Budgeting Process Quotes

The tricky part of illness is that, as you go through it, your values are constantly changing. You try to figure out what matters to you, and then you keep figuring it out. It felt like someone had taken away my credit card and I was having to learn how to budget. You may decide you want to spend your time working as a neurosurgeon, but two months later, you may feel differently. Two months after that, you may want to learn to play the saxophone or devote yourself to the church. Death may be a one-time event, but living with terminal illness is a process.

In business, when it comes to implementing change, there's a lot of redefining that often needs to happen... that might include redefining budgets, redefining resources, redefining business processes, and redefining value.

Management is a methodical process; its purpose is to produce the desired results on time and on budget. It complements and supports but cannot do without leadership, in which character and vision combine to empower someone to venture into uncertainty.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

We spend an inordinate amount of money of the federal budget on the machinery of war, and neglect our kids in the process, and it's not OK

health agencies had put regulatory capture on steroids. The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.

Bill C-9 was supposed to be a budget bill, but it came with innumerable measures that had little or nothing to do with the nation's finances. It was, as critics put it, the advance of the Harper agenda by stealth, yet another abuse of the democratic process. The bill was a behemoth. It was 904 pages, with 23 separate sections and 2,208 individual clauses.... As a Reform MP, [Stephen Harper] .... said of one piece of legislation that 'the subject matter of the bill is so diverse that a single vote on the content would put members in conflict with their own principles.' The bill he referred to was 21 page long -- or 883 pages shorter than the one he was now putting before Parliament.

day a product development process starts, it is behind schedule and above budget.

It's the secrecy surrounding drone strikes that's most troubling. . . We don't know the targeting criteria, or whether the rules for CIA and military drone strikes differ; we don't know the details of the internal process through which targets are vetted; we don't know the chain of command, or the details of congressional oversight. The United States does not release the names of those killed, or the location or number of strikes, making it impossible to know whether those killed were legitimately viewed as combatants or not. We also don't know the cost of the secret war: How much money has been spent on drone strikes? What's the budget for the related targeting and intelligence infrastructures? How is the government assessing the costs and benefits of counterterrorism drone strikes? That's a lot of secrecy for a targeted killing program that has reportedly caused the deaths of several thousand people. (117-118)

somewhere deep inside you realize that the dream has taken a hit. It hasn’t died, of course. But it has been dialed back—calibrated to the reality of deadlines, budgets, and limited resources. A similar process can happen for individuals who set out to create something, whether a book, a record album, or even a comedy routine. It’s easy to “settle.” At this very moment, you face a decision.

In other words, the budget process is not about figuring out how much each activity gets, but about determining which activities best support the Hedgehog Concept and should be fully strengthened and which should be eliminated entirely.

Already today, computers have made the financial system so complicated that few humans can understand it. As AI improves, we might soon reach a point when no human can make sense of finance anymore. What will that do to the political process? Can you imagine a government that waits humbly for an algorithm to approve its budget or its new tax reform? Meanwhile, peer-to-peer blockchain networks and cryptocurrencies such as Bitcoin might completely revamp the monetary system, making radical tax reforms inevitable.

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry,

I imagine a hierarchy of happiness; first purchased in the 1970s, a couple would sit here, dining on meals cooked from brand-new recipe books, eating and drinking from wedding china like proper grown-ups. They’d move to the suburbs after a couple of years; the table, too small to accommodate their growing family, passes on to a cousin newly graduated and furnishing his first flat on a budget. After a few years, he moves in with his partner and rents the place out. For a decade, tenants eat here, a whole procession of them, young people mainly, sad and happy, sometimes alone, sometimes with friends, lovers. They’d serve fast food here to fill a gap, or five stylish courses to seduce, carbohydrates before a run and chocolate pudding for broken hearts. Eventually, the cousin sells up and the house clearance people take the table away. It languishes in a warehouse, spiders spinning silk inside its unfashionable rounded corners, bluebottles laying eggs in the rough splinters. It’s given to another charity. They gave it to me, unloved, unwanted, irreparably damaged. Also the table.

Te US's outsized military exists not only to ensure the US's quite unjust share of the world's riches, but to also ensure that those riches are not shared with the poor huddled masses in this country through annoying things such as social programs and works projects. Instead, a disproportionate amount of tax revenue (about 54% of the US's discretionary budget) is sucked right back into the military-industrial complex, a form of welfare for the rich, while the working class and poor are left on their own to suffer. One commentator correctly described this as "Redistributive Militarism"- that is, the process by which income is redistributed from bottom to top through the escalation of military spending.

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

But I was wrong about that. From the moment of my reluctant entrance into the vaccine debate in 2005, I was astonished to realize that the pervasive web of deep financial entanglements between Pharma and the government health agencies had put regulatory capture on steroids. The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.”5 When I learned that extraordinary fact, the disastrous health of the American people was no longer a mystery; I wondered what the environment would look like if the EPA received 45 percent of its budget from the coal industry!

Daily work in the field of online advertising, as Jack Goldenberg sees it, is still significantly different from what the trends are propagated by online promotions. Defining online budget According to Jack Goldenberg a vast majority of the budget for online advertising does not exceed $2,000 on a monthly basis, depending on the perception of the company as they can bring effects "online adventure", established budgets for online advertising move in value from $200 to $2,000 per month (with highest proportion of $200-$500). This does not mean that a number of companies gives less advertising - but even then it can not be called "creating the campaign." Goldenberg believes that in order to create an online advertising campaign there should be a budget of at least $500 for the use of different types of online advertising. Goldenberg explains this as: In an environment of such budget is not simply distribute the money "wisely" and that since it has obvious benefits through a variety of online advertising systems. Jack Goldenberg found out how most companies in the world and USA are oriented towards effects in relation to the funds that are made for advertising. In this type of company, regardless of what everyone knows to be used types of brand advertising (advertising through banners - display advertising) to create recognizable firms in certain target groups, the effects of such advertising are not directly comparable with respect to the effects of (price per click - CPC - Cost per click) with contextual advertising, which for years has given much more efficient (measurable) results in relation to advertising banners, concludes Mr. Goldenberg. According to Yoel Goldenberg it is good when there is an understanding in companies that brand advertising has a different type of effects in relation to the PPC (contextual) advertising, and that would be it "documented" in a certain way, it is necessary to constantly explore and find those web sites that deliver the best effects for optimum need of assets. The process of creating an online advertising campaigns, explained by Goldenberg, usually starts (or should start) finding individual Web sites on which to advertise a company could, possibly longer term. Unfortunately, says Goldenberg, in our country is not in all sectors (industries) simply find diverse Web sites from which to choose "pretenders" for online advertising. An even greater problem is the fact that long-term advertising on a Web site does not bring the desired effect, unless it is constantly not working to the content of advertising often changes with an emphasis on meeting the needs of potential clients.

Understand this: Once you trigger the other person’s limbic system, he or she cannot process your facts. Nor will they process the facts until after the Monkey issues have been resolved. No matter how right you are, no matter how unassailable your facts. Those are Human concerns and the Monkey trumps the Human. Had I the knowledge or the skill, all the resistance my ineptness triggered was not only avoidable but manipulable. Everything was predictable. Had I walked into the office and said, “Captain, I know I’m just a tactical guy, but I saw that memo and I had this idea. I don’t know anything about budgets but it made sense to me, so I’d appreciate it if you’d take a look at it and see if I’m completely off base. “I know I should have gone through the chain of command, but I figured you were the only one up here who wouldn’t laugh at me if I was wrong…” I know I’m just a tactical guy. In the captain’s role as protector of the future of the agency, starting by saying that I know where I belong and I’m happy there doesn’t trigger the status check. I’d appreciate it if you’d take a look…  Take a memo and tell one boss, “Sir, I have just solved all your problems” and that boss will shut you down. Take the exact same memo and tell a different boss, “Could you help me with this?” and he will be flattered. If you want the Monkey out of the way, whenever possible raise the status of the person you are dealing with.

