to preserve your own security and comfort in this world...Self-preserve at any cost.

This state of affairs can often lead to two possible kinds of downward spirals—one that accelerates to the final crash or one in which a state of misery is accepted as the new normal.

In contrast to the traditional idea of creative discovery as great leaps into the unknown by the 'man of genius' - the exploration of the adjacent possible by diverse perspectives can explain autocatalytic innovation within the context of cultural learning and conformity. The growth of diversity is self-accelerating because the size of the possible exponentially increases with the dimensions of the attributes being tinkered with.

this book explores and identifies these undercurrents: the forces that have governed the development process. It demonstrates how these forces operated relentlessly, if invisibly, throughout the course of human history, and its long economic ice age, gathering pace until, at last, technological advancements in the course of the Industrial Revolution accelerated beyond a tipping point, where rudimentary education became essential for the ability of individuals to adapt to the changing technological environment. Fertility rates started to decline and the growth in living standards was liberated from the counterbalancing effects of population growth, ushering in long-term prosperity

Reducing batch sizes reduces cycle times and variability in flow, accelerates feedback, reduces risk and overhead, improves efficiency, increases motivation and urgency, and reduces costs and schedule growth

People were too caught up in the process and not the outcome.

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success?

Accelerating Technological Advancement Two “laws” help explain the extraordinary changes wrought by the global adoption of the internet. The first is Moore’s Law, named for Gordon Moore, an Intel cofounder. In the 1960s, he observed that the number of transistors that could be squeezed into a single chip was increasing at a predictable rate—doubling about every eighteen months. Thanks to billions of dollars in R&D and engineering investment, that rate of improvement has held ever since. The second law is named after Bob Metcalfe, the inventor of Ethernet, one of the protocols foundational to the internet. Metcalfe posited that the value of a network is equal to the number of connections between users, not just the number of users. Bigger is better, and better, and better. These laws help us quantify something we can see in our online experience: both the power of our devices and the value of the network they’re attached to are millions of times greater than they were at the dawn of the internet era. Plotting this growth reveals an interesting twist, however. For the past thirty years, the value of the internet as described by Metcalfe’s Law has increased more than processing power has improved. But as internet penetration slows, so does the rate of increase in the value of the internet. Meanwhile, Moore’s Law chugs along, suggesting that we may be approaching an inflection point, when changes to our online experience are driven more by technological advancement than by the ever-growing number of online connections.

appears we are dealing with a super-fungus with a hyper-accelerated spore germination cycle and an aggressive mycelium growth rate. It can live on any surface and consume almost anything for food. I’ve never seen anything

The conifer, as the leitmotif of this book, conjures up the essential lesson of the roundabout, going right with its slow yet steady development at first until, finally, reaching a stage of maturity at which it can go left with accelerating growth that outpaces its competition.

African coastal entrepôts such as Ouidah played a critical role in the operation of the Atlantic slave trade, by helping to coordinate exchanges between hinterland suppliers and European ships, thereby accelerating their turn-round, and also by supplying them with provisions to feed the slaves on their voyage.14 In addition to extending and deepening understanding of the working of the slave trade, a study of Ouidah also represents a contribution to a second area of growing interest recently within African historical studies, urban history. Studies of urban history in Africa have tended to concentrate on the growth of towns during the colonial and post-colonial periods;15 but in West Africa especially, substantial towns existed already in the pre-colonial period, and Ouidah offers an exceptionally well-documented case-study of this earlier tradition of urbanism.16 Within southern Bénin, Ouidah provides the premier example of the ‘second generation’ of precolonial towns, which served as centres for European maritime trade: what have been termed, although somewhat infelicitously, ‘fort towns [villes-forts]’, in distinction from the ‘first generation’ of ‘palace-cities [cités-palais]’, which served as capitals of indigenous African states, such as Abomey.

seems that crises, including pandemics, accelerate some existing economic trends.

AI enables marketers to: •​Accelerate revenue growth •​Create personalized consumer experiences at scale •​Drive costs down •​Generate greater return on investment (ROI) •​Get more actionable insights from marketing data •​Predict consumer needs and behaviors with greater accuracy •​Reduce time spent on repetitive, data-driven tasks •​Shorten the sales cycle •​Unlock greater value from marketing technologies

The discussion above of the Six S framework suggests that its elements frequently interact and influence each other. My analysis of scaling startups shows that these interactions frequently follow two predictable paths—each with its own catalyst. The first path starts with a drive for Speed—that is, accelerated growth for the startup’s core business. With the second path, the catalyst is a vision with ambitious Scope. As we’ll see in the chapters that follow, these two paths expose startups to unique risks—and unique modes of failure.

