Business Continuity Management Quotes

Stop trying to protect, to rescue, to judge, to manage the lives around you . . . remember that the lives of others are not your business. They are their business. They are God’s business . . . even your own life is not your business. It also is God’s business. Leave it to God. It is an astonishing thought. It can become a life-transforming thought . . . unclench the fists of your spirit and take it easy . . . What deadens us most to God’s presence within us, I think, is the inner dialogue that we are continuously engaged in with ourselves, the endless chatter of human thought. I suspect that there is nothing more crucial to true spiritual comfort . . . than being able from time to time to stop that chatter . . .

Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn’t mean it cannot be managed.

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

From a business perspective, an asset is anything that generates consistent reliable cash flow/revenue. One of the core duties of business management is to nurture business assets to ensure that the business’s income continues and grows perpetually. Because ultimately, assets are what make a business a business.

Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting & in every other pursuit get there by following conscientiously & continuously a plan for self-development & growth.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

Managing waste is a really bad goal. Only an inefficient system would aim to manage waste. A better goal is making waste non-existent by designing the system itself, through it's participants, to continually upcycle resources.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

I circled the site before I came in. If there's anyone within five kilometers, I'll eat my quiver." Halt regarded him, eyebrow arched once more. "Anyone?" "Anyone other than Crowley," Will amended, making a dismissive gesture. "I saw him watching me from that hide he always uses about two kilometers out. I assumed he'd be back in here by now." Halt cleared his throat loudly. "Oh, you saw him, did you?" he said. "I imagine he'll be overjoyed to hear that." Secretly, he was pleased with his former pupil. In spite of his curiosity and obvious excitement, he hadn't forgotten to take the precautions that had been drilled into him. THat augured well for what lay ahead, Halt thought, a sudden grimness settling onto his manner. Will didn't notice the momentary change of mood. He was loosening Tug saddle girth. As he spoke, his voice was muffled against the horses's flank. "he's becoming too much a creature of habit," he said. "he's used that hide for the last three Gatherings. It's time he tried something new. Everyone must be onto it by now." Rangers constantly competed with each other to see before being seen and each year's Gathering was a time of heightened competition. Halt nodded thoughtfully. Crowley had constructed teh virtually invisible observation post some four years previously. Alone among the younger Rangers, Will had tumbled to it after one year. Halt had never mentioned to him that he was the only one who knew of Crowley's hide. The concealed post was the Ranger Commandant's pride and joy. "Well, perhaps not everyone," he said. Will emerged from behind his horse, grinning at the thought of the head of the Ranger Corps thinking he had remained hidden from sight as he watched Will's approach. "All the same, perhaps he's getting a bit long in the tooth to be skulking around hiding in the bushes, don't you think?" he said cheerfully. Halt considered the question for a moment. "Long in the tooth? Well, that's one opinion. Mind you, his silent movement skills are still as good as ever," he said meaningfully. The grin on Will's face slowly faded. He resisted the temptation to look over his shoulder. "He's standing behind me, isn't he?" he asked Halt. THe older Ranger nodded. "He's standing behind me, isn't he?" Will continued and Halt nodded once more. "Is he...close enough to have heard what I said?" Will finally managed to ask, fearin teh worst. This time, Halt didn't have to answer. "Oh, good grief no," came a familiar voice from behind him. "he's so old and decrepit these days he's as deaf as a post." Will's shoulders sagged and he turned to see the sandy-haired Commandant standing a few meters away. The younger man's eyes dropped. "Hullo, Crowley," he said, then mumbled, "Ahhh...I'm sorry about that." Crowley glared at teh young Ranger for a few more seconds, then he couldn't help teh grin breaking out on his face. "No harm done," he said, adding with a small note of triumph, "It's not often these days I amange to get the better of one of you young ones." Secretly, he was impressed at teh news that Will had spotted his hiding place. Only the sarpest eyes could have picked it. Crowley had been in the business of seeing without being seen for thirty years or more, and despite what Will believed, he was still an absolute master of camouflage and unseen movement.

You get what you design for. Chester, your peer in Development, is spending all his cycles on features, instead of stability, security, scalability, manageability, operability, continuity, and all those other beautiful ’itties.

Since the world around us is always changing, businesses that want continuity should be regularly shifting their paradigm.

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

There is a reason all past management revolutions have been led by engineers: management is human systems engineering.

. . . install a tracking system--free of judgment or guilt--that you use just to record how you're doing, on a constant basis. In Tibetan this tracking system is known as tundruk, or "six times a day;" we call it a six-time book. If you follow this system, you'll get results.

If upper management wants an issue to go away, they’ll allow us the opportunity to fix it. If we have a reputation for rectifying difficulties, they’ll want us to continue these efforts.

Of course, it would be much easier if we could all continue to think in traditional political patterns—of liberalism and conservatism, as Republicans and Democrats, from the viewpoint of North and South, management and labor, business and consumer or some equally narrow framework. It would be more comfortable to continue to move and vote in platoons, joining whomever of our colleagues are equally enslaved by some current fashion, raging prejudice or popular movement. But today this nation cannot tolerate the luxury of such lazy political habits. Only the strength and progress and peaceful change that come from independent judgment and individual ideas—and even from the unorthodox and the eccentric—can enable us to surpass that foreign ideology that fears free thought more than it fears hydrogen bombs. We shall need compromises in the days ahead, to be sure. But these will be, or should be, compromises of issues, not of principles. We can compromise our political positions, but not ourselves.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

Product managers figure out what features are likely to please customers; product designers then figure out how those features should look and feel.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

One reason nature is efficient is because there is no waste. Everything produced creates value for others and is consumed by others on the basis of value. What one life may discard as not valuable is consumed by another life because of its valuable. And all things produced and consumed are continually upcycled, becoming more valuable each cycle. Perhaps it’s because nature has a capital-centric view of things; everything in nature is capital and produces capital which to varying degrees provides value to all other things in nature. Imagine if economies worked like this. Imagine if investment portfolios worked like this. Imagine if businesses worked like this. What a beautiful world it would be.

Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently.

you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it. Now, you may be tempted to look around your workplace and point to your fellow workers as rivals, but they are not. They are outnumbered—a thousand to one, one hundred thousand to one, a million to one—by people who work for organizations that compete with your firm. So if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.

Disgusted with herself, she’d slipped beneath his blankets. Matthias always slept with his back to a wall, a habit from his days in Hellgate. She’d let her hands wander, seeking his pockets, trying to feel along the linings of his trousers. “Nina?” he’d asked sleepily. “I’m cold,” she said, her hands continuing their search. She pressed a kiss to his neck, then below his ear. She’d never let herself kiss him this way before. She’d never had the chance. They’d been too busy untangling the skein of suspicion and lust and loyalty that bound them together, and once she’d taken the parem … It was all she could think of, even now. The desire she felt was for the drug, not for the body she felt shift beneath her hands. She didn’t kiss his lips, though. She wouldn’t let parem take that from her too. He’d groaned slightly. “The others—” “Everyone is asleep.” Then he’d seized her hands. “Stop.” “Matthias—” “I don’t have it.” She yanked herself free, shame crawling over her skin like fire over a forest floor. “Then who does?” she hissed. “Kaz.” She stilled. “Are you going to creep into his bed?” Nina released a huff of disbelief. “He’d slit my throat.” She wanted to scream her helplessness. There would be no bargaining with Kaz. She couldn’t bully him the way she might have bullied Wylan or plead with him the way she mighthave managed Jesper. Fatigue came on suddenly, a yoke at her neck, the exhaustion at least tempering her frantic need. She rested her forehead against Matthias’ chest. “I hate this,” she said. “I hate you a little, drüskelle.” “I’m used to it. Come here.” He’d wrapped his arms around her and gotten her talking about Ravka, about Inej. He’d distracted her with stories, named the winds that blew across Fjerda, told her of his first meal in the drüskelle hall.