His favorite request dates back to 2004. SpaceX needed an actuator that would trigger the gimbal action used to steer the upper stage of Falcon 1. Davis had never built a piece of hardware before in his life and naturally went out to find some suppliers who could make an electro-mechanical actuator for him. He got a quote back for $120,000. “Elon laughed,” Davis said. “He said, ‘That part is no more complicated than a garage door opener. Your budget is five thousand dollars. Go make it work.’” Davis spent nine months building the actuator. At the end of the process, he toiled for three hours writing an e-mail to Musk covering the pros and cons of the device. The e-mail went into gory detail about how Davis had designed the part, why he had made various choices, and what its cost would be. As he pressed send, Davis felt anxiety surge through his body knowing that he’d given his all for almost a year to do something an engineer at another aerospace company would not even attempt. Musk rewarded all of this toil and angst with one of his standard responses. He wrote back, “Ok.” The actuator Davis designed ended up costing $3,900 and flew with Falcon 1 into space. “I put every ounce of intellectual capital I had into that e-mail and one minute later got that simple response,” Davis said. “Everyone in the company was having that same experience. One of my favorite things about Elon is his ability to make enormous decisions very quickly. That is still how it works today.” Kevin

If administration actions are not to mock its own rhetoric, the President must now take the lead in mobilizing public opinion behind a new resolve to meet the crisis in our cities. He should now put before Congress a National Emergency Public Works and Reconstruction bill aimed at building housing for homeless victims of the riot-torn ghettos, repairing damaged public facilities, and in the process generating maximum employment opportunities for unskilled and semiskilled workers. Such a bill should be the first step in the imperative reconstruction of all our decaying center cities. Admittedly, the prospects for passage of such a bill in the present Congress are dismal. Congressmen will cry out that the rioters must not be re-warded, thereby further penalizing the very victims of the riots. This, after all, is a Congress capable of defeating a meager $40 million rat extermination program the same week it votes $10 million for an aquarium in the District of Columbia! But the vindictive racial meanness that has descended upon this Congress, already dominated by the revived coalition of Republicans and Dixiecrats, must be challenged—not accommodated. The President must go directly to the people, as Harry Truman did in 1948. He must go to them, not with slogans, but with a timetable for tearing down every slum in the country. There can be no further delay. The daydreamers and utopians are not those of us who have prepared massive Freedom Budgets and similar programs. They are the smugly "practical" and myopic philistines in the Congress, the state legislatures, and the city halls who thought they could sit it out. The very practical choice now before them and the American people is whether we shall have a conscious and authentic democratic social revolution or more tragic and futile riots that tear our nation to shreds.

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

Mental Accounting Alarm clocks and Christmas clubs are external devices people use to solve their self-control problems. Another way to approach these problems is to adopt internal control systems, otherwise known as mental accounting. Mental accounting is the system (sometimes implicit) that households use to evaluate, regulate, and process their home budget. Almost all of us use mental accounts, even if we’re not aware that we’re doing so. The concept is beautifully illustrated by an exchange between the actors Gene Hackman and Dustin Hoffman in one of those extra features offered on DVDs. Hackman and Hoffman were friends back in their starving artist days, and Hackman tells the story of visiting Hoffman’s apartment and having his host ask him for a loan. Hackman agreed to the loan, but then they went into Hoffman’s kitchen, where several mason jars were lined up on the counter, each containing money. One jar was labeled “rent,” another “utilities,” and so forth. Hackman asked why, if Hoffman had so much money in jars, he could possibly need a loan, whereupon Hoffman pointed to the food jar, which was empty. According to economic theory (and simple logic), money is “fungible,” meaning that it doesn’t come with labels. Twenty dollars in the rent jar can buy just as much food as the same amount in the food jar. But households adopt mental accounting schemes that violate fungibility for the same reasons that organizations do: to control spending. Most organizations have budgets for various activities, and anyone who has ever worked in such an organization has experienced the frustration of not being able to make an important purchase because the relevant account is already depleted. The fact that there is unspent money in another account is considered no more relevant than the money sitting in the rent jar on Dustin Hoffman’s kitchen counter.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

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propose that we consider our farmers on a spectrum, let’s say, of agrarianism. On one end of the spectrum we have farmers like James, interested in producing the finest foodstuffs that they can, given the soil, the climate, the water, the budget, and their talent. They observe how efficacious or not their efforts are proving, and they adapt accordingly. Variety is one of the keys to this technique, eschewing the corporate monocultures for a revolving set of plants and animals, again, to mimic what was already happening on the land before we showed up with our earth-shaving machinery. It’s tough as hell, and in many cases impossible, to farm this way and earn enough profit to keep your bills paid and your family fed, but these farmers do exist. On the other end of the spectrum is full-speed-ahead robo-farming, in which the farmer is following the instructions of the corporation to produce not food but commodities in such a way that the corporation sits poised to make the maximum financial profit. Now, this is the part that has always fascinated me about us as a population: This kind of farmer is doing all they can to make their factory quota for the company, of grain, or meat, or what have you, despite their soil, climate, water, budget, or talent. It only stands to reason that this methodology is the very definition of unsustainable. Clearly, this is an oversimplification of an issue that requires as much of my refrain (nuance!) as any other human endeavor, but the broad strokes are hard to refute. The first farmer is doing their best to work with nature. The second farmer is doing their best despite nature. In order for the second farmer to prosper, they must defeat nature. A great example of this is the factory farming of beef/pork/chicken/eggs/turkey/salmon/etc. The manufacturers of these products have done everything they can to take the process out of nature entirely and hide it in a shed, where every step of the production has been engineered to make a profit; to excel at quantity. I know you’re a little bit ahead of me here, but I’ll go ahead and ask the obvious question: What of quality? If you’re willing to degrade these many lives with impunity—the lives of the animals themselves, the workers “growing” them, the neighbors having to suffer the voluminous poisons being pumped into the ecosystem/watershed, and the humans consuming your products—then what are you about? Can that even be considered farming? Again, I’m asking this of us. Of you and me, because what I have just described is the way a lot of our food is produced right now, in the system that we all support with our dollars. How did we get here, in both the US and the UK? How can we change our national stance toward agriculture to accommodate more middle-size farmers and less factory farms? How would Aldo Leopold feel about it?

