Adapt Business Quotes

Effective board governance hinges on adapting strategic direction based on changing market conditions and emerging opportunities.

A good business adapts it’s strategy and approach as the economy continuously evolves.

If you’re ambitious, you can bring a cultural change through your product instead of adapting, in case it leads to a better society and healthier mother earth.

You have to always be vigilant and make sure you’re ready to get on the bandwagon as a need for any new change arises.

The more that you polish your skill of learning from others’ mistakes, the more you will be able to put your funds to the right use.

In this global economy of rapid change, innovation is not a nice-to-have anymore - it's a necessity. Every employee in the business needs to be innovation capable or innovation adaptive.

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

The economy is always changing. So your business should always be changing. Managing a business includes adapting to change, evolving with change and sometimes pioneering those changes and evolutions.

In fact he was incurably insane and hallucinated more or less continuously, but by a remarkable stroke of lateral thinking his fellow wizards had reasoned that, in that case, the whole business could be sorted out if only they could find a formula that caused him to hallucinate that he was completely sane.* *This is a very common hallucination, shared by most people.

The economy is always changing. Therefore, business strategy should change to adapt. And the way to adapt is to find new ways to add value to the customers lives. At Mayflower-Plymouth, we're here to help your business thrive in this way.

Adaptive collective action is superior to bureaucracy.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

Something I've never been able to adapt to, to understand is how they can lavish such love and care on the animals and then see them sold for slaughter. I don't dare say anything about it, though. Richard and his friends would be down on me in a flash. But there's some kind of cold, unfeeling contradiction in that business.

Technology has always been and will always be a disruptive force in business. And it will always be the case that businesses that are rigid and stagnant and unimaginative will die. And businesses that are adaptive and resilient and imaginative will continue on living.

By working together, the entire organization can build a more resilient and adaptable enterprise that is better equipped to navigate the complexities and uncertainties of the modern business landscape.

A nimble and adaptable company with healthy cash reserves is better positioned to thrive even through unpredictable circumstances.

Climate intelligence enables action-oriented, climate-aligned decisions to mitigate risks, build resilient adaptation, and identify emerging opportunities.

Incremental climate adaptation needs to shift to exponential climate adaptation.

Transitioning a business from current state to future state requires clear strategy, adaptability, synergy among all involved and a dedication to execution - among other things.

When we're talking about businesses adapting to change, it's not just about the processes and systems but also about people and their ability to practice new relationships, methods and behaviors.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

One of the newest figures to emerge on the world stage in recent years is the social entrepreneur. This is usually someone who burns with desire to make a positive social impact on the world, but believes that the best way of doing it is, as the saying goes, not by giving poor people a fish and feeding them for a day, but by teaching them to fish, in hopes of feeding them for a lifetime. I have come to know several social entrepreneurs in recent years, and most combine a business school brain with a social worker's heart. The triple convergence and the flattening of the world have been a godsend for them. Those who get it and are adapting to it have begun launching some very innovative projects.

It's important for business processes to be adaptable and flexible.

I never heard that it had been anybody’s business to find out what his natural bent was, or where his failings lay, or to adapt any kind of knowledge to him. He had been adapted to the verses and had learnt the art of making them to such perfection. I did doubt whether Richard would not have profited by some one studying him a little, instead of his studying them quite so much.

Change management is a broad term for the many ways of preparing, supporting, and helping businesses, teams, and organizations adapt to, thrive through and initiate change.

The stronger your self-understanding is, the greater your probability of adapting to the people around you.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

Things nature is good at include - organizing matter in a way that is multi functional, mass customization, network adaptation to circumstance, responsive evolution, growth as a mechanism for construction, decentralization, data management and asset management. Regardless of what kind of business we are talking about, there's something vital to learn from nature.

Every crossroad in life has four options – quit, adapt, proceed, or accept, but quitting is a dead-end.

Adaptable companies turn disruptions into opportunities.

*The best way to describe Mr. Windling would be like this: You are at a meeting. You'd like to be away early. So would everyone else. There really isn't very much to discuss, anyway. And just as everyone can see Any Other Business coming over the horizon and is putting their papers neatly together, a voice says "If I can raise a minor matter, Mr. Chairman..." and with a horrible wooden feeling in your stomach you know, now, that the evening will go on for twice as long with much referring back to the minutes of earlier meetings. The man who has just said that, and is now sitting there with a smug smile of dedication to the committee process, is as near Mr. Windling as makes no difference. And something that distinguishes the Mr. Windlings of the universe is the term "in my humble opinion," which they think adds weight to their statements rather than indicating, in reality, "these are the mean little views of someone with the social grace of duckweed".