Aside from evidence for proactive violence among contemporary hunter-gatherers, two thorny facts don’t entirely square with the view that we stopped fighting ever since we became hunter-gatherers. The first fact is muscle. The average adult man today is 12 to 15 percent heavier than the average adult woman, but women have much higher percentages of body fat masking underlying differences in muscle mass. Whole-body scans show that males average 61 percent more muscle mass then females, with most of that difference in the upper body.30 Men’s extra brawn, moreover, is added during puberty, when testosterone levels shoot up, accelerating muscle growth in the arms, shoulders, and neck.31 In this regard, human men resemble male kangaroos, whose upper bodies also enlarge during adolescence to help them fight.32 Enhanced upper-body muscularity in male humans might also have been selected for hunting, but we cannot rule out aggression. The second fact is literally staring us in the face. Consider the faces of assorted males in the genus Homo lined up for you in figure 16. Note that until about 100,000 years ago, even in some of the earliest Homo sapiens, males tend to have massive, heavily built faces and menacingly large browridges. The earliest H. sapiens males have smaller, less robust faces than Neanderthals and other non-modern humans, but truly lightly built, “feminized” faces don’t appear until less than 100,000 years ago.33 It is intriguing to hypothesize that these big faces reflect higher levels of testosterone during adolescence. In males today, elevated testosterone contributes to not only higher libidos, more impulsivity, and more reactive aggression but also bigger browridges and larger faces.34 Another molecule that possibly affects facial masculinization is the neurotransmitter serotonin, which reduces aggression; less masculinized faces are associated with higher levels of serotonin.35

Computation has emerged, and now the Law of Accelerating Returns predicts that computational technology will progress at an exponential rate. It predicts the exponent of this growth will be vastly higher for the technology than for the species that created it. So, at some point, computational technology will overtake the species that developed it.

While both are essential, to fast-track financial freedom, increasing your income is more powerful than cutting back on your expenses because you can only cut back so much and it gives you the opportunity to invest more money more often, accelerating the rate of compounding and the growth of your money.

Learning-agile employees constantly seek new challenges at work, take risks and self-reflect from mistakes. They’re obsessed with learning and growth rather than titles and promotions. As a result, they adapt quickly to unfamiliar situations and thrive among chaos and uncertainty, the number one most critical skill in a world changing dramatically from technology. The higher you go in an organization, the more you’ll lead and make decisions in uncertainty. While ordinary careers stutter and plateau in this uncertainty, the learner’s career accelerates. Figure 6.1: The learner’s career path

Ever since the Industrial Revolution, [Thomas Hylland Eriksen] said, our economies have been built around a new and radical idea - economic growth. This is the belief that every year, the economy - and each individual company in it - should get bigger and bigger. That's how we now define success. If a country's economy grows, its politicians are likely to get reelected. ...If a country or a company's share price shrinks, politicians or CEOs face a greater risk of being booted out. Economic growth is the central organising principle of our society. It is at the heart of how we see the world. Thomas explained that growth can happen in one of two ways. The first is that a corporation can find new markets - by inventing something new, or exporting something to a part of the world that doesn't have it yet. The second is that a corporation can persuade existing consumers to consume more. If you can get people to eat more, or to sleep less, then you have found a source of economic growth. Mostly, he believes, we achieve growth today primarily through this second option. Corporations are constantly finding ways to cram more stuff into the same amount of time. To give one example: they want you to watch TV and follow the show on social media. Then you see twice as many ads. This inevitably speeds up life. If the economy has to grow every year, in the absence of new markets it has to get you and me to do more in the same amount of time. As I read Thomas' work more deeply, I realised this is one of the crucial reasons why life has accelerated every decade since the 1880s: we are living in an economic machine that requires greater speed to keep going - and that inevitably degrades our attention over time. If fact, when I reflected on it, this need for economic growth seemed to be the underlying force that was driving so many of the causes of poor attention that I had learned about - our increasing stress, our swelling work hours, our more invasive technologies, our lack of sleep, our bad diets.

Three structural attributes of certain business models—powerful network effects, high customer switching costs, and strong economies of scale—impel a startup, along with rivals who share these attributes, to accelerate growth.

Moving the body regularly lifts your concentration, speeds up the processing potency of your brain as well as accelerating its learning capacity, raises your energy, elevates your optimism, helps you sleep better via the production of more melatonin and promotes longevity through the release of human growth hormone (HGH), along with the lengthening of your telomeres. Telomeres keep the ends of our chromosomes from fraying—they’re like plastic caps at the tips of shoelaces.