The great manager and business thinker Peter Drucker says that it’s not enough simply to want to learn. As people progress, they must also understand how they learn and then set up processes to facilitate this continual education. Otherwise, we are dooming ourselves to a sort of self-imposed ignorance.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means and requires) into every nook and cranny of the organization. It has to do this continuously and with the kind of flair that excites and stimulates the people in it.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Hello." Her mood deflated as if she'd been pricked with a pin. "Alan." "Shelby." She struggled not to be moved by the quiet,serious tone that should never have moved her.She liked men with a laugh in their voice. "Alan, this has to stop." "Does it? It hasn't even started." "Alan-" She tried to remember her decision to be firm. "I mean it. You have to stop sending me things. You're only wasting your time." "I have a bit to spare," he said mildly. "How was your week?" "Busy.Listen,I-" "I missed you." The simple statement threw the rest of her lecture into oblivion. "Alan, don't -" "Everyday," he continued. "Every night. Have you been to Boston, Shelby?" "Uh...yes," she managed, busy fighting off the weakness creeping into her. Helplessly she stared up at the balloons. How could she fight something so insubstantial it floated? "I'd like to take you there in the fall, when it smells of damp leaves and smoke." Shelby told herself her heart was not fluttering. "Alan, I didn't call to talk about Boston.Now,to put it in very simple terms,I want you to stop calling me, I want you to stop dropping by, and -" Her voice began to rise in frustration as she pictured him listening with that patient, serious smile and calm eyes. "I want you to stop sending me balloons and pigs and everything! Is that clear?" "Perfectly.Spend the day with me." Did the man ever stop being patient? She couldn't abide patient men. "For God's sake, Alan!" "We'll call it an experimental outing," he suggested in the same even tone. "Not a date." "No!" she said, barely choking back a laugh. Couldn't abide it, she tried to remember.She preferred the flashy, the freewheeling. "No,no,no!" "Not bureaucratic enough." His voice was so calm,so...so senatorial, she decided, she wanted to scream. But the scream bubbled perilously close to another laugh. "All right, let me think-a standard daytime expedition for furthering amiable relations between opposing clans." "You're trying to be charming again," Shelby muttered. "Am I succeeding?

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

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

Friends,” he began, “fellow citizens of the Federation, I have tonight a unique honor and privilege. Since the triumphant return of our trail-blazing ship Champion—” He continued in a few thousand well-chosen words to congratulate the citizens of Earth on their successful contact with another planet, another civilized race. He managed to imply that the exploit of the Champion was the personal accomplishment of every citizen of the Federation, that any one of them could have led the expedition had he not been busy with other serious work—and that he, Secretary Douglas, had been chosen by them as their humble instrument to work their will. The flattering notions were never stated baldly, but implied; the underlying assumption being that the common man was the equal of anyone and better than most—and that good old Joe Douglas embodied the common man. Even his mussed cravat and cowlicked hair had a “just folks” quality.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

India is a land where contradictions will continue to abound, because there are many Indias that are being transformed, with different levels of intensity, by different forces of globalization. Each of these Indias is responding to them in different ways. Consider these coexisting examples of progress and status quo: India is a nuclear-capable state that still cannot build roads that will survive their first monsoon. It has eradicated smallpox through the length and breadth of the country, but cannot stop female foeticide and infanticide. It is a country that managed to bring about what it called the ‘green revolution’, which heralded food grain self-sufficiency for a nation that relied on external food aid and yet, it easily has the most archaic land and agricultural laws in the world, with no sign of anyone wanting to reform them any time soon. It has hundreds of millions of people who subsist on less that a dollar a day, but who vote astutely and punish political parties ruthlessly. It has an independent judiciary that once set aside even Indira Gandhi’s election to parliament and yet, many members of parliament have criminal records and still contest and win elections from prison. India is a significant exporter of intellectual capital to the rest of the world—that capital being spawned in a handful of world class institutions of engineering, science and management. Yet it is a country with primary schools of pathetic quality and where retaining children in school is a challenge. India truly is an equal opportunity employer of women leaders in politics, but it took over fifty years to recognize that domestic violence is a crime and almost as long to get tough with bride burning. It is the IT powerhouse of the world, the harbinger of the offshore services revolution that is changing the business paradigms of the developed world. But regrettably, it is also the place where there is a yawning digital divide.

But even though I loved being in water, I never enjoyed swim meets. It always seemed like they were imposing structure and stress on something that should have been freeing and fun. For example, going down a slide is awesome. But if you had to show up every day for slide practice at 7 A.M. and then compete against your best friend in slide competitions, while grown-ups screamed at you to slide better, until your friend won and you cried, slides would seem a lot less awesome. And yes, I cried after the 1994 breaststroke finals when the official said I lost even though technically I had a faster time. And yes, I was beaten by Steve Deppe. And yes, I just googled Steve Deppe and discovered he now runs a successful wealth management business in San Diego. And yes, his online corporate profile says, “As a former athlete, Steve continues to exercise daily, whether it’s lifting weights, running, swimming, or playing sports.” And yes, the fourth example he gave of “exercise” was “sports.” And yes, I just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I “just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I swam a hundred laps, hoping that would be more laps than Steve Deppe swam today. BUT REALLY, WHO EVEN CARES ANYMORE, RIGHT??? NOT ME!!! IT’S NOT A COMPETITION, EVEN THOUGH I’M NOT EVEN MARRIED YET AND STEVE IS ALREADY “THE PROUD FATHER OF HIS DAUGHTER, CAMRYN.” PLUS, HE’S “AN AVID SPORTS FAN, WHO NEVER MISSES HIS FAVORITE TV SHOW, SPORTSCENTER.” WE GET IT STEVE, YOU FUCKING LOVE SPORTS!” Anyway.

This is the same problem that established companies experience. Their past successes were built on a finely tuned engine of growth. If that engine runs its course and growth slows or stops, there can be a crisis if the company does not have new startups incubating within its ranks that can provide new sources of growth. Companies of any size can suffer from this perpetual affliction. They need to manage a portfolio of activities, simultaneously tuning their engine of growth and developing new sources of growth for when that engine inevitably runs its course.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Drive: The Surprising Truth About What Motivates Us, Daniel Pink reviews the research on human motivation for the past forty years and concludes that most businesses are ignoring what the scientific evidence clearly suggests they should do.7 They continue to manage by relying heavily on extrinsic motivators, symbolized by the proverbial carrot-and-stick approach—the use of incentives and threats. But extrinsic motivators are only effective when the work lacks inherent meaning and the potential for creativity and satisfaction, such as with assembly lines where simple rote tasks must be repeated without end.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

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

Before she knew it, she was slipping him $10’s and $20’s regularly, either when she remembered about it, or he stammeringly asked her if he could tap her for another small loan. Her business continued light, and when the summer had gone, she had managed to make only three deposits on the piano, despite hard scrimping. She was appalled at the amount of money he cost, and fought off a rising irritation about it. She told herself it wasn’t his fault, that he was merely going through what thousands of others had already gone through, were still going through. She told herself it was her duty to be helping somebody, and that it might as well be somebody that meant something to her.