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

A smart entrepreneur pivots when circumstances pivot. When everything around you changes, you gotta change to adapt. Either you pivot and profit from the change, or you procrastinate and are forced to change eventually. And when you're forced to change, there's usually a loss not a profit.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

So nobody must be allowed to think at all. Down with the public schools! Children must be drilled mentally by quarter-educated herdsmen, whose wages would stop at the first sign of disagreement with the bosses. For the rest, deafen the whole world with senseless clamour. Mechanize everything! Give nobody a chance to think. Standardize "amusement." The louder and more cacophonous, the better! Brief intervals between one din and the next can be filled with appeals, repeated 'till hypnotic power gives them the force of orders, to buy this or that product of the "Business men" who are the real power in the State. Men who betray their country as obvious routine. The history of the past thirty years is eloquent enough, one would think. What these sodden imbeciles never realize is that a living organism must adapt itself intelligently to its environment, or go under at the first serious change of circumstance.

Independently, new technologies can be pretty impactful to businesses. But the whole world in which businesses operate changes with the convergence of many new technologies. So we need to always be mindful of how technologies are converging and how that convergence may pressure us to adapt how we think about business and how we do business.

The markets were now run by technology, but the technologists were still treated like tools. Nobody bothered to explain the business to them, but they were forced to adapt to its demands and exposed to its failures—which was, perhaps, why there had been so many more conspicuous failures.

One of the biggest killers of business is an unwillingness to adapt. In business, you really gotta be adaptable.

Permaculture economics promotes adaptive, responsive systems, like nature's evolution.

Adaptability is the new superpower in business - embrace it to thrive.

The skills that got you here today are not the same ones that will take you confidently into the future. Continue to learn and adapt.

Everyone had only one true vocation: to find himself. Let him wind up as a poet or a madman, as a prophet or a criminal—that wasn’t his business; in the long run, it was irrelevant. His business was to discover his own destiny, not just any destiny, and to live it totally and undividedly. Anything else was just a half-measure, an attempt to run away, an escape back to the ideal of the masses, an adaptation, fear of one’s own nature.

If you’re in permanent beta in your career, twenty years of experience actually is twenty years of experience because each year will be marked by new, enriching challenges and opportunities. Permanent beta is essentially a lifelong commitment to continuous personal growth. Get busy livin’, or get busy dyin’. If

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

... I believe that he will prosper most whose mode of acting best adapts itself to the character of the times; and conversely that he will be unprosperous, with whose mode of acting the times do not accord.

We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure as needed are the businesses that are most positioned to thrive through the changes.

That art or talent by which the discourse is adapted to the end,’ and states that the ends of speaking, or writing are reducible to four: to enlighten the understanding, to please the imagination, to move the passions, or to influence the will.

The future belongs not to the biggest or the strongest, rather to those who are willing to adapt.

A team in the business world will tend to perform at the level of the worst individual team member

The sword doesn't change. So you have to adapt to the sword. You can't change your surroundings. They only change once you have changed.

One of the biggest causes of failure in business is an unwillingness to adapt. In business, you really gotta be adaptable.

Business Paradigm Shifting allows companies to transform before they're forced to. Voluntary change is expensive, but it always costs less than forced change.

Business Paradigm Shifting helps companies stay relevant to changing customer needs.

In nature, adaptation is key to survival. Businesses must also adapt to changing market conditions to thrive.

I call this building an adaptive organization, one that automatically adjusts its process and performance to current conditions.

Get busy livin’, or get busy dyin’. If you’re not growing, you’re contracting. If you’re not moving forward, you’re moving backward.

Barack Obama is the most successful new marketer in history. Study his campaign so that you can adapt the ideas for your business.

Adaptability unlocks resilience, ensuring businesses can weather any storm.

Adaptable companies foster a growth mindset, driving progress and innovation.

Business Paradigm Shifting helps companies stay ahead of the curve, not just react to it. You can't add real value for your customers if you're just reacting.

The pace of change demands a culture of continuous learning and innovation.

Embrace the Business Paradigm Shifting approach to lead change, not just manage it.

Companies that adapt thrive in uncertainty, those that don't risk extinction.

Embrace adaptability and the Business Paradigm Shifting approach to ensure a future-proof business.

Be patient. Creating something good takes time. So take your time.

Being able to shift in light of new information and in light of new opportunities is a skill. Practicing will make you a more confident leader of change, now and in the future.

There is no skill so specialized that it cannot be adapted to the business of survival. When all else fails, look to yourself for answers.