A Tale of Two Parking Requirements The impact of parking requirements becomes clearer when we compare the parking requirements of San Francisco and Los Angeles. San Francisco limits off-street parking, while LA requires it. Take, for example, the different parking requirements for concert halls. For a downtown concert hall, Los Angeles requires, as a minimum, fifty times more parking than San Francisco allows as its maximum. Thus the San Francisco Symphony built its home, Louise Davies Hall, without a parking garage, while Disney Hall, the new home of the Los Angeles Philharmonic, did not open until seven years after its parking garage was built. Disney Hall's six-level, 2,188-space underground garage cost $110 million to build (about $50,000 per space). Financially troubled Los Angeles County, which built the garage, went into debt to finance it, expecting that parking revenues would repay the borrowed money. But the garage was completed in 1996, and Disney Hall—which suffered from a budget less grand than its vision—became knotted in delays and didn't open until late 2003. During the seven years in between, parking revenue fell far short of debt payments (few people park in an underground structure if there is nothing above it) and the county, by that point nearly bankrupt, had to subsidize the garage even as it laid employees off. The money spent on parking shifted Disney Hall's design toward drivers and away from pedestrians. The presence of a six-story subterranean garage means most concert patrons arrive from underneath the hall, rather than from the sidewalk. The hall's designers clearly understood this, and so while the hall has a fairly impressive street entrance, its more magisterial gateway is an "escalator cascade" that flows up from the parking structure and ends in the foyer. This has profound implications for street life. A concertgoer can now drive to Disney Hall, park beneath it, ride up into it, see a show, and then reverse the whole process—and never set foot on a sidewalk in downtown LA. The full experience of an iconic Los Angeles building begins and ends in its parking garage, not in the city itself. Visitors to downtown San Francisco have a different experience. When a concert or theater performance lets out in San Francisco, people stream onto the sidewalks, strolling past the restaurants, bars, bookstores, and flower shops that are open and well-lit. For those who have driven, it is a long walk to the car, which is probably in a public facility unattached to any specific restaurant or shop. The presence of open shops and people on the street encourages other people to be out as well. People want to be on streets with other people on them, and they avoid streets that are empty, because empty streets are eerie and menacing at night. Although the absence of parking requirements does not guarantee a vibrant area, their presence certainly inhibits it. "The more downtown is broken up and interspersed with parking lots and garages," Jane Jacobs argued in 1961, "the duller and deader it becomes ... and there is nothing more repellent than a dead downtown.

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In 2016 it announced the development of a new chip for “deep learning inference” called the tensor processing unit (TPU). The TPU would dramatically expand Google’s machine intelligence capabilities, consume only a fraction of the power required by existing processors, and reduce both capital expenditure and the operational budget, all while learning more and faster.28

To be proficient, an organization needs a governance mechanism suitable for innovation (and usually separate from the planning and budgeting processes of the core business),

rather than heavy annual budgeting processes and efficiency-oriented values, the outlier firms invest in increasing their flexibility, even if this might lead to a small degree of

The double diverge-converge process is quite effective at freeing designers from unnecessary restrictions to the problem and solution spaces. But you can sympathize with a product manager who, having given the designers a problem to solve, finds them questioning the assignment and insisting on traveling all over the world to seek deeper understanding. Even when the designers start focusing upon the problem, they do not seem to make progress, but instead develop a wide variety of ideas and thoughts, many only half-formed, many clearly impractical. All this can be rather unsettling to the product manager who, concerned about meeting the schedule, wants to see immediate convergence. To add to the frustration of the product manager, as the designers start to converge upon a solution, they may realize that they have inappropriately formulated the problem, so the entire process must be repeated (although it can go more quickly this time). This repeated divergence and convergence is important in properly determining the right problem to be solved and then the best way to solve it. It looks chaotic and ill-structured, but it actually follows well-established principles and procedures. How does the product manager keep the entire team on schedule despite the apparent random and divergent methods of designers? Encourage their free exploration, but hold them to the schedule (and budget) constraints. There is nothing like a firm deadline to get creative minds to reach convergence.

The Israeli social media strategy aimed to involve both domestic and global supporters of its military missions. By doing so, and asking backers to post their own supporting tweets, Face-book posts, or Instagram images, the IDF created a collective mission that other nations could easily mimic by stirring up nationalist fervor online. During Operation Pillar of Defense, the IDF encouraged supporters of Israel to both proudly share when “terrorists” were killed while at the same time reminding a global audience that the Jewish state was a victim. It was a form of mass conscription to the cause through the weaponization of social media.12 This was war as spectacle, and the IDF was spending big to make it happen. The IDF media budget allowed at least 70 officers and 2,000 soldiers to design, process, and disseminate official Israeli propaganda, and almost every social media platform was flooded with IDF content. Today, the IDF Instagram page regularly features pro-gay and pro-feminist messaging alongside its hard-line militaristic iconography.13 On October 1, 2021, the IDF posted across its social media platforms a photo of its headquarters swathed in pink light with this message: “For those who are fighting, for those who have passed, and for those who have survived, the IDF HQ is lit up pink this #BreastCancerAwarenessMonth.” Palestinian American activist Yousef Munayyer responded on Twitter: “An untold number of women in Gaza suffer from breast cancer and are routinely denied adequate treatment and timely lifesaving care because this military operates a brutal siege against over 2 million souls.” On Instagram, however, most of the comments below the post praised the IDF.

A good roadmap will get you to your destination.

Hiring and onboarding approaches, sales and marketing processes, budgeting practices, incentive structures, performance evaluation and management systems, and every other organizational system, structure, and process can be conceived and deployed in inward-mindset or outward-mindset ways. Organizations that are serious about operating with an outward mindset turn these systems and processes outward to invite and reinforce outward-mindset working.

Much has been made of the youth and inexperience of the US political appointees in the CPA - the fact that a handful of twentysomething Republicans were given key roles overseeing Iraq's $13 billion budget. While there is no question that the members of the so-called brat pack were alarmingly young, that was not their greatest liability. These were not just any political cronies; they were frontline warriors from America's counterrevolution against all relics of Keynesianism, many of them linked to the Heritage Foundation, ground zero of Friedmanism since it was launched in 1973. So whether they were twenty-two-year-old Dick Cheney interns of sixtysomething university presidents, they shared a cultural antipathy to government and governing that, while invaluable for the dismantling of social security and the public education system back home, had little use when the job was actually to build up public institutions that had been destroyed. In fact, many seemed to believe that the process was unnecessary. James Haveman, in charge of rebuilding Iraq's health care system, was so ideologically opposed to free, public health care that, in a country where 70% of child deaths are caused by treatable illnesses such as diarrhea, and incubators are held together with duct tape, he decided that an overarching priority was to privatize the drug distribution system.

But Pelosi had every reason to be furious. The House had already passed a budget resolution authorizing $3.5 trillion in spending. And Pelosi was driving House committees to furiously finish the donkey work required to create a fully realized bill. But Schumer knew that all that work was futile, and he hadn’t bothered telling her. They were producing language for a bill that Joe Manchin was never going to support. Why hadn’t he bothered telling Pelosi about that? The best Schumer could muster was that his agreement with Manchin wasn’t binding. In truth, Schumer was engaged in the very same process as Pelosi. He just wanted to press forward. When Manchin arrived in his office with the “contract,” Schumer agreed to sign it because it was the path of least resistance. Schumer needed Manchin’s support for a procedural vote advancing Build Back Better—and this contract was the condition of his support. If Manchin voted against the procedural vote, the whole bill would be stalled, if not effectively dead. So rather than attempting to negotiate with Manchin, he did what it took to move forward, even if it left him with a future mess. He could deal with the mess when the moment arrived. In the meantime, he just signed the damn thing. But he also handwrote an addendum onto the document that supplied him with cover. It read, “Will try to dissuade Joe on many of these.