John Isidore said, “I found a spider.” The three androids glanced up, momentarily moving their attention from the TV screen to him. “Let’s see it,” Pris said. She held out her hand. Roy Baty said, “Don’t talk while Buster is on.” “I’ve never seen a spider,” Pris said. She cupped the medicine bottle in her palms, surveying the creature within. “All those legs. Why’s it need so many legs, J. R.?” “That’s the way spiders are,” Isidore said, his heart pounding; he had difficulty breathing. “Eight legs.” Rising to her feet, Pris said, “You know what I think, J. R.? I think it doesn’t need all those legs.” “Eight?” Irmgard Baty said. “Why couldn’t it get by on four? Cut four off and see.” Impulsively opening her purse, she produced a pair of clean, sharp cuticle scissors, which she passed to Pris. A weird terror struck at J. R. Isidore. Carrying the medicine bottle into the kitchen, Pris seated herself at J. R. Isidore’s breakfast table. She removed the lid from the bottle and dumped the spider out. “It probably won’t be able to run as fast,” she said, “but there’s nothing for it to catch around here anyhow. It’ll die anyway.” She reached for the scissors. “Please,” Isidore said. Pris glanced up inquiringly. “Is it worth something?” “Don’t mutilate it,” he said wheezingly. Imploringly. With the scissors, Pris snipped off one of the spider’s legs. In the living room Buster Friendly on the TV screen said, “Take a look at this enlargement of a section of background. This is the sky you usually see. Wait, I’ll have Earl Parameter, head of my research staff, explain their virtually world-shaking discovery to you.” Pris clipped off another leg, restraining the spider with the edge of her hand. She was smiling. “Blowups of the video pictures,” a new voice from the TV said, “when subjected to rigorous laboratory scrutiny, reveal that the gray backdrop of sky and daytime moon against which Mercer moves is not only not Terran—it is artificial.” “You’re missing it!” Irmgard called anxiously to Pris; she rushed to the kitchen door, saw what Pris had begun doing. “Oh, do that afterward,” she said coaxingly. “This is so important, what they’re saying; it proves that everything we believed—” “Be quiet,” Roy Baty said. “—is true,” Irmgard finished. The TV set continued, “The ‘moon’ is painted; in the enlargements, one of which you see now on your screen, brush strokes show. And there is even some evidence that the scraggly weeds and dismal, sterile soil—perhaps even the stones hurled at Mercer by unseen alleged parties—are equally faked. It is quite possible in fact that the ‘stones’ are made of soft plastic, causing no authentic wounds.” “In other words,” Buster Friendly broke in, “Wilbur Mercer is not suffering at all.” The research chief said, “We at last managed, Mr. Friendly, to track down a former Hollywood special-effects man, a Mr. Wade Cortot, who flatly states, from his years of experience, that the figure of ‘Mercer’ could well be merely some bit player marching across a sound stage. Cortot has gone so far as to declare that he recognizes the stage as one used by a now out-of-business minor moviemaker with whom Cortot had various dealings several decades ago.” “So according to Cortot,” Buster Friendly said, “there can be virtually no doubt.” Pris had now cut three legs from the spider, which crept about miserably on the kitchen table, seeking a way out, a path to freedom. It found none.

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

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.

Can you think of another business in the world that would continue to exist as a going concern even after it had been proven definitively—as John Bogle of Vanguard proved about the financial industry—that most of its products are vastly inferior to other, cheaper alternatives like index funds? I can’t. How about a business whose most prestigious firms have been caught defrauding their own customers not once, but over and over again? In the normal corporate world, would such a business not only continue to operate, but actually make more and more money every year? Of course not. It would be long dead by now. And yet deceiving its clients and foisting inferior and even fraudulent products on them is exactly how Wall Street stays in business!

she enjoyed her continued glimpses into the inner workings of world affairs. She often would sit back in the middle of some long meeting and wonder how it was that these men and women had risen to the top of the global elite. They weren't marked by exceptional genius. The did not have extraordinarily deep knowledge or creative opinions. If there was one trait the best of them possessed, it was a talent for simplification. They had the ability to take a complex situation and capture the heart of the matter in simple terms. A second after they located the core fact of any problem, their observation seemed blindingly obvious, but somehow nobody had simplified the issue in quite those terms beforehand. They took reality and made it manageable for busy people. p338

My sexual exploits with my neighborhood playmates continued. I lived a busy homosexual childhood, somehow managing to avoid venereal disease through all my toddler years. By first grade I was sexually active with many friends. In fact, a small group of us regularly met in the grammar school lavatory to perform fellatio on one another. A typical week’s schedule would be Aaron and Michael on Monday during lunch; Michael and Johnny on Tuesday after school; Fred and Timmy at noon Wednesday; Aaron and Timmy after school on Thursday. None of us ever got caught, but we never worried about it anyway. We all understood that what we were doing was not to be discussed freely with adults but we viewed it as a fun sort of confidential activity. None of us had any guilty feelings about it; we figured everyone did it. Why shouldn’t they?

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Buster Friendly said, “We may never know. Nor can we fathom the peculiar purpose behind this swindle. Yes, folks, swindle. Mercerism is a swindle!” “I think we know,” Roy Baty said. “It’s obvious. Mercerism came into existence—” “But ponder this,” Buster Friendly continued. “Ask yourselves what is it that Mercerism does. Well, if we’re to believe its many practitioners, the experience fuses—” “It’s that empathy that humans have,” Irmgard said. “—men and women throughout the Sol System into a single entity. But an entity which is manageable by the so-called telepathic voice of ‘Mercer.’ Mark that. An ambitious politically minded would-be Hitler could—” “No, it’s that empathy,” Irmgard said vigorously. Fists clenched, she roved into the kitchen, up to Isidore. “Isn’t it a way of proving that humans can do something we can’t do? Because without the Mercer experience we just have your word that you feel this empathy business, this shared, group thing. How’s the spider?” She bent over Pris’s shoulder. With the scissors, Pris snipped off another of the spider’s legs. “Four now,” she said. She nudged the spider. “He won’t go. But he can.” Roy Baty appeared at the doorway, inhaling deeply, an expression of accomplishment on his face. “It’s done. Buster said it out loud, and nearly every human in the system heard him say it. ‘Mercerism is a swindle.’ The whole experience of empathy is a swindle.” He came over to look curiously at the spider. “It won’t try to walk,” Irmgard said. “I can make it walk.” Roy Baty got out a book of matches, lit a match; he held it near the spider, closer and closer, until at last it crept feebly away. “I was right,” Irmgard said. “Didn’t I say it could walk with only four legs?” She peered up expectantly at Isidore. “What’s the matter?” Touching his arm she said, “You didn’t lose anything; we’ll pay you what that—what’s it called?—that Sidney’s catalogue says. Don’t look so grim. Isn’t that something about Mercer, what they discovered? All that research? Hey, answer.” She prodded him anxiously. “He’s upset,” Pris said. “Because he has an empathy box. In the other room. Do you use it, J. R.?” she asked Isidore. Roy Baty said, “Of course he uses it. They all do—or did. Maybe now they’ll start wondering.” “I don’t think this will end the cult of Mercer,” Pris said. “But right this minute there’re a lot of unhappy human beings.” To Isidore she said, “We’ve waited for months; we all knew it was coming, this pitch of Buster’s.” She hesitated and then said, “Well, why not. Buster is one of us.” “An android,” Irmgard explained. “And nobody knows. No humans, I mean.” Pris, with the scissors, cut yet another leg from the spider. All at once John Isidore pushed her away and lifted up the mutilated creature. He carried it to the sink and there he drowned it. In him, his mind, his hopes, drowned, too. As swiftly as the spider.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