The Growth Cycles and 14 Principles Again, as I was studying the Shareholder Letters, I realized they split into repeatable Growth Cycles that Bezos applies to pretty much every endeavor: test, build, accelerate, and scale with the principles falling into each area. Three of the principles helped Amazon grow through strategic testing: •Encourage “Successful Failure” •Bet on Big Ideas •Practice Dynamic Invention and Innovation

Four of the principles helped Amazon accelerate its growth: •Generate High-Velocity Decisions •Make Complexity Simple •Accelerate Time with Technology •Promote Ownership

We confront a paradoxical process, then, whose duality - tetanization and inertia, acceleration in a void, overheated production with no attendant social gains or aims - is a reflection of the two phenomena conventionally attributed to the crisis: inflation and unemployment. Traditionally, inflation and unemployment are variables in the equation of growth. At this level, however, there is really no question of crisis: these phenomena are anomic in character, and anomie is merely the shadow cast by an organic solidarity. What is worrying, by contrast, is anomaly. The anomalous is not a clear symptom but, rather, a strange sign of failure, of the infraction of a rule which is secret - or which, at any rate, we know nothing about. Perhaps an excess of goals is the culprit - we simply do not know. Something escapes us, and we are escaping from ourselves, or losing ourselves, as part of an irreversible process; we have now passed some point of no return, the point where the contradictoriness of things ended, and we find ourselves, still alive, in a universe of non-contradiction, of enthusiasm, of ecstasy - of stupor in the face of a process which, for all its irreversibility, is bereft of meaning.

To appreciate the nature and significance of the coming ‘singularity,’ it is important to ponder the nature of exponential growth. Toward this end, I am fond of telling the tale of the inventor of chess and his patron, the emperor of China. In response to the emperor’s offer of a reward for his new beloved game, the inventor asked for a single grain of rice on the first square, two on the second square, four on the third, and so on. The emperor quickly granted this seemingly benign and humble request. “One version of the story has the emperor going bankrupt as the sixty-three doublings ultimately totaled eighteen million trillion grains of rice, which would require rice fields covering twice the surface area of the Earth, oceans included. “Another version of the story has the inventor losing his head.” ​—Ray Kurzweil, The Law of Accelerating Returns

Accelerate Time with Technology Q: How are you using technology to speed up your business growth? Q: In what way could you use technology to make part of your business obsolete (before your competitor does it for you)?

start-up, turnaround, accelerated growth, realignment, and sustaining success. The STARS model

Psychologist Robert Kegan,8 chair of adult development at Harvard, has a term for unzipping those costumes. He calls it “the subject-object shift” and argues that it’s the single most important move we can make to accelerate personal growth. For Kegan, our subjective selves are, quite simply, who we think we are. On the other hand, the “objects” are things we can look at, name, and talk about with some degree of objective distance. And when we can move from being subject to our identity to having some objective distance from it, we gain flexibility in how we respond to life and its challenges.

In the half century after 1950, the global economy grew sixfold. Annual economic growth averaged 3.9 percent per year, far outstripping the estimated historical averages for the industrial age up to that point (1820–1950) of 1.6 percent per year and for the “early modern,” post-Columbian world (1500–1820) of 0.3 percent per year

Situation: The company has weathered the start-up and turnaround or crisis stage, and is now in accelerating growth. While there is a good growth strategy, there are not enough good leaders to carry it out. The products and services are good, but many business processes are either missing or dysfunctional. Strategy: Don’t think in terms of doing it all yourself, but focus on creating a team of ‘A’ players. Your mindset: “get me the best in the world,” rather than just fill slots. Do an assessment on what’s working and not working, and address what’s missing that could make a difference— build a brand name, leverage new technology, and outsource missing or broken processes.

MATCH STRATEGY TO SITUATION—CHECKLIST What portfolio of STARS situations have you inherited? Which portions of your responsibilities are in start-up, turnaround, accelerated-growth, realignment, and sustaining-success modes? What are the implications for the challenges and opportunities you are likely to confront, and for the way you should approach accelerating your transition? What are the implications for your learning agenda? Do you need to understand only the technical side of the business, or is it critical that you understand culture and politics as well? What is the prevailing climate in your organization? What psychological transformations do you need to make, and how will you bring them about? How can you best lead change given the situations you face? Which of your skills and strengths are likely to be most valuable in your new situation, and which have the potential to get you into trouble? What are the implications for the team you need to build?

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on?