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On August 12, 1987, in a nationally televised speech from the Oval Office, Reagan stated, among other things, that “[t]he Congressional budget process is neither reliable nor credible—in short, it needs to be fixed. We desperately need the power of a constitutional amendment to help us balance the budget. Over 70 percent of the American people want such an amendment. They want the federal government to have what 44 state governments already have—discipline. If the Congress continues to oppose the wishes of the people by avoiding a vote on our balanced-budget amendment, the call for a constitutional convention will grow louder. . . . ”6

First, iteration frees people to experiment, as Edison did with such success. “I need the freedom to just try a bunch of crap out. And a lot of times it doesn’t work,” Docter told me. With this process, that’s fine. He can try again. And again. Until he gets something that burns bright and clear, like Edison’s lightbulb. “If I knew I have to do this only once and get it right, I’d probably hew to the things that I know work.” And for a studio built on creativity, that would be a slow death. Second, the process ensures that literally every part of the plan, from the broad strokes to the fine details, is scrutinized and tested. Nothing is left to be figured out when the project goes into delivery. This is a basic difference between good and bad planning. In bad planning, it is routine to leave problems, challenges, and unknowns to be figured out later. That’s how the Sydney Opera House got into trouble. In that case, Jørn Utzon did eventually solve the problem, but it was too late. The budget had exploded, construction was years behind schedule, and Utzon was ousted with his reputation in tatters. In many projects, the problem is never solved.

Inflation is the process by which the purchasing power of a currency decreases, meaning that you must pay more for things than you did in the past.

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.

list of documents that may be required. It can look intimidating, especially if you’ve not been actively involved in your family finances, but don’t panic. If you can’t find all of them or don’t have access, there is a later step in the divorce process called “discovery,” when you can legally compel the other side to provide copies of anything else you need: •Individual income tax returns (federal, state, local) for past three years •Business income tax returns (federal, state, local) for past three years •Proof of your current income (paystubs, statements, or paid invoices) •Proof of spouse’s income (paystubs, statements, or paid invoices) •Checking, savings, and certificate statements (personal and business) for past three years •Credit card and loan statements (personal and business) for past three years •Investment, pension plan, and retirement account statements for past three years •Mortgage statement and loan documents for all properties you have an interest in •Real estate appraisals •Property tax documents •Employment contracts •Benefit statements •Social Security statements •Life, homeowner’s, and auto insurance policies •Wills and trust agreements •Health insurance cards •Vehicle titles and/or registration •Monthly budget worksheet •List of personal property (furnishings, jewelry, electronics, artwork) •List of property acquired by gift or inheritance or owned prior to marriage •Prenuptial agreements •Marriage license •Prior court orders directing payment of child support or spousal support Your attorney or financial advisor may ask for additional documents specific to your case. Some of these may not be applicable to you.

What is an Achievement Story? As noted in the Hiring Manager’s Secrets chapter, hiring managers want to know: How you made money for your employer, How you saved money for your employer, How you made yourself, your department, your division, or your company more productive. They want to know how you made a positive difference. This is your time to answer the above questions with real-life examples from your experience. According to “Ask A Manager” blogger, Alison Green, resumes that stand out tell the reader what you accomplished that someone else wouldn’t have in the same position. For example, if you’re like me you may have: — trained managers to sell products through a new ordering system by documenting the process and conducting training sessions, — took on the work of two laid off employees, or — developed a budgeting system enabling managers to customize their budgets based on their unique needs. Alison also says that the hiring manager wants to know, “Were you solely interested in producing acceptable work, or did you do an impressive job?

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

After comparing desired with available resources, it became crystal clear that the company was pursuing many more projects than it had people to staff. In particular, by trying to engage in many highly demanding platform launches at the same time, the company was unlikely to do justice to its portfolio of options. Nor was it likely to manage the enhancement launches (as opposed to platform launches) that current customers were demanding, because many of these were still on the drawing board and were competing for the same scarce design and engineering talent as the major platform launches. In short, the company was taking on too much. The results of this overcommitment meant that project deadlines perpetually slipped, promises to key customers were often broken, and people were beginning to feel burned out. This situation is not uncommon. The processes through which companies take on projects usually lead them to discover that they haven’t got the resources to do justice to everything on their plates. In particular, when managers have not clearly thought through which resources for projects will be needed to support their needs to either build new platforms or learn through options, the different types of projects compete with each other, creating confusion. This lack of coordination is also typical of companies that haven’t matched their strategy to available resources. A far wiser approach is to pursue a few well-run projects than to chase down a grab-bag of forever-behind-schedule and over-budget initiatives.

First they told me: “build a following and the industry will follow.” So I spent my entire 20s building a following on zero budget, getting by on donations. Then they told me: “You need a literary agent. But a literary agent wants to see you have a following and something big going on.” So I started my own small press and self published 5 books and spent day and night connecting with my people until I’d sold over 35,000 copies in 35 different countries and now they tell me: “no agent wants to work with a self published author.” Sometimes I feel like I was doomed from the very start, the very day I sat my food on that plane to London 12 years ago. Like the whole world keeps saying “you can fight all you want but we won’t let you in.” But I do have freedom and I do have my following and I have vulnerable souls writing to me on Friday nights, about loss and hope and how my books or music or words played a small part in something they went through and sometimes I think I would throw all that away just to have a literary agent and a management and the contracts and headlines… because I’m tired.. of always fighting uphill.. but then I get that message, on a Monday night, and I take my computer to a bar close to where I live in Berlin, high above the city, and I write like never before because I have my people and vulnerable souls to find and I have so many books in me and time is not endless, time is crucial, and lately I’ve felt it running out, some nights, so I’m writing another book that won’t be noticed by the agents but I have my people and that’s all I will care about from now on. My people and my freedom, with time running out. That’s what I will focus on.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.”5 When

Why Choose SLS 3D Printing Over FDM 3D Printing? Fused Deposition Modeling (FDM) technology offers an accessible entry point into the world of 3D printing, particularly advantageous for individuals with limited budgets. Its affordability stems from the straightforward principle it operates on: melting a plastic filament and precisely positioning it to layer by layer to form objects. This simplicity has made FDM the most popular printing technology, flooding the market with cost-effective desktop printers capable of producing objects quickly. In contrast, Selective Laser Sintering (SLS) technology enables 3D printing by selectively sintering sections of successive layers of powder using a powerful laser beam, without fully liquefying the material. Notably, this process eliminates the need for support materials, as unsintered powder surrounds the printed object, facilitating the creation of intricate and interconnected forms.

Results of a good meeting: Facts — concrete, specific facts about what they do and why they do it (as opposed to the bad data of compliments, fluff, and opinions) Commitment — They are showing they’re serious by giving up something they value such as meaningful amounts of time, reputation risk, or money Advancement — They are moving to the next step of your real-world funnel and getting closer to a sale Signs you’re just going through the motions: You’re talking more than they are They are complimenting you or your idea You told them about your idea and don’t have next steps You don’t have notes You haven’t looked through your notes with your team You got an unexpected answer and it didn’t change your idea You weren’t scared of any of the questions you asked You aren’t sure which big question you’re trying to answer You aren’t sure why you’re having the meeting Writing it down — signal symbols: :)Excited :( Angry :|Embarrassed ☇ Pain or problem (symbol is a lightning bolt) ⨅ Goal or job-to-be-done (symbol is a soccer/football goal) ☐ Obstacle ⤴Workaround ^Background or context (symbol is a distant mountain) ☑ Feature request or purchasing criteria ＄Money or budgets or purchasing process ♀ Mentioned a specific person or company ☆ Follow-up task Signs you aren’t pushing for commitment and advancement: A pipeline of zombie leads Ending product meetings with a compliment Ending product meetings with no clear next steps Meetings which “went well” They haven’t given up anything of value Asking for and framing the meeting: Vision — half-sentence of how you’re making the world better Framing — where you’re at and what you’re looking for Weakness — where you’re stuck and how you can be helped Pedestal — show that they, in particular, can provide that help Ask — ask for help The big prep question: “What do we want to learn from these guys?