There was once a businessman who was sitting by the beach in a small Brazilian village. As he sat, he saw a Brazilian fisherman rowing a small boat toward the shore having caught quite a few big fish. The businessman was impressed and asked the fisherman, “How long does it take you to catch so many fish?” The fisherman replied, “Oh, just a short while.” “Then why don’t you stay longer at sea and catch even more?” The businessman was astonished. “This is enough to feed my whole family,” the fisherman said. The businessman then asked, “So, what do you do for the rest of the day?” The fisherman replied, “Well, I usually wake up early in the morning, go out to sea and catch a few fish, then go back and play with my kids. In the afternoon, I take a nap with my wife, and [when] evening comes, I join my buddies in the village for a drink—we play guitar, sing and dance throughout the night.” The businessman offered a suggestion to the fisherman. “I am a PhD in business management. I could help you to become a more successful person. From now on, you should spend more time at sea and try to catch as many fish as possible. When you have saved enough money, you could buy a bigger boat and catch even more fish. Soon you will be able to afford to buy more boats, set up your own company, your own production plant for canned food and distribution network. By then, you will have moved out of this village and to São Paulo, where you can set up an HQ to manage your other branches.” The fisherman continues, “And after that?” The businessman laughs heartily. “After that, you can live like a king in your own house, and when the time is right, you can go public and float your shares in the Stock Exchange, and you will be rich.” The fisherman asks, “And after that?” The businessman says, “After that, you can finally retire, you can move to a house by the fishing village, wake up early in the morning, catch a few fish, then return home to play with [your] kids, have a nice afternoon nap with your wife, and when evening comes, you can join your buddies for a drink, play the guitar, sing and dance throughout the night!” The fisherman was puzzled. “Isn’t that what I am doing now?

They did not speak of this together. At night he worked downstairs while she slept, and during the morning she managed the restaurant alone. When they worked together he stayed behind the cash register and looked after the kitchen and the tables, as was their custom. They did not talk except on matters of business, but Biff would stand watching her with his face puzzled. Then in the afternoon of the eighth of October there was a sudden cry of pain from the room where they slept. Biff hurried upstairs. Within an hour they had taken Alice to the hospital and the doctor had removed from her a tumor almost the size of a new-born child. And then within another hour Alice was dead. Biff sat by her bed at the hospital in stunned reflection. He had been present when she died. Her eyes had been drugged and misty from the ether and then they hardened like glass. The nurse and the doctor withdrew from the room. He continued to look into her face. Except for the bluish pallor there was little difference. He noted each detail about her as though he had not watched her every day for twenty-one years. Then gradually as he sat there his thoughts turned to a picture that had long been stored inside him.

And that had led to all the trouble with How to Dynamically Manage People for Dynamic Results in a Caring Empowering Way in Quite a Short Time Dynamically. Ponder didn't know when this book would be written, or even in which world it might be published, but it was obviously going to be popular because random trawls in the depths of L-space often turned up fragments. Perhaps it wasn't even just one book. And the fragments had been on Ponder's desk when Ridcully had been poking around. Unfortunately, like many people who are instinctively bad at something, the Archchancellor prided himself on how good at it he was. Ridcully was to management what King Herod was to the Bethlehem Playgroup Association. His mental approach to it could be visualized as a sort of business flowchart with, at the top, a circle entitled "Me, who does the telling" and, connected below it by a line, a large circle entitled "Everyone else." Until now this had worked quite well, because, although Ridcully was an impossible manager, the University was impossible to manage and so everything worked seamlessly. And it would have continued to do so if he hadn't suddenly started to see the point in preparing career development packages and, worst of all, job descriptions.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

All of this is by way of coming around to the somewhat paradoxical observation that we speak with remarkable laxness and imprecision and yet manage to express ourselves with wondrous subtlety—and simply breathtaking speed. In normal conversation we speak at a rate of about 300 syllables a minute. To do this we force air up through the larynx—or supralaryngeal vocal tract, to be technical about it—and, by variously pursing our lips and flapping our tongue around in our mouth rather in the manner of a freshly landed fish, we shape each passing puff of air into a series of loosely differentiated plosives, fricatives, gutturals, and other minor atmospheric disturbances. These emerge as a more or less continuous blur of sound. People don’t talk like this, theytalklikethis. Syllables, words, sentences run together like a watercolor left in the rain. To understand what anyone is saying to us we must separate these noises into words and the words into sentences so that we might in our turn issue a stream of mixed sounds in response. If what we say is suitably apt and amusing, the listener will show his delight by emitting a series of uncontrolled high-pitched noises, accompanied by sharp intakes of breath of the sort normally associated with a seizure or heart failure. And by these means we converse. Talking, when you think about it, is a very strange business indeed. And yet we achieve the process effortlessly. We absorb

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

Hoover wanted the new investigation to be a showcase for his bureau, which he had continued to restructure. To counter the sordid image created by Burns and the old school of venal detectives, Hoover adopted the approach of Progressive thinkers who advocated for ruthlessly efficient systems of management. These systems were modeled on the theories of Frederick Winslow Taylor, an industrial engineer, who argued that companies should be run “scientifically,” with each worker’s task minutely analyzed and quantified. Applying these methods to government, Progressives sought to end the tradition of crooked party bosses packing government agencies, including law enforcement, with patrons and hacks. Instead, a new class of technocratic civil servants would manage burgeoning bureaucracies, in the manner of Herbert Hoover—“ the Great Engineer”—who had become a hero for administering humanitarian relief efforts so expeditiously during World War I. As the historian Richard Gid Powers has noted, J. Edgar Hoover found in Progressivism an approach that reflected his own obsession with organization and social control. What’s more, here was a way for Hoover, a deskbound functionary, to cast himself as a dashing figure—a crusader for the modern scientific age. The fact that he didn’t fire a gun only burnished his image. Reporters noted that the “days of ‘old sleuth’ are over” and that Hoover had “scrapped the old ‘gum shoe, dark lantern and false moustache’ traditions of the Bureau of Investigation and substituted business methods of procedure.” One article said, “He plays golf. Whoever could picture Old Sleuth doing that?

language . . . what exactly was it, and how did it happen? Celeste shrugged. “Some people think it was just business as usual—mutation, adaptation, selection, mutation, adaptation, selection, a slow continuity kind of thing, for hundreds of thousands of years. But other people think it happened incredibly fast, within about forty thousand years. And that this capacity that made it possible—this built-in capacity for the operation that lets us merge expressible things into other expressible things to make more and more complex expressible things—appeared in an instant! Which makes complete sense, even though it could not be more bizarre. One tiny molecular irregularity in one tiny fetus, in a very small population of humans somewhere in Africa! One instant! A universe-altering mutation!” “But what about . . . ,” he began, but ran aground. “What about the other stuff? The stuff we can’t manage to think?” “Yeah,” he said. “Or . . . well, I mean, yeah.” “Uh-huh, that’s a problem. Actually, Friedlander was pretty interested in that. In his opinion, language developed as a way for us to deceive ourselves into believing that we understand things, so then we can just go ahead and do stuff that’s more ruthless than what any other animal does. According to him, we can formulate like a fraction of what’s inside our heads and that what’s inside our heads is mostly . . . drainage, basically, sloshing around, that doesn’t have too much to do with what’s actually out there . . .” They looked at each other, and vague shapes, like amoebas, rose, morphed, blended, and faded between them. “But at least it’s all ours,” she said. “It’s the main unique thing we’ve got. It’s our gift.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