The instructor’s business is not to show the way itself, but to enable the pupil to get the feel of this way to the goal by adapting it to his individual peculiarities

Theory of Evolution (Summary) First, there were some amoebas. Deviant amoebas adapted better to the environment, thus becoming monkeys. Then came Total Quality Management.

As the world turns toward winter and the nights grow long, people begin to wake in the dark. Lying in bed too long cramps the limbs, and dreams dreamt too long turn inward on themselves, grotesque as a Mandarin’s fingernails. By and large, the human body isn’t adapted for more than seven or eight hours’ sleep—but what happens when the nights are longer than that? What happens is the second sleep. You fall asleep from tiredness, soon after dark—but then wake again, rising toward the surface of your dreams like a trout coming up to feed. And should your sleeping partner also wake then—and people who have slept together for a good many years know at once when each other wakes—you have a small, private place to share, deep in the night. A place in which to rise, to stretch, to bring a juicy apple back to bed, to share slice by slice, fingers brushing lips. To have the luxury of conversation, uninterrupted by the business of the day. To make love slowly in the light of an autumn moon. And then, to lie close, and let a lover’s dreams caress your skin as you begin to sink once more beneath the waves of consciousness, blissful in the knowledge that dawn is far off—that’s second sleep.

True, a socialistic society could see that 1000 litres of wine were better than 800 litres. It could decide whether or not 1000 litres of wine were to be preferred to 500 litres of oil. Such a decision would involve no calculation. The will of some man would decide. But the real business of economic administration, the adaptation of means to ends only begins when such a decision is taken. And only economic calculation makes this adaptation possible. Without such assistance, in the bewildering chaos of alternative materials and processes the human mind would be at a complete loss. Whenever we had to decide between different processes or different centres of production, we would be entirely at sea.

The enhanced productivity created by the mass adaptation of AI will result in increased M&A activity within the next ten years, while simultaneously, totally new industries emerge with unique value propositions. And a few industries die out as their value propositions become irrelevant in the new paradigm.

Embracing data-driven decisions allows organizations to uncover valuable insights, adapt to changing market conditions, and stay ahead of the beat, ultimately increasing their chances of success and growth.

Supply chains have evolved into value webs. The emphasis is no longer only on supply and the perspective is no longer linear. Instead, emphasis is spread out among various interconnected parts and the perspective is holistic. In order to adapt, we have to ask ourselves more meaningful questions about everything.

Like seeing the doctor for an annual exam, regularly assessing a business model is an important management activity that allows an organization to evaluate the health of its market position and adapt accordingly.

The best ones to solve the climate change problem are businesses all around the world. If each business adapts permaculture principles, we would see massive improvements in climate and natural ecosystem conditions.

Perhaps we are not following Christ all the way or in the right spirit. We are likely, for example, to be a little sparing of the palms and hosannas. We are chary of wielding the scourge of small cords, lest we should offend somebody or interfere with trade. We do not furnish up our wits to disentangle knotty questions about Sunday observance and tribute money, nor hasten to sit at the feet of the doctors, both hearing them and asking them questions. We pass hastily over disquieting jests about making friends with the mammon of unrighteousness and alarming observations about bringing not peace but a sword; nor do we distinguish ourselves by the graciousness by which we sit at meat with publicans and sinners. Somehow or other, and with the best intentions, we have shown the world the typical Christian in the likeness of a crashing and rather ill-natured bore---and this in the name of the one who assuredly never bored a soul in those thirty-three years during which he passed through the world like a flame. Let us, in heaven's name, drag out the divine drama from under the dreadful accumulation of slipshod thinking and trashy sentiment heaped upon it, and set it on an open stage to startle the world into some sort of vigorous reaction. If the pious are the first to be shocked, so much worse for the pious---others will pass into the kingdom of heaven before them. If all men are offended because of Christ, let them be offended; but where is the sense of their being offended at something that is not Christ and is nothing like him? We do him singularly little honor by watering down his personality till it could not offend a fly. Surely it is not the business of the Church to adapt Christ to men, but to adapt men to Christ.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

There is great wisdom in a business having a system in place for adapting its underlying assumptions and pivoting so that it can continue to survive and thrive in the new reality by reclaiming relevance and providing value to newly defined markets.

Sometimes the economy is unpredictable. Sometimes markets and industries are unpredictable. Sometimes unpredictable things happen that could impact the company. That's why your company needs to have a healthy amount of liquidity; accessible cash. And that's why the company needs to be nimble and able to adapt. A nimble and adaptable company with healthy cash reserves is better positioned to thrive even through unpredictable circumstances.

Companies should invest in technology for efficiency because it streamlines processes, reduces operational costs, and improves productivity. Technological advancements enable businesses to stay competitive, adapt to changing market conditions, and provide better products or services to their customers.