The Importance of Bookkeeping Services for Businesses Effective bookkeeping is the foundation of any successful business. It involves the systematic recording, organizing, and managing of a company’s financial transactions. Whether you're a small business owner or running a large corporation, bookkeeping services help ensure that your financial records are accurate, up-to-date, and compliant with regulations. By outsourcing bookkeeping tasks to professionals, businesses can focus on growth and core operations without worrying about financial details. What Is Bookkeeping? Bookkeeping is the process of maintaining accurate records of all financial transactions, including sales, purchases, receipts, and payments. It involves organizing these records into categories like income, expenses, assets, and liabilities. The information generated through bookkeeping is essential for creating financial statements, tax filings, and understanding the overall financial health of the business. However, managing these tasks manually can be time-consuming and prone to errors, which is why many businesses opt for professional bookkeeping services. Benefits of Professional Bookkeeping Services One of the key benefits of hiring professional bookkeeping services is the accuracy they bring to financial management. Experienced bookkeepers are well-versed in the latest accounting software and financial regulations, ensuring that all records are kept accurately and consistently. Additionally, outsourcing this task allows business owners to save time and focus on other aspects of their business. As a result, they can make better financial decisions based on reliable data. Improved Financial Reporting Accurate bookkeeping leads to better financial reporting, which is critical for making informed business decisions. By keeping detailed and organized records, bookkeepers provide valuable insights into cash flow, profitability, and expenses. This allows businesses to plan their budgets more effectively, track financial performance, and identify areas for cost-saving or investment. Tax Compliance and Preparation Another important advantage of bookkeeping services is the ability to stay compliant with tax regulations. Bookkeepers ensure that all financial records are properly maintained and ready for tax season. With accurate and up-to-date records, businesses can avoid penalties and reduce the risk of audits, making tax preparation much smoother. In conclusion, professional bookkeeping services offer businesses the support they need to manage their financial records accurately and efficiently. By ensuring proper financial reporting and tax compliance, these services contribute to long-term financial stability and growth.

NCI, ever-sensitive to offending Big Pharma, Big Food, Big Ag, and Big Chemical, had spent almost nothing to address public exposures to carcinogens from medicines, vaccines, meats, processed foods, sugar, and chemical-laden agriculture. Mainstream cancer research suggests that one-third of all cancers could be eliminated through lifestyle changes. But according to cancer expert Samuel Epstein, NCI spent “Just 1 million—that is 0.02 percent of its $4.7 billion budget in 2005—on education, press releases, and public relations to encourage” better eating habits to prevent cancer.

How Should I Structure My Pricing? Pricing is the biggest lever in SaaS, and almost no one gets it right out of the gate. Fortunately, you don’t need a PhD to structure your pricing well. Like most things in SaaS, finding the right pricing structure is one part theory, one part experimentation, and one part founder intuition. I wish I could tell you a single “correct” structure, but it varies based on your customer base, the value provided, and the competitive landscape. Most founders price their product too low or create confusing tiers that don’t align with the value a customer receives from the product. On the low end, if you have a product aimed at consumers, you can get away with charging $10 to $15 a month. The problem is at that price point, you’re going to be dealing with high churn, and you won’t have much budget to acquire customers. That can be brutal, but if you have a no-touch sign-up process with a product that sells itself, you can get away with it. Castos’s podcasting software and Snappa’s quick graphic design software are good examples of products that do well with a low average revenue per account (ARPA). You’ll have more breathing room (and less churn) if you aim for an ARPA of $50 a month or more. In niche markets—or where a demo is required or sales cycles are longer—aim higher (e.g., $250 a month and up). If you have a high-touch sales process that involves multiple calls, you need to charge enough to justify the cost of selling it. For example, $1,000 a month and up is a reasonable place to start. If you’re making true enterprise sales that require multiple demos and a procurement process, aim for $30,000 a year and up (into six figures). One of the best signals to guide your pricing is other SaaS tools, and I don’t just mean competition. Any SaaS tool a company in your space might replace you with, a complementary tool or a tool similar to yours in a different vertical can offer guidance, but make sure you don’t just compare features; compare how it’s sold. As mentioned above, the sales process has tremendous influence over how a product should be priced. There are so many SaaS tools out now that a survey of competitive and adjacent tools can give you a mental map of the range of prices you can charge. No matter where your business sits, one thing is true: “If no one’s complaining about your price, you’re probably priced too low.

People always ask how we scored so many wins early on and what my process was for turning a no into a yes. Truthfully, the nos stayed nos most of the time. No, we don’t have the budget. No, that’s not a part of our giving strategy. No, sorry, but touch base with me next year. But I simply asked so many people that eventually I gathered enough yeses to get things done.

Here are four examples of Lead Magnets I use: A checklist that can be used to properly perform something I explained in a video. A template for determining, say, a business’s profit margin. An advanced guide that goes further into the details of a subject of one of my videos. A unique book that provides substantial value but is offered for free. For me, it is 11 Side Hustle Ideas to Make $500/Day from Your Phone. The appropriate opt-in incentive depends on your content. Here are other types of examples: A DIY carpenter could offer plans to make a corner table. A marketing YouTuber could offer scripts of what to say on sales phone calls. A landscaping expert might offer recommendations for which kinds of grass to use around the United States. YouTuber Nick True at Mapped Out Money, who makes video tutorials that teach the best practices for using the personal budgeting software YNAB, found that he gets the highest sign-up rates when he offers a checklist that relates to the video. His followers really like having a resource that they can use to put his advice into practice. Jess Dante of Love and London runs a YouTube channel helping viewers plan their trips to London by suggesting lesser-known restaurants and stores to visit. Her superstar opt-in incentive is a free London 101 Guide with everything a first-time visitor needs to know. It’s been downloaded more than 45,000 times. Where you make your call to action will also have an impact on your success building your email list. You can make your call to action in a variety of places or ways inside your videos. One of the best ways is to give a short, relevant tease of the bonus or resource you’re offering within the YouTube video and tell people where they can learn more. CHALLENGE Create a Lead Magnet. It’s time to create your first Lead Magnet using the process we’ve just outlined above. You can use your piece of content from the previous chapter as a base or start something new. Don’t spend more than two hours on the first iteration. If you want to turn it into a big thing later on, great. But start SMALL. Go to MillionDollarWeekend.com to get Lead Magnet templates! (See what I did there?)

The organizations of fast innovators are structured for ease of coordination and speed of execution. Slow innovators are structured for functional control, cost efficiency, and risk avoidance, a structure that results in a slow and cumbersome development process. With the functional organization come multiple hand-offs that consume time, cause errors to occur and diminish overall accountability. Coordination and control can only be accomplished through elaborate review processes and documentation requirements. Quality seems to decline, not improve. Functions have their firm budgets and manage themselves to their budgets even at the expense of time. To help ensure that budgets are met, performance targets are conservative. Senior management actively participates in program decisions, and, because of their very full schedules, further slow the decision-making processes of the company.