We eat in silence for a few minutes, and then Alexandra says, “That reminds me. Matthew, could you escort me to a charity dinner the second Saturday in December? Steven is going to be out of town.” She looks toward me. “I would ask my darling brother to do it, but we all know he spends his Saturday nights with the city slu—” she glances at her daughter “—undesirables.” Before Matthew can answer, Mackenzie puts her two cents in. “I don’t think Uncle Matthew can come, Momma. He been too busy bein’ pussy whipped. Wha’s pussy whipped, Daddy?” As soon as the words leave her angelic little lips, a horrendous chain reaction is set off: Matthew chokes on the black olive in his mouth, which flies out and nails Steven right in the eye. Steven doubles over, holding his eye and yelling, “I’m hit! I’m hit!” and then goes on about how the salt from the olive juice is eating away at his cornea. My father starts coughing. George stands up and begins pounding on his back while asking no one in particular if he should perform the Heimlich. Estelle knocks over her glass of red wine, which quickly seeps into my mother’s lace tablecloth. She makes no move to clean up the mess, but instead chants, “Oh, my goodness. Oh, my goodness.” My mother runs around the dining room like a chicken with its head cut off, searching for non-cloth napkins to wipe up the stain, all the while assuring Estelle that everything’s fine. And Frank…well…Frank just keeps eating. While the chaos continues around us, Alexandra’s death-ray glare never wavers from Matthew and me. After squirming under it for about thirty seconds, Matthew caves. “It wasn’t me, Alexandra. I swear to Christ it wasn’t me.” Chicken shit. Thanks, Matthew. Way to leave my ass blowing in the wind. Remind me never to go to war with him as my wingman. But as The Bitch glower is turned full force on me alone, I forgive him. I feel like at any moment I’ll be reduced to a smoking pile of Drew ash on the chair. I dig deep and give her the sweetest Baby Brother smile I can manage. Take a look. Is it working? I’m so fucking dead. See, there’s one thing about Bitch Justice you should know. It’s swift and merciless. You won’t know when it’s coming; all you can be certain of is that it will come. And when it does, it will be painful. Very, very painful.

An American businessman took a vacation to a small coastal Mexican village on doctor’s orders. Unable to sleep after an urgent phone call from the office the first morning, he walked out to the pier to clear his head. A small boat with just one fisherman had docked, and inside the boat were several large yellowfin tuna. The American complimented the Mexican on the quality of his fish. “How long did it take you to catch them?” the American asked. “Only a little while,” the Mexican replied in surprisingly good English. “Why don’t you stay out longer and catch more fish?” the American then asked. “I have enough to support my family and give a few to friends,” the Mexican said as he unloaded them into a basket. “But… What do you do with the rest of your time?” The Mexican looked up and smiled. “I sleep late, fish a little, play with my children, take a siesta with my wife, Julia, and stroll into the village each evening, where I sip wine and play guitar with my amigos. I have a full and busy life, señor.” The American laughed and stood tall. “Sir, I’m a Harvard M.B.A. and can help you. You should spend more time fishing, and with the proceeds, buy a bigger boat. In no time, you could buy several boats with the increased haul. Eventually, you would have a fleet of fishing boats.” He continued, “Instead of selling your catch to a middleman, you would sell directly to the consumers, eventually opening your own cannery. You would control the product, processing, and distribution. You would need to leave this small coastal fishing village, of course, and move to Mexico City, then to Los Angeles, and eventually to New York City, where you could run your expanded enterprise with proper management. The Mexican fisherman asked, “But, señor, how long will all this take?” To which the American replied, “15-20 years, 25 tops.” “But what then, señor?” The American laughed and said, “That’s the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become very rich. You would make millions.” “Millions señor? Then what?" “Then you would retire and move to a small coastal fishing village, where you would sleep late, fish a little, play with your kids, take a siesta with your wife, and stroll in to the village in the evenings where you could sip wine and play your guitar with your amigos.

Arya?” “Yes?” She drew the word out, her voice rising and falling with a faint lilt. “What do you want to do once this is all over?” If we’re still alive, that is. “What do you want to do?” He fingered Brisingr’s pommel as he considered the question. “I don’t know. I haven’t let myself think much past Urû-baen…It would depend on what she wants, but I suppose Saphira and I might return to Palancar Valley. I could build a hall on one of the foothills of the mountains. We might not spend much time there, but at least we would have a home to return to when we weren’t flying from one part of Alagaësia to another.” He half smiled. “I’m sure there will be plenty to keep us busy, even if Galbatorix is dead…But you still haven’t answered my question: what will you do if we win? You must have some idea. You’ve had longer to think about it than I have.” Arya drew one leg up onto the stool, wrapped her arms around it, and rested her chin on her knee. In the dim half-light of the tent, her face appeared to float against a featureless black background, like an apparition conjured out of the night. “I have spent more time among humans and dwarves than I have among the älfakyn,” she said, using the elves’ name in the ancient language. “I have grown used to it, and I would not want to return to live in Ellesméra. Too little happens there; centuries can slip by without notice while you sit and stare at the stars. No, I think I will continue to serve my mother as her ambassador. The reason I first left Du Weldenvarden was because I wanted to help right the balance of the world. As you said, there will still be much htat needs doing if we manage to topple Galbatorix, much that needs putting right, and I would be a part of it.” “Ah.” It was not exactly what he had hoped she might say, but at least it presented the possibility that they would not entirely lose contact after Urû’baen, and that he would still be able to see her now and then. If Arya noticed his discontent, she gave no sign of it. They talked for another few minutes, then Arya made her excuses and rose to leave. As she stepped past him, Eragon reached toward her, as if to stop her, then quickly drew back his hand. “Wait,” he said softly, unsure of what he hoped for, but hoping nevertheless. The beat of his heart increased, pounding in his ears, and his cheeks grew warm. Arya paused with her back to him by the entrance of the tent. “Good night, Eragon,” she said. Then she slipped out between the entrance flaps and vanished into the night, leaving him to sit alone in the dark.

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.