Necessity is the mother of invention;Copying the original,improving,perfecting and innovating to make more adaptable to present;Plagraism with good motives, it will spread with good result. Franchising is a form of copying to make the business to run in its form. You don't want to be copy, put it in the bowl. Originality has its origin; it depends to your intention.

As the manager of my hedge fund, I’ve shorted the stocks of over two hundred companies that have eventually gone bankrupt. Many of these businesses started out with promising, even inspired ideas: natural cures for common diseases, for example, or a cool new kind of sporting goods product. Others were once-thriving organizations trying to rebound from hard times. Despite their differences, they all failed because their leaders made one or more of six common mistakes that I look for: They learned from only the recent past. They relied too heavily on a formula for success. They misread or alienated their customers. They fell victim to a mania. They failed to adapt to tectonic shifts in their industries. They were physically or emotionally removed from their companies’ operations.

As the shape of Christianity changes and our churches adapt to a new world, we have a choice: we can drive our hearses around bemoaning every augur of death, or we can trust that the same God who raised Jesus from the dead is busy making something new. As long as Christians are breaking the bread, and pouring the wine, as long as we are healing the sick and baptizing sinners, as long as we are preaching the Word and paying attention, the church lives, and Jesus said even the gates of hell cannot prevail against it. We might as well trust him, since he knows a thing or two about the way out of the grave.

The President is at liberty, both in law and conscience, to be as big a man as he can. His capacity will set the limit; and if Congress be overborne by him, it will be no fault of the makers of the Constitution, – it will be from no lack of constitutional powers on its part, but only because the President has the nation behind him, and the Congress has not.” “The chief instrumentality by which the law of the Constitution has been extended to cover the facts of national development has of course been judicial interpretation, – the decisions of the courts. The process of formal amendment of the Constitution was made so difficult by provisions of the Constitution itself that it has seldom been feasible to use it; and the difficulty of formal amendment has undoubtedly made the courts more liberal, not to say lax, in their interpretation than they would otherwise have been. The whole business of adaptation has been theirs, and they have undertaken it with open minds, sometimes even with boldness and a touch of audacity...” “The old theory of the sovereignty of the States, which used so to engage our passions, has lost its vitality. The war between the States established at least this principle, that the federal government is, through its courts, the final judge of its own powers... We are impatient of state legislatures because they seem to us less representative of the thoughtful opinion of the country than Congress is. We know that our legislatures do not think alike, but we are not sure that our people do not think alike...

Ultimately, the purpose of a certification is to establish a particular level of proficiency in a discipline. Unfortunately, “social media” in and of itself, is not a discipline. Digital crisis management, on the other hand, is. So are digital customer service and online community management. This means that a certification program that focuses on social media without addressing each specific business function adapted to social media won’t end up certifying anyone in much of anything.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

My core fear is that we are, as a culture, as a species, becoming shallower; that we have turned from depth--from the Judeo-Christian premise of unfathomable mystery--and are adapting ourselves to the ersatz security of a vast lateral consciousness. That we are giving up on wisdom, the struggle for which has for millennia been central to the very idea of culture, and that we are pledging instead to a faith in the web. What is our idea, our ideal, of wisdom these days? Who represents it? Who even invokes it? Our postmodern culture is a vast fabric of completing isms; we are leaderless and subject to the terrors, masked as the freedoms, of an absolute relativism. It would be wrong to lay all the blame at the feet of technology, but more wrong to ignore the great transformative impact of new technological systems--to act as if it's all just business as usual.

The more important factors are a man’s perseverance, his ability to innovate and think of new ideas, to be willing to adapt to changing conditions, to push almost tirelessly at a task or several at a time, during the difficult seasons as well as the prosperous. Certainly a man may be all these on his own, and succeed, wife or no – but to have a wife who possessed these qualities, who could bring out in her husband such steadiness and strength of character by her example and unyielding affection… The worth of such a wife is immeasurable. - James Laurence to his grandson, Laurie

Man little knows what calamities are beyond his patience to bear, till he tries them: as in ascending the heights of ambition, which look bright from below, every step we rise shows us some new and gloomy prospects of hidden disappointment: so in our descent from the summits of pleasure, though the vale of misery below may appear at first dark and gloomy, yet the busy mind, still attentive to its own amusement, finds, as we descend, something to flatter and to please. Still as we approach, the darkest objects appear to brighten, and the mental eye becomes adapted to its gloomy situation.