Your group is decades out of compliance with IRS requirements for nonprofits. Everything I've seen from you suggests your nonprofit is a sham. And Butyl and Dowidge doesn't represent sham organizations." I paused, letting this sink in. "Even if you hadn't been trying to kill Reggie from the moment you first contacted my firm, you're still the worst client I've ever had." As I spoke, Richardson simply stood there, processing everything. "How much trouble are we in with the IRS, exactly?" "A lot," I said. "Though it's hard to say exactly how much. Best-case scenario, they'll dissolve your nonprofit." I shrugged. "When that happens, you'll be getting a bill for back taxes you won't be able to pay, given your nonprofit's annual budget. And the worst-case scenario..." John Richardson leaned forward, hanging on my every word. Excellent. "What is the worst-case scenario?" I waited a beat before answering so my next words would have maximum impact. "Worst-case scenario is the IRS finds that you intentionally withheld taxes you owed. You could face time in jail." There. The closest thing to a mic drop any accountant ever got. I leaned in closer, readying myself for the kill. "Unless, of course, you do exactly what I tell you to do." Richardson narrowed his eyes at me. "And what might that be?" Bingo. This was the part I'd been looking forward to the most. The part I'd practiced in a mirror the night before until I'd gotten the ferocity of my expression just right. "What happens next is you are going to leave Reginald Cleaves alone, forever. If you do that, we will pretend we've never heard of you if the IRS ever comes knocking." I trailed off, letting my words hang in the air for dramatic effect. In the entirety of my time as an accountant, I had never once had the opportunity to do anything for dramatic effect. I could all but feel Reggie looking on, beaming with pride. "If you continue to harass Reggie, however, I tell the IRS everything I know.

The organizational consequence of this highly quantitative image of defense decision-making is an independent and high-level office of systems analysis (or program analysis) reporting directly to the secretary. This office, separated from the parochialism of the individual services, commands, and functional offices of the Defense Department, is charged with de novo analysis of the services' program proposals (and, indeed, with the generation of alternative programs) to assess the relative merits of different potential uses of the same dollars. Its activities culminate in the secretary's decision on a single coherent set of numerically defined programs. This model imposes a requirement for close interaction between the secretary of defense and the principal program analyst. A suitable person for the job is difficult to obtain without granting him or her direct access to the secretary. This model, therefore, requires that the chief program analyst report directly to the secretary and it inevitably limits the program and budget role of the other chief officials of the OSD, especially the principal policy adviser. The model leaves unresolved how the guidance for the analysis process is to be developed and even how choices are to be made. Analysis is not always made rigorous and objective simply by making it quantitative, and not everything relevant can be quantified. At its extreme, it can degenerate into a system in which objectives become important because they can be quantified, rather than quantification being important because it can illuminate objectives.

For our Christian groups and their leaders, it means that there is a simple, straightforward way in which congregations of Jesus’ people can, without exception, fulfill his call to be an ecclesia, his “called out” ones: a touch point between heaven and earth, where the healing of the Cross and the Resurrection can save the lost and grow the saved into the fullness of human beings in Christ. No special facilities, programs, talents, or techniques are required. It doesn’t even require a budget. Just faithfulness to the process of spiritual formation in Christlikeness exposed in the Scriptures and in the lives of his “peculiar people” through the ages (Titus 2:14, KJV).

Management of policy-making and planning processes across all areas of the Commission's activities, and organizational and personnel coordination ○Budget planning, management of income and expenses and accounting

If buying verified Chime accounts doesn’t feel right for you, there are other paths to consider. One option is to create your own account directly with Chime. The process is straightforward and free. Chime offers user-friendly features that make managing finances simple. You can enjoy benefits like no monthly fees and early direct deposits without any hassle. Another alternative involves using traditional banking methods. Many banks offer digital services similar to Chime, providing safe ways to handle your money online. Explore financial apps focused on budgeting and saving. These tools can complement your financial journey without compromising security or authenticity while offering valuable insights into spending habits. Telegram: @teamsmmsvc WhatsApp: +1 (737) 307‑6751‬

privatising the weaker ones, this space could become even more interesting. The government’s intention to continue with economic reforms is clear from the fact that it brought two ordinances, to clear bills relating to insurance and coal, after the legislative process was stymied by the opposition. Without going ahead with auctioning of coal blocks, India’s power sector would have been badly hit in 2015, and hence it was necessary to bring in an ordinance. What’s in store for 2015? The US will raise interest rates, which will lead to some outflow from emerging markets. But after that foreign money will return, provided that the government continues with its economic reforms. The Make in India campaign would bring back jobs with Prime Minister Narendra Modi asking all his ministries to make it easier to do business in India. A dip either caused by foreign institutional investment outflow or due to a harsher than expected budget or to a political crisis, should be an opportunity to enter the markets.  (J Mulraj is a stock market commentator and India head for Euromoney Conferences;views are personal) Now,

As a minimum, the following areas should be considered: The stakeholders. The budget. The future direction and current culture of the organisation. The baseline Architecture Landscape. The current processes used for change and operation of IT. The skills and capabilities of the people within the enterprise.

Generating a system architecture is not a deterministic process. It requires careful consideration of business requirements, technology choices, existing infrastructure and systems, and actual physical resources, such as budget and manpower.

A producer is the primary driving force that guides the game development process to ensure that the work gets done on time and under budget.

Ad-based growth teams should be optimizing pricing in a similarly fluid way. The largest advertising platforms, such as Google and Facebook, use an auction model to set the value of their ad inventory, which essentially means that when advertisers want to place an ad they set a bid price for what they’re willing to pay, then the site gives the ad space to the highest bidder (this is a dramatic oversimplification; the auction processes are dauntingly complex). When that bidder’s budget is exhausted, often by hitting a daily cap or other restriction, the next highest bidder is given the inventory, and so on, until all available inventory is used. These companies also use elements such as ad quality and customer response to factor into which

Never assume that it won’t happen before you enter the sales process, never estimate the client’s budget before offering your product, they buy what they need but as a salesperson you can always increase the level of their need.

Musical Event Management Service– Make the right & sensible choice Music is essential to keep the spirit up in the day to day activities. It is known to elevate positive feelings and makes you a cheerful person. There is no one on this earth, who will not agree that listening to soulful songs is a great therapy to kick out stress. Not only this, it has become a great source of entertainment in modern day lifestyle. It keeps everyone upbeat and definitely lightens up everyone’s mood. With these benefits, there has been a massive rise in the demand of musical event management service. So, if you are someone who is planning to host such an event, it makes sense to take a right call by consulting the company SPRING OF RHYTHM. Well, this can be achieved by opting for a trustworthy event management firm like SPRING OF RHYTHM. Only consider the best, which can guarantee of top-notch musical event management solutions. In the market, you might come across to hundreds of companies, but never get fooled by their big promises. Sit down and perform extensive research to opt only the prominent one for your peace of mind. In case you compromise on this point, it can prove to be a costly affair. Of all, the event can turn out to be a major disappointment and this can harm your reputation in the society. This is why there is a need to be smart in the decision-making process. Firstly, one should get complete information about the musical event management service provider. Check their reputation in the industry and for how they have been performing. Give your vote of confidence to only the most experienced and the best one. With years of experience in their kitty, it can do wonders in the quality of service. Secondly, get an insight on the team members and their hands-on experience. Only a good team with superlative members can assure of exceptional service. Thirdly, check the industry connections of the firm and this is vital in terms of costing. This will prove to be decisive in a smooth event within the desired budget. Based on their industry connections, it helps to meet the requirements in a cost-effective way and without compromising on your end goals. A reputed musical event management service provider will assess the main objective of the occasion in a proficient manner. They can offer the customize service as per the necessities of the client in a clinical manner. SPRING OF RHYTHM possesses the much-needed expertise in organizing the best musical event. With the best pool of music artists, it gives the liberty to make the choice according to the budget and occasion. You certainly end up saving time by knowing which artist will be available for a particular day and what will be the charge. This can bring about a lot of clarity and make the decision-making process less stressful. Make the right decision to add the right enthusiasm to the event and make it unbelievable for everyone. SPRING OF RHYTHM is assuring you with the successful and entertaining event will give an immense satisfaction.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