They'd eaten dinner in bed, and Lindsay had accidentally dropped an edamame bean down her towel dress, which he'd needed to fish out. With his mouth, naturally. "Ohhh," she moaned again. Was she trying to kill him? "My dick is hard enough to hammer nails," he said, gritting his teeth. 'I could be a proper handyman now." She didn't seem to hear him. She was too busy moaning as he rubbed her foot, using one of the techniques he'd discovered using Google. This would be the end of him. When she shimmied a little to adjust her position, her towel dress split apart, and fuck, it was a beautiful view. Her skin was so dewy, but her nipples were tight buds... He could be a fairly patient man at times, but this was testing his limits. "That's it," he growled. "I'll do the other foot afterward." "After...?" A moment later, he was on top of her. He slipped his hand down her body, cupping her mound as his middle finger slid inside her. She made some noises that were even better than the ones she'd made earlier, and she certainly squirmed more than she had during the foot massage. He grinned down at her. "How does that feel? Am I hitting the right spot?" "Yeah, that's a good...spot," she said in a strangled voice. He thrust a finger inside her before bending down and bringing the peak of her nipple into his mouth. She jerked beneath him. "What about that spot?" he asked, raising his head. In response, she cupped the back of his head and brought it down to her other breast. He tugged the brownish pink tip into his mouth as he continued to pleasure her between her legs. "Ryan," she moaned, raking her nails over his back. He didn't care about anything but making her feel good right now. He slid down her body and circled his tongue over her clit before feasting on her. "Is that the right spot?" Her inarticulate response was certainly gratifying, and when he looked up, she shoved his head back down. He chuckled. It didn't take long before she was coming apart, bucking against his face, twisting the sheets in her hands. He moved up her body and kissed her slowly, reverently on the lips as he fumbled for a condom. When he finally managed to roll it on, his hands shaking, he positioned his erection at her entrance and pushed inside. Sex was different with her than with other women. Not that sex had been bad for him before, and not that his partners hadn't enjoyed themselves---he always made sure of it. But. This. This was something else entirely. She ran her foot over the back of his leg, and he groaned as he pumped inside her. Her lips were parted, and he needed to kiss them. So, he did. She met him greedily, and that spurred him on. He didn't move faster; rather, he moved deeper. Filling her up, pulling back... again and again... When he stopped kissing her, he watched every little change in her expression, and then her face contorted in the loveliest way, and she cried out.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Taking hold of the ladder, she began to climb, stopping when she got to eye level with him. That, however, turned out to be a mistake, because the moment her eyes met his, she forgot everything—even the lines she’d just committed to memory—because nothing else mattered to her except . . . him. “You wrote a scene with a strong heroine in it, and one where the hero gets dangled by his feet.” “I did.” “Why?” “Because I couldn’t figure out a better way to let you know I love you, the real you, without dangling from my feet and letting you cut me down.” Lucetta’s eyes immediately took to turning a little misty. “You . . . love me?” “I do, but before we continue this, I have to admit that hanging upside down is far less pleasant than I imagined, so if you’d be so kind, I really do need you to get me down from here.” Realizing he was completely serious, but also realizing if she cut him down he’d go plummeting to the hard floor and most likely suffer a horrible injury—which certainly wouldn’t have the night turning out well at all—Lucetta looked to the side of the stage and caught Mr. Skukman’s eye. As he, along with a good number of backstage hands, walked across the boards, whispers began circulating around the theater, growing louder after Bram got released and rose to his feet. Smiling ever so charmingly at the audience, he presented them with a small bow right before he took center stage. “Ladies and gentlemen, I must beg your indulgence for just a few more minutes because you see . . . I am . . . Mr. Grimstone.” The whispers ceased immediately. Bram smiled. “I’m Mr. Grimstone, alias Mr. Bram Haverstein, and I’ve come here tonight, with all of you as my witnesses, to proclaim my love for Miss Lucetta Plum, and . . .” He dropped to one knee. “Ask her to do me the very great honor of becoming my wife.” He reached out and took hold of Lucetta’s hand. “Miss Lucetta Plum, I am completely and irrevocably in love with you, and just so we’re clear, I’m in love with the real you, not the person you turn into when you take to the stage. I love the idea that you’re completely oblivious to your unusual beauty, can outrun a goat, and . . . you fascinate me as no one ever has. I’m asking you, in front of all of these people who will probably never buy another one of my books again if you turn me down . . .” He stopped talking and turned his head to the audience. “And just to remind everyone, I will have another novel releasing soon, although I haven’t decided on a title just yet, something about a strong-willed lady, no doubt, or . . .” “You’re getting distracted,” Lucetta interrupted. Bram immediately returned his gaze to hers. “Quite right, but . . . I’ve lost my train of thought.” “You were just about to the part where you were going to ask her to marry you,” a voice called out, a voice that sounded remarkably like Abigail’s. “Thank you, Grandmother,” he called back. “You’re welcome, darling. And just to remind you, I’m not getting any younger, so you might want to hurry this proposal business along.” Grinning, Bram shook his head, brought Lucetta’s fingers to his lips, and then sobered as he held her gaze. “I love you, Lucetta, more than I ever imagined I could, and I would be so incredibly honored if you’d agree to be my wife.” For a second, Lucetta was unable to answer him because her heart had taken to rising in her throat, but after drawing in a deep breath, she managed to nod, ignoring the tears that had filled her eyes and were blurring her vision. “I would be honored to become your wife, especially since—I’m not sure when this happened, but—I’m in love with you as well.” Bram’s hold on her hand tightened for just a second, and then he was sliding a ring on her finger she hadn’t even realized he’d been holding. Before she could take even a second to admire what felt like an enormous rock on her hand, he was standing instead of kneeling, looking intently into her eyes, before he pulled her into his arms and kissed her. The

the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.

The Principles of Scientific Management,

Agile project management is a style of project management that focuses on early delivery of business value, continuous improvement of the project’s product and processes, scope flexibility, team input, and delivering well-tested products that reflect customer needs.

managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution,

The tremendous success of general management over the last century has provided unprecedented material abundance, but those management principles are ill suited to handle the chaos and uncertainty that startups must face.

We are living through an unprecedented worldwide entrepreneurial renaissance, but this opportunity is laced with peril. Because we lack a coherent management paradigm for new innovative ventures, we’re throwing our excess capacity around with wild abandon. Despite this lack of rigor, we are finding some ways to make money, but for every success there are far too many failures: products pulled from shelves mere weeks after being launched, high-profile startups lauded in the press and forgotten a few months later, and new products that wind up being used by nobody. What makes these failures particularly painful is not just the economic damage done to individual employees, companies, and investors; they are also a colossal waste of our civilization’s most precious resource: the time, passion, and skill of its people.

Perhaps the most common device for giving people focus and direction is goal setting, but goals, as often as they are used, have their pros and cons. Sure, if you can convince everybody that profits must increase 20% next quarter or we’re going out of business, people will hurry around looking for ways to hype profits by 20%. When discussing “mission” I assigned Susan a goal of 25% improvement in sales, based on what I calculated was needed to avoid closing the factory and on what I felt her district could reasonably provide. It was not a number pulled from the ether, and I went to some length to explain this to her. Short of any such basis in reality, people will often do the easiest things, such as firing 20% of the workforce, canceling vital R&D programs, or simply not making any payments to suppliers. In other words, they will take achieving the goal as seriously as they feel you were in setting it; they will sense whether you have positioned yourself at the Schwerpunkt. Goals, as we all know, can be motivators. Cypress Semiconductor, a communications-oriented company founded in 1982, used to have a computer that tracked the thousands of self-imposed goals that its people fed into the system. Cypress founder T. J. Rodgers identified this automated goal tending system as the heart of his management style and a big factor in the company’s early success.136 Frankly, I find this philosophy depressing, not to mention a temptation to focus inward: If the boss places great importance on entering and tracking goals, as he obviously does, then that is what the other employees are going to consider important.137 In any case, what’s the big deal about meeting or missing a goal? A goal is an intention at a point in time. It is, to a large extent, an arbitrary target, whether you set it or someone above you assigns it. And we all know that numerical goals can be gamed, like banking (delaying) sales that we could have made this quarter to help us make quota next quarter. Unlike a Schwerpunkt, which gives focus and direction for chaotic and uncertain situations, what does a goal tell you? Just keep your head down and continue plugging away?

Traditionally, the product manager says, ‘I just want this.’ In response, the engineer says, ‘I’m going to build it.’ Instead, I try to push my team to first answer four questions: 1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?

Given the complexity in strategy, governance and relationships involved in family business, one might marvel that a family ever emerges on the other side and wants to find a permanent way to continue together. But many families that have successfully accumulated significant wealth begin to search for a means to preserve it for present and future generations. One way to do so is to form a family office. Although definitions differ, a family office is generally organized to manage and leverage the family’s collective wealth, with an emphasis on stewardship rather than growth. Stewardship implies a long-term view and looks at inherited wealth as something to be treasured and preserved, in real terms, for future generations of family. A sense of stewardship is a powerful motivator, in the first place, not to destroy the financial and philosophical legacy of the founder and, second and ideally, to extend the reach of these resources into the modern day. We are going to talk extensively

I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.