They were castaways in one of the most savage regions of the world, drifting they knew not where, without a hope of rescue, subsisting only so long as Providence sent them food to eat. And yet they had adjusted with surprisingly little trouble to their new life, and most of them were quite sincerely happy. The adaptability of the human creature is such that they actually had to remind themselves on occasion of their desperate circumstances. On November 4, Macklin wrote in his diary: "It has been a lovely day, and it is hard to think we are in a frightfully precarious situation." It was an observation typical of the entire party. There was not a hero among them, at least not in the fictional sense. Still not a single diary reflected anything beyond the matter-of-fact routine of each day's business.

— pity is a confoundedly two-edged business. Anyone who doesn’t know how to deal with it should keep his hands, and, above all, his heart, off it. It is only at first that pity, like morphia, is a solace to the invalid, a remedy, a drug, but unless you know the correct dosage and when to stop, it becomes a virulent poison. The first few injections do good, they soothe, they deaden the pain. But the devil of it is that the organism, the body, just like the soul, has an uncanny capacity for adaptation. Just as the nervous system cries out for more and more morphia, so do the emotions cry out for more and more pity, in the end more than one can give. Inevitably there comes a moment when one has to say ‘No’, and then one must not mind the other person’s hating one more for this ultimate refusal than if one had never helped him at all.

It was in the library that he and May had always discussed the future of the children: the studies of Dallas and his young brother Bill, Mary's incurable indifference to "accomplishments," and passion for sport and philanthropy, and the vague leanings toward "art" which had finally landed the restless and curious Dallas in the office of a rising New York architect. The young men nowadays were emancipating themselves from the law and business and taking up all sorts of new things. If they were not absorbed in state politics or municipal reform, the chances were that they were going in for Central American archaeology, for architecture or landscape-engineering; taking a keen and learned interest in the prerevolutionary buildings of their own country, studying and adapting Georgian types, and protesting at the meaningless use of the word "Colonial." Nobody nowadays had "Colonial" houses except the millionaire grocers of the suburbs.

is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female’s offspring—one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently—even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as “sneaky fuckers.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Stop Telling Yourself You’re Not Ready As we noted yesterday, we fear the unknown. For example, in our personal lives, we hesitate before saying hello to strangers. We immediately call a plumber before trying to fix plumbing problems on our own. We stick to the same grocery stores rather than visiting new stores. We gravitate toward the familiar. In our professional lives, we shy away from taking on unfamiliar projects. We cringe at the thought of creating new spreadsheets and reports for our bosses. We balk at branching out into new avenues of business. Instead, we remain in our comfort zones. There, after all, the risk of failure is minimal. One of the biggest reasons we do this is because we believe we’re unready to tackle new activities. We feel we lack the practical expertise to handle new projects with poise and effectiveness. We feel we lack the knowledge to know what we’re doing. In other words, we tell ourselves that we’re not 100% ready. This assumption stems from a basic and common fallacy: that we must be 100% prepared if we hope to perform a given task effectively. In reality, that’s untrue. The truth is, you’ll rarely be 100% ready for anything life throws at you. Individuals who have achieved success in their respective fields claim their success is a reflection of their persistence and grit, and an ability to adapt to their circumstances. It is not dictated by whether the individual has achieved mastery in any particular area.

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.

Her disillusionment with the business had intensified as the need to simplify her stories increased. Her original treatments for Blondie of the Follies and The Prizefighter and the Lady had much more complexity and many more characters than ever made it to the screen, and adapting The Good Earth had served as a nagging reminder of the inherent restraints of film. Frances found herself inspired by memories of Jack London, sitting on the veranda with her father as they extolled the virtues of drinking their liquor “neat,” and remembered his telling her that he went traveling to experience adventure, but “then come back to an unrelated environment and write. I seek one of nature’s hideouts, like this isolated Valley, then I see more clearly the scenes that are the most vivid in my memory.” So she arrived in Napa with the idea of writing the novel she started in her hospital bed with the backdrop of “the chaos, confusion, excitement and daily tidal changes” of the studios, but as she sat on the veranda at Aetna Springs, she knew she was still too close to her mixed feelings about the film business.48 As she walked the trails and passed the schoolhouse that had served the community for sixty years, she talked to the people who had lived there in seclusion for several generations and found their stories “similar to case histories recorded by Freud or Jung.” She concentrated on the women she saw carrying the burden in this community and all others and gave them a depth of emotion and detail. Her series of short stories was published under the title Valley People and critics praised it as a “heartbreak book” that would “never do for screen material.” It won the public plaudits of Dorothy Parker, Rupert Hughes, Joseph Hergesheimer, and other popular writers and Frances proudly viewed Valley People as “an honest book with no punches pulled” and “a tribute to my suffering sex.