Lois Lerner and the tea social gathering scandal In September 2013, following 4 months of public scrutiny, Lois Lerner resigned from her place within the IRS. Lerner had been placed on paid depart in Could the identical 12 months and was subject to a review board which seemed set to fireside her, the choice to resign was successfully forced upon her. While in the Internal Income Service, Lerner had been head of the exempt organizations division, which processed claims from groups making use Billie Lerner New York of for exemption from paying tax. This put her in command of over 900 IRS workers with a budget of practically $100 million. No matter happened to the times the place public officers had been on the level of wetting their pants after they had been caught even stepping on fly. Accountability has been thrown out of the window and this may be evidenced by the truth that in the last few years, not accountability review committee has really held anyone accountable for any improper doing and all they do is find scapegoats. As many would ask how much longer this might go on, Ms. Lerner may as nicely be given a star for her impeccable service to her nation. It is simply a looking out for our personal scenario. As anticipated, this has precipitated outrage among the lots. Before her retirement, Ms. Lerner was on a paid go away as investigations had been on going. After completion of investigations by the committee that was tasked with the responsibility it was really useful that Ms. Lerner be ousted for her participation within the scandal however within the common government model of irony, Ms. Lerner can be allowed to retire with full benefits. Investigations began quickly after and in 2013 the Treasury Inspector General for Tax Administration J. Russell George revealed that certainly the IRS personnel had used inappropriate standards for subjecting organizations to further scrutiny when making use of for tax exempt standing, particularly organizations using the word “Tea Get together.” The admission prompted an uproar of speculation and anger by Republicans, and shortly sufficient Director of the IRS Exempt Organizations division Lois Lerner was targeted as accountable for the scandal. Investigations and hearings followed cumulating in Lerner’s retirement in September 23, 2013.

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

Story plays a role in the budget process when building reels.

Fostering relationships across the organization is seen as the important element in creating coordinated actions. A strong commitment to a common set of values provides the framework for this process. Everyone thinks about the customer. Product

group executives still have an important role to play in the development of strategy. For example, they set values, boundaries, direction, and guidelines for strategy development and decision making, and then challenge the plans and ambitions of business unit managers. This process is done in broad strokes, and quickly. There are few detailed submissions and presentations. The only exception is if new capital expenditures or other major resource requirements are needed to support strategic options.

One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

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Knowing, glorifying and loving God are difficult to quantify, so we seldom include them in the evaluation process. We are tempted to evaluate goals that are easy to measure but that are much less significant. The final evaluation of leadership and of organizations is to ask, Did our efforts, programs, finances, structures and leadership style bring glory to God? Did these help people to know and love God? Too often we merely ask, Did the organization grow under my leadership? Did the budget increase? Did we plant more churches? Instead we must ask, Did the budget make God glad? Do people in the churches we planted truly love God more deeply? The fact that we will never be able to precisely quantify and evaluate the ultimate purpose must not dissuade us from being passionate about God’s glory. The Lord will likely give us glimpses or indications of leadership effectiveness, but most of the critical outcomes will only be known in eternity.

The legitimacy crisis sparked by the crisis of monetary union is aggravated by the refusal of the larger member states to accept their share of responsibility for the present predicament. A convenient theory has been advanced in order to justify this hypocritical stance. The theory, as summarized by Fritz Scharpf (2011: 21–2), runs something like this: if successive Greek governments had not engaged in reckless borrowing the euro crisis would not have arisen; and if the Commission had not been deceived by faked records, rigorous enforcement of the Stability Pact would have prevented it. So, even though the more ‘virtuous’ members are now unable to refuse to help the ‘sinners’, such conditions should never be allowed to occur again. Such arguments, which in the ‘rescuer’ countries still dominate debate about the origins of the crisis, are used to justify the disciplinary measures discussed in the preceding pages. The emphasis is on continuous, and rapid, reduction of total public-sector debt; on the European supervision of national budgeting processes; on greater harmonization of fiscal and social policy; on earlier interventions and sanctions; and on ‘reverse majority’ rules for the adoption of more severe sanctions by ECOFIN. As most experts agree, however, the received view on the causes of the euro crisis is only partly correct for Greece and completely wrong for countries such as Ireland and Spain. At any rate, it should not be forgotten that Greece was admitted in 2001 as the twelfth member of monetary union in spite of the fact that all governments knew that Greek financial statistics were unreliable.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

The Westminster system understandably produces governments with more formal powers than in the United States. This greater degree of decisiveness can be seen clearly with respect to the budget process. In Britain, national budgets are not drawn up in Parliament, but in Whitehall, the seat of the bureaucracy, where professional civil servants act under instructions from the cabinet and prime minister. The budget is then presented by the chancellor of the exchequer (equivalent of the U.S. treasury secretary) to the House of Commons, which votes to approve it in a single up-or-down vote. This usually takes place within a week or two of its promulgation by the government. The process in the United States is totally different. The Constitution grants Congress primary authority over the budget. While presidents formulate budgets through the executive branch Office of Management and Budget, this office often becomes more like another lobbying organization supporting the president’s preferences. The budget, put before Congress in February, works its way through a complex set of committees over a period of months, and what finally emerges for ratification (we hope) by the two houses toward the end of the summer is the product of innumerable deals struck with individual members to secure their support. The nonpartisan Congressional Budget Office was established in 1974 to provide Congress with greater technocratic support in drawing up budgets, but in the end the making of an American budget is a highly decentralized and nonstrategic process in comparison to what happens in Britain.

The quality of the food you eat, and the additional things like herbs, spices, apple cider vinegar, fermented foods, vegetable juices, higher quality salts, lowering or reducing sugar, white flour and processed junk allows for your body to fuel itself and support a healthy metabolism and body chemistry in new ways that benefit your physique.   A big part of healthy sustainable weight loss, losing fat (not muscle) is to eat healthy, consistently and to replace that junk with higher quality foods from the earth, not from a bag, box or can.   And when you do that, exercise becomes less valuable in your goals over time, though it can still be used whenever you want to accelerate your weight loss.

It is possible to be centralized and decentralized at the same time: centralized on common processes and support operations, and decentralized on business decisions.

Another reason why we cannot combine targets and forecasts is because a good target needs to have an element of stretch and ambition. When setting targets, we cannot just sit in a dark room, or look back to last year and add on a few percentages. We need to look out the window to the world outside, to customers, shareholders, communities, and all the other external stakeholders, with expectations about our performance and behavior. While the window is open, it might be wise also to take a look at the competition and how fast it is running. When we close the window and reflect on what we have seen, it is not unlikely that what we have observed has an effect on our ambition level. Setting ambitious targets is less a decision we take and more a consequence of what is happening around us, whether we like what we see or not. At the same time, we need those good and reliable forecasts. We must understand where we are heading, how big the gaps are against our ambitions and targets, and where we need to focus our attention and energy to catch up. Forcing a target and a forecast into one number in one process is almost guaranteed to result in either a bad target or a bad forecast. Or very often both, since we negotiate and compromise and end up with a number somewhere in between.