Goldratt taught us that in most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system. We call this the constraint—or bottleneck. Either term works. Whatever you call it, until you create a trusted system to manage the flow of work to the constraint, the constraint is constantly wasted, which means that the constraint is likely being drastically underutilized. “That means you’re not delivering to the business the full capacity available to you. It also likely means that you’re not paying down technical debt, so your problems and amount of unplanned work continues to increase over time,” he says. He continues, “You’ve identified this Brent person as a constraint to restore service. Trust me, you’ll find that he constrains many other important flows of work, as well.” I try to interrupt to ask a question, but he continues headlong, “There are five focusing steps which Goldratt describes in The Goal: Step 1 is to identify the constraint. You’ve done that, so congratulations. Keep challenging yourself to really make sure that’s your organizational constraint, because if you’re wrong, nothing you do will matter. Remember, any improvement not made at the constraint is just an illusion, yes? “Step 2 is to exploit the constraint,” he continues. “In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the IT Operations organization has made to the rest of the enterprise. Always.” I hear him say encouragingly, “You’ve done a good job exploiting the constraint on several fronts. You’ve reduced reliance on Brent for unplanned work and outages. You’ve even started to figure out how to exploit Brent better for the three other types of work: business and IT projects and changes. Remember, unplanned work kills your ability to do planned work, so you must always do whatever it takes to eradicate it.

Consider James D. Sinegal, co-founder and CEO of Costco, a warehouse retailer. His salary in 2003 was $350,000, which is just about ten times what is earned by his top hourly employees and roughly double that of a typical Costco store manager. Costco also pays 92.5% of employee health-care costs. Sinegal could take a lot more goodies for himself, but has refused a bonus in profitable years because “we didn’t meet the standards that we had set for ourselves,” and he has sold only a modest percentage of his stock over the years. Even Costco’s compensation committee acknowledges that he is underpaid. Sinegal believes that by taking care of his people and staying close to them, they will provide better customer service, Costco will be more profitable, and everyone (including shareholders like himself) will win. Sinegal takes other steps to reduce the “power distance” between himself and other employees. He visits hundreds of Costco stores a year, constantly mixing with the employees as they work and asking questions about how he can make things better for them and Costco customers. Despite continuing skepticism from analysts about wasting money on labor costs, Costco’s earnings, profits, and stock price continue to rise. Treating employees fairly also helps the bottom line in other ways, as Costco’s “shrinkage rate” (theft by employees and customers) is only two-tenths of 1%; other retail chains suffer ten to fifteen times the amount. Sinegal just sees all this as good business because, when you are a CEO, “everybody is watching you every minute anyway. If they think the message you’re sending is phony, they are going to say, ‘Who does he think he is?

Because major change requires people across an entire organization to adapt, you as a leader need to resist the reflex reaction of providing people with the answers. Instead, force yourself to transfer, as Roosevelt did, much of the work and problem solving to others. If you don’t, real and sustainable change won’t occur. In addition, it’s risky on a personal level to continue to hold on to the work that should be done by others.

Increasingly, product developers roll out what’s known as a minimum viable product (MVP).6 An MVP accomplishes the goal of the customer—it tracks your exercise, cooks your food, or monitors your blood sugar—with services and some style, to support the higher price tag it carries. Companies that ship MVPs know that they will improve them and that ideas for those improvements will be generated from the people who first use the product. As Stefan Olander, vice president and general manager of digital sport at Nike, puts it “Get going. Then get better.”7 Software development for websites and applications is undergoing a revolution, from huge complex projects and infrequent releases to the continuous, agile development cycles happening now.

Entrepreneurship is management

old management methods are not up to the task. Planning and forecasting

if management is the problem, chaos is the answer.

The product manager’s mission is to achieve business success by meeting user needs through the continuous planning and execution of digital product solutions.

regulations, wastewater was managed in treatment facilities and no longer dumped into streams. Thus, the cost of pollution was captured in the cost of oil production. indeed, clean water from these treatment facilities was sold to nearby farmers for irrigation. on the other hand, these new technologies spewed large amounts of pollutants into the air. That air pollution was viewed as a cost of doing business; its environmental costs were ignored. oil prices collapsed in the 1980s. at the same time, air-quality regulations were becoming stiffer. operations at the Kern river oil field were again tenuous. yet once again, technological innovation provided a fix. oil companies built facilities to generate electricity that were fueled by natural gas, which burns cleaner than oil. This electricity was a source of revenue. The electric facilities also supplied steam that was used to increase production from the wells. in 2000, the Kern river oil field produced nearly 40 million barrels of oil. however, this level of production could not be sustained. since then, production has fallen to less than 30 million barrels each year (Figure 15.3). since 1899, over 2 billion barrels of oil have been extracted from the Kern river oil field. scientists estimate that this field could yield another 475 million barrels. But actually producing that much oil will depend on continuing improvements in technology and high oil prices. like many of the resources upon which we depend, oil is being consumed by humans at a rate that is thousands of times faster than the rate at which it is being produced. What are the factors that influence the total amounts of such resources? how do technology and economic factors affect the availability of those resources? What are the environmental consequences of their use? These questions are central to

Vanity metrics wreak havoc because they prey on a weakness of the human mind. In my experience, when the numbers go up, people think the improvement was caused by their actions, by whatever they were working on at the time. That is why it’s so common to have a meeting in which marketing thinks the numbers went up because of a new PR or marketing effort and engineering thinks the better numbers are the result of the new features it added. Finding out what is actually going on is extremely costly, and so most managers simply move on, doing the best they can to form their own judgment on the basis of their experience and the collective intelligence in the room. Unfortunately, when the numbers go down, it results in a very different reaction: now it’s somebody else’s fault. Thus, most team members or departments live in a world where their department is constantly making things better, only to have their hard work sabotaged by other departments that just don’t get it. Is it any wonder these departments develop their own distinct language, jargon, culture, and defense mechanisms against the bozos working down the hall? Actionable metrics are the antidote to this problem. When cause and effect is clearly understood, people are better able to learn from their actions. Human beings are innately talented learners when given a clear and objective assessment.

Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.

If your endeavors result in success of the company in a continuity of at least a few years, you are a successful manager. If other companies follow your business approach, you are certainly an important manager with leader characteristics.

In the absence of those predictions, product and strategy decisions are far more difficult and time-consuming. I often see this in my consulting practice. I’ve been called in many times to help a startup that feels that its engineering team “isn’t working hard enough.” When I meet with those teams, there are always improvements to be made and I recommend them, but invariably the real problem is not a lack of development talent, energy, or effort. Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently. Thus the downward cycle begins: the product development team valiantly tries to build a product according to the specifications it is receiving from the creative or business leadership. When good results are not forthcoming, business leaders assume that any discrepancy between what was planned and what was built is the cause and try to specify the next iteration in greater detail. As the specifications get more detailed, the planning process slows down, batch size increases, and feedback is delayed. If a board of directors or CFO is involved as a stakeholder, it doesn’t take long for personnel changes to follow.

In effect, the huge productivity increases made possible by modern management and technology have created more productive capacity than firms know what to do with.

Discussions of entrepreneurship tend to focus on the personalities and attitudes of top management people, and especially of the chief executive. 4 Of course, any top management can damage and stifle entrepreneurship within its company. It’s easy enough. All it takes is to say ‘No’ to every new idea and to keep on saying it for a few years – and then make sure that those who came up with the new ideas never get a reward or a promotion and become ex-employees fairly swiftly. It is far less certain, however, that top management personalities and attitudes can by themselves – without the proper policies and practices – create an entrepreneurial business, which is what most of the books on entrepreneurship assert, at least by implication. In the few short-lived cases I know of, the companies were built and still run by the founder. Even then, when it gets to be successful the company soon ceases to be entrepreneurial unless it adopts the policies and practices of entrepreneurial management. The reason why top management personalities and attitudes do not suffice in any but the very young or very small business is, of course, that even a medium-sized enterprise is a pretty large organization. It requires a good many people who know what they are supposed to do, want to do it, are motivated towards doing it, and are supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service; entrepreneurship soon becomes confined to the CEO’s speeches.