Mortgage Workouts Even if you don’t qualify for any of the government loan modification programs or your lender doesn’t agree to participate, you may be able to arrange a “mortgage workout.” A workout is any agreement you make with the lender that changes how you pay the delinquency on your mortgage or otherwise keeps you out of foreclosure. Many lenders require this formal process even for short-term fixes. Here are some workout options your lender might agree to: • Spread repayment of missed payments over a few months. For example, if your monthly payment is $1,000 and you missed two payments ($2,000), the lender might let you pay $1,500 for four months. • Reduce or suspend your regular payments for a specified time, and then add a portion of your overdue amount to your regular payments later on. • Extend the length of your loan and add the missed payments at the end. • For a period of time, suspend the amount of your monthly payment that goes toward the principal and only require payment of interest, taxes, and insurance. • Let you sell the property for less than you owe the lender and waive the rest. This is called a “short sale.” It’s best to start the workout negotiations as early as possible. But before you contact the lender about a workout, you should prepare information about your situation, including: • a reasonable budget for the

There had been a great deal riding on Toy Story, of course, and since making a film is an extremely complicated proposition, our production leaders had felt tremendous pressure to control the process—not just the budgets and schedules but the flow of information. If people went willy-nilly to anybody with their issues, they believed, the whole project could spiral out of control. So, to keep things on track, it was made clear to everyone from the get-go: If you have something to say, it needs to be communicated through your direct manager. If an animator wanted to talk to a modeler, for example, they were required to go through “proper channels.” The artists and technical people experienced this everything-goes-through-me mentality as irritating and obstructionist. I think of it as well-intentioned micromanaging. Because

Fussing about the size of the brain may be a red herring,” Adamo tells me. Instead, she prefers to think about the evolutionary benefits and costs of pain. By costs, she means energy, not agony. Evolution has pushed the nervous systems of insects toward minimalism and efficiency, cramming as much processing power as possible into small heads and bodies. Any extra mental ability—say, consciousness—requires more neurons, which would sap their already tight energy budget. They should pay that cost only if they reaped an important benefit. And what would they gain from pain? The evolutionary benefit of nociception is abundantly clear. It’s an alarm system that allows animals to detect things that might harm or kill them, and take steps to protect themselves. But the origin of pain, on top of that, is less obvious. What is the adaptive value of suffering? Why should nociception suck? Some scientists suggest that unpleasant emotions might have intensified and calcified the effect of nociceptive sensations, so that animals not only avoid what is currently hurting them but also learn to avoid it in the future. Nociception says, “Get away.” Pain says, “…and don’t go back.” But Adamo and others argue that animals can learn to avoid dangers perfectly well without needing subjective experiences. After all, look at what robots can do.

Here’s a remarkable insight: We can understand a child’s level of sturdiness or vulnerability by tracking what’s called allostasis, the process by which we maintain stability in our bodies. But you don’t have to remember that scientific word! The neuroscientist and researcher Lisa Feldman Barrett has another word for this continuous balancing of energy and resources: body budgeting. Just as a financial budget keeps track of money, she says, bodies track “resources like water, salt, and glucose as you gain and lose them.” Although we are not always aware of our body’s metabolic budget, everything we experience, including our feelings and actions, becomes deposits or withdrawals in our body budget. A hug, a good night’s sleep, playing with friends, and a healthy meal: All of these are deposits. Then there are withdrawals: things like forgetting to eat meals or drink enough fluids, being deprived of deep sleep, or being isolated or ignored.

process change is for teams of any size and doesn’t have to roll out at the organizational level. Any group of operators can improve short- and long-term performance by investing in process improvement. If you lack the budget to develop a full-blown operating system for your team or organization, then inventory the major processes that define your work, and focus people on constantly reviewing these processes and adjusting them so that they work more efficiently and effectively. Recognizing that most processes reach across other functions, ensure that you understand the process from one end to the other.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

Teaching is a radical act of hope. It is an assertion of faith in a better future in an increasingly uncertain and fraught present. It is a commitment to that future even if we can’t clearly discern its shape. It is a continuing pedagogical practice rather than a set of static characteristics. Simply put, we teach because we believe it matters. That may be hard to remember when we’re driving dozens of miles from one adjunct gig to another, or when we’re buried beneath a pile of papers to grade, or when we get the dean’s email about further cuts to our department’s operating budget. Yet that’s when it’s most evident, if we really think about it. Our most quotidian practices— even and especially in environments of adversity— are a constant assertion that through our work with and among our students we are creating a better future. The very acts of trying to teach well, of adopting a critically reflective practice to improve our teaching and our students’ learning, are radical , in that word’s literal sense: they are endeavors aimed at fundamental, root-level transformation. And they are acts of hope because they imagine that process of transformation as one in which a better future takes shape out of our students’ critical refusal to abide the limitations of the present.

The need for a fundamental sense of compassion has never been more visible than in our current higher educational context, where institutional resources and morale decline as the diversity and needs of our student population increase. To reverse what’s become decades’ worth of starvation budgets and an increasingly hostile political-cultural environment for higher education, we need to build a future radically different from our present. The work we do with and among our students— teaching and learning, creating and collaborating, building knowledge and burnishing confidence— is also the work of building that future. But that future can only come to pass if we involve as many students as possible in its creation. A future that’s shaped by processes that push significant numbers of students to the margins is one that will end up depressingly similar to our present. To militate against this outcome, we ought to begin dismantling the systems that marginalize our students. That’s a practice that starts in our own classrooms, in the routine choices we make every day about how we engage with our students and their stories— about what we say to them. An approach that embraces empathy and compassion as its default orientation is foundational to a pedagogy of radical hope.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

his desk, reading the paper. He looked like he had gotten eight hours of sound sleep and spent the last hour at the gym. Recruiting poster. He set his paper aside and asked if we were OK, that we looked a little under the weather. When we replied that we were fine, he said, “OK, get to work.” The bar scene was never mentioned again. Jim eventually became so depressed, he decided to volunteer for another tour in Vietnam. However, he only had months to serve, and the army refused to deploy him. Jim found a way. He got into his Olds 4-4-2 and headed toward Louisville. Between Ft. Knox and Louisville was the small town of West Point. It occupied the southeastern bank of the Ohio River and was a notorious speed trap. Local residents claimed that the majority of the municipal budget was covered by speeding fines collected from the Ft. Knox troops. Jim ran through the northbound radar trap in excess of 100 mph. After the policeman wrote him up for reckless driving, Jim turned around and ran through the southbound speed trap at 110. He was arrested immediately. When it came time for his disciplinary process, he was busted back to E-4.

The ideas in this book have been inspired by many. But it is probably significant that the previous chapter, looking at new theory, cites so many women scholars who have put life at the centre of the economy, not the economy at the centre of life: Hannah Arendt’s work on the public life, vita activa; Elinor Ostrom’s on creating community via the commons; Kate Raworth’s on the construction of a circular economy which minimizes waste; Stephanie Kelton’s on the power of long-run finance and an outcomes-based budgeting process; Edith Penrose’s on the dynamic capabilities of value-creating organizations; Carlota Perez’s on tilting the playing field towards a smart green transition.

Hire and Develop the Best: Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards: Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Frugality: Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.

The primary concern of projects in the monitoring process is the progress, the milestones achieved, the factor of complying with the time schedule, the scope, compliance with laws, and that the project is within the allocated/mobilized budget(costs).

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.