Shaselle!” he cried, eliciting another spasm of giggles from me. “You’ve spilled the wine.” “No, no, no. You’re the one who spilled the wine.” I tossed my hair back, my upper body weirdly following the motion, and would probably have hit the cobblestone street had he not caught my arm. “Don’t worry--I have something.” He dropped his hands to his belt and untied his water flask, presenting it to me like it was the legendary Holy Grail, and I stared stupidly at him. “Do you know what this is?” he crowed, his words slurring together. “That’s your water, silly!” I leaned back against him, craning my neck in an attempt to see his face. His balance was fortunately better than mine, and he managed to keep us both upright. “Do you really think I would keep water in here?” he asked. I gasped and lunged for his great discovery. He stepped away, laughing. “Come and get it!” I did my best, zigzagging after him down the street, while he dodged and stole swigs from the flask. “You’re going to drink it all!” I shouted, then pointed helplessly at him, trying to find the words to tell him we were no longer alone. He took another step backward, right into the horse of the Cokyrian soldier we had avoided earlier, bouncing off to land gracelessly upon the ground on his rear end. He stared up at the woman, making no attempt to stand. “Your horse is very solid,” he slurred. “Congratulations on having such a fine mount.” “Saadi, what are you doing?” she muttered, banishing my initial fear that we would be taken to Rava. I should have remembered how well known he was among the Cokyrians. “Ah!” he exclaimed. “A friend of mine!” He brandished an arm toward me, struggling to his feet. “She’s a friend of mine, too. That…that girl over there. She’s helping me take care of important business.” “I can see that,” the woman said, humoring her young comrade. “I’ll leave you to get on with it. But, Saadi, let me remind you that you’re to report to Rava first thing in the morning.” He nodded, giving a small salute. “Yes, I plan to do that very thing.” The soldier sighed wistfully. “Oh, how I wish I could be there.” She nudged her horse forward, adding, “Enjoy the rest of your night.” She headed up the street, continuing her patrol, and Saadi turned to me. “See how I handled that?” he proudly said. “She didn’t have a clue.

Though I had fallen in love with Narian a long time ago, I was continually learning more about him. I’d always been familiar with his principles and his personality, but it was the little things that made a human being. Little things like how he was not accustomed to sharing his space--had I not been forced to hide in his bedroom during his exchange with the High Priestess, I would not yet have seen it. There were other things, as well. He was nearly fluent in three languages in addition to our own; he absolutely could not sleep on his back; and he didn’t know how to handle being irritated with me. Had I lied for Shaselle? Yes. But he would have a difficult time confronting me about it. He never hesitated in handling issues with other people, but with me, he seemed to try his hardest to convince himself that there was nothing to handle. It was late afternoon before he finally raised the matter. After holding audiences in the Hearing Hall, I had entered my office and was about ready to retire when there was a knock on the door. I knew it would be Narian, and that his countenance would be inscrutable. Indeed, when I granted him permission to enter, he was closed off, exactly as I hated him to be. “I thought you would meet me in my quarters,” I said, attempting to keep things light. “I will. But I need to talk to you first.” It was plain from the tone of his voice that he wasn’t about to mix business with pleasure. “Of course.” I rose from my desk chair, straightening a few papers and avoiding eye contact with him, though I wasn’t sure of the reason. “The knife I took from Shaselle didn’t belong to Baelic.” “Oh?” I looked up to meet his disconcerting eyes. If he wouldn’t let me in, I wouldn’t let him in. “Alera, it was Sarteradan. You lied for her. Why?” “And what of Steldor’s dagger?” I asked, ignoring his inquiry. “Hytanican. No doubt he managed to keep one of his own from my troops.” “What were you and he arguing about?” “That’s of no importance. But you needn’t worry--I’m not going to arrest him.” He scrutinized me, and I squirmed like a bug under a magnifying glass. “What is important, Alera, is the question you’re trying to avoid--why did you lie for Shaselle?

No sugarcoating would be necessary,” Matthew interrupted calmly. “Daisy…that is, Miss Bowman, is entirely—” Beautiful. Desirable. Bewitching. “—acceptable. Marrying a woman like Miss Bowman would be a reward in itself.” “Good,” Bowman grunted, clearly unconvinced. “Very gentlemanly of you to say so. Still, I will offer you fair recompense in the form of a generous dowry, more shares in the company and so forth. You will be quite satisfied, I assure you. Now as to the wedding arrangements—” “I didn’t say yes,” Matthew interrupted. Bowman stopped pacing and sent him a questioning stare. “To start with,” Matthew continued carefully, “it is possible Miss Bowman will find a suitor within the next two months.” “She will find no suitors of your caliber,” Bowman said smugly. Matthew replied gravely despite his amusement. “Thank you. But I don’t believe Miss Bowman shares your high opinion.” The older man made a dismissive gesture. “Bah. Women’s minds are as changeable as English weather. You can persuade her to like you. Give her a posy of flowers, throw a few compliments in her direction…better yet, quote something from one of those blasted poetry books she reads. Seducing a woman is easily accomplished, Swift. All you have to do is—” “Mr. Bowman,” Matthew interrupted with a sudden touch of alarm. God in heaven, all he needed was an explanation of courtship techniques from his employer. “I believe I could manage that without any advice. That’s not the issue.” “Then what…ah.” Bowman gave him a man-of-the-world smile. “I understand.” “You understand what?” Matthew asked apprehensively. “Obviously you fear my reaction if you should decide later on that my daughter is not adequate to your needs. But as long as you behave with discretion, I won’t say a word.” Matthew sighed and rubbed his eyes, suddenly feeling weary. This was a bit much to face so soon after his ship had landed in Bristol. “You’re saying you’ll look the other way if I stray from my wife,” he said rather than asked. “We men face temptations. Sometimes we stray. It is the way of the world.” “It’s not my way,” Matthew said flatly. “I stand by my word, both in business and in my personal life. If or when I promise to be faithful to a woman, I would be. No matter what.” Bowman’s heavy mustache twitched with amusement. “You’re still young enough to afford scruples.” “The old can’t afford them?” Matthew asked with a touch of affectionate mockery. “Some scruples have a way of becoming overpriced. You’ll discover that someday.” “God, I hope not.” Matthew sank into a chair and buried his head in his hands, his fingers tunneling through the heavy locks of his hair.

Building a startup is an exercise in institution building; thus, it necessarily involves management. This

I'm a frightful example of what happens to those who step out of line...When people talk about spongers, they forget the contribution we make to the upholding of the status quo. I am a walking, staggering cattle prod, frightening the Reeboked animals into manageable herds, so that the ordered life of Western society may continue undisrupted. I am, if you will, a sort of policeman. As a responsible citizen I spend my meagre Giro benefit on high-duty items like cigarettes and spirits so most of the money the government allows me is ploughed straight back into its coffers. The remainder I spread like a thin fertilizer over the parched hard pressed land of small businesses - corner shops, pizza parlours and low-grade supermarkets. Even, God help them, those 'worse off than myself' get a look in since what few clothes I own are provided by jumble sales and charity shops. Furthermore, when I die, I shall leave no burgeoning bank account. Whatever may pass through the hands of a waster remains permanently in circulation since he has neither the means nor the pre-disposition to save - in effect, a congenital waster is as lean, fit and economically viable as the most stringently run software corporation.