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.

CSIPP™ (Crisis Solution Internal Philosophy and Practice) is a framework I created that is designed to help organizations effectively handle crises. It emphasizes proactive planning, continuous learning, and adaptability, focusing on maximizing the organization's ability to add value throughout the crisis.

Dynamic capabilities are crucial for organizational resilience, allowing for continuous adaptation and evolution.

R6 is more than a process; it's a rhythm for continuous adaptation.

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.

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

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

. . . 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.

Resilience is not a static state but a continuous process. It’s not about reaching a point when you don’t have to change anymore – it’s about always having the capacity to change, while remaining authentic to the core essence of who you are as a company.

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.

R6 is explicitly built around the idea that the purpose of a business is to create value for customers. The framework is designed to enhance this value creation. We change not for the sake of change, but so that we may continue to be of value and be of even greater value to the people we serve. We don’t change because we’re forced to change. We don’t change for the sake of change. We change so that we can add more value and be of greater service.

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.

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

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.

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.

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.

Nicholas David Cully has continued to grow in his professional career. From stockbroker at Gibraltar Asset Management Limited to his current role as Group Business Development Director at The Sovereign Group, he has dedicated his career to client-focused roles.

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.

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.

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.

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 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.

Change management is not just about “staying in business” It’s about longevity, and it’s about stewardship. To truly thrive, businesses have to move beyond a narrow focus on “staying in business” or “not losing market share” and embrace a broader vision of continuity centered around creating long-term value for customers, and for all stakeholders.

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?

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!

The sixth and final iteration of the R6 Resilience Change Management Framework℠ represents the very engine of endurance, a pivotal juncture where the cyclical practice of adaptation is either perpetuated for continuous health or leveraged for revolutionary transformation. This is the phase where resilience is no longer an objective but becomes an ingrained organizational discipline.

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?

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.

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.

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.

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.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

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.

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.

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?

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.

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.

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

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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.

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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.

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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 Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

Quoting page 148: … the SBA [Small Business Administration] next, in 1982, considered a petition [for inclusion in the 8(a) program] on behalf of Asian Indians. SBA guidelines required petitioners to provide evidence of several factors, including “evidence of long-term prejudice and discrimination in American society suffered by an overwhelming majority” of the petitioning group, and evidence of “past and present effects of discriminatory practices” that together “have resulted and continue to result in substantial economic deprivation for an overwhelming majority” of the group, including “substantial impediments in the business world.” This would seem to be a tall order for Asian-Indian Americans. … In 1980, the percentage of college graduates and managers or professionals among Asian Indians was 52 and 49 percent, respectively, while for all Americans it was 16 and 23 percent. In 1989, Asian Indians had the highest median household income ($48,320 in 1989 dollars) of all immigrant groups in the country. … The SBA, avoiding socioeconomic data and comparisons, added India to the presumptively eligible list in February 1982.

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.”21

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

There happens to be a coffee bar in the lobby of the hotel. One afternoon while on a business trip in Las Vegas, I went to buy myself a cup of coffee. The barista working that day was a young man named Noah. Noah was funny and engaging. It was because of Noah that I enjoyed buying that cup of coffee more than I generally enjoy buying a cup of coffee. After standing and chatting for a while, I finally asked him, “Do you like your job?” Without skipping a beat Noah immediately replied, “I love my job!” Now, for someone in my line of business, that’s a significant response. He didn’t say, “I like my job,” he said, “I love my job.” That’s a big difference. “Like” is rational. We like the people we work with. We like the challenge. We like the work. But “love,” love is emotional. Love is something harder to quantify. It’s like asking someone “Do you love your spouse,” and they respond, “I like my spouse a lot.” It’s a very different answer. You get my point, love is a higher standard. So when Noah said, “I love my job,” I perked up. From that one response, I knew Noah felt an emotional connection to the Four Seasons that was bigger than the money he made and the job he performs. Immediately, I asked Noah a follow-up question. “Tell me specifically what the Four Seasons is doing that you would say to me that you love your job.” Again without skipping a beat, Noah replied, “Throughout the day, managers will walk past me and ask me how I’m doing, ask me if there is anything I need, anything they can do to help. Not just my manager … any manager. I also work for [another hotel],” he continued. He went on to explain that at his other job the managers walk past and try to catch people doing things wrong. At the other hotel, Noah lamented, “I keep my head below the radar. I just want to get through the day and get my paycheck. Only at the Four Seasons,” Noah said, “do I feel I can be myself.” Noah gives his best when he’s at the Four Seasons. Which is what every leader wants from their people. So it makes sense why so many leaders, even some of the best-intentioned ones, often ask, “How do I get the most out of my people?” This is a flawed question, however. It’s not a question about how to help our people grow stronger, it’s about extracting more output from them. People are not like wet towels to be wrung out. They are not objects from which we can squeeze every last drop of performance. The answers to such a question might yield more output for a time, but it often comes at a cost of our people and to the culture in the longer term. Such an approach will never generate the feelings of love and commitment that Noah has for the Four Seasons. A better question to ask is, “How do I create an environment in which my people can work to their natural best?

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.

In the ever-evolving business landscape, continuous learning is the key to resilience and success. As leaders, we must champion this mindset at all levels.

For most of us, when we encounter a problem, we simply want to solve it. This desire comes from a place of good intent. We like to help people. However, this instinct often gets us into trouble. We don’t always remember to question the framing of the problem. We tend to fall in love with our first solution. We forget to ask, “How else might we solve this problem?” These problems get compounded when working in teams. When we hear a problem, we each individually jump to a fast solution. When we disagree, we engage in fruitless opinion battles. These opinion battles encourage us to fall back on our organizational roles and claim decision authority (e.g., the product manager has the final say), instead of collaborating as a cross-functional team. When a team takes the time to visualize their options, they build a shared understanding of how they might reach their desired outcome. If they maintain this visual as they learn week over week, they maintain that shared understanding, allowing them to collaborate over time. We know this collaboration is critical to product success.

Asylum Records became a power base for David Geffen, with one of the best artist rosters in the business. It became the home label for what was to be known as the California sound. Elliot continued running the management company, most of whose artists recorded on Asylum, whose corporate philosophy was “benevolent protectionism.” The record company was different from other labels and was proud of its noninterference with the private and artistic lives of its artists, who in turn looked to David Geffen and company to insulate and protect them from the shocks and insults of commercially oriented sales and marketing types, aggressive promotion men, and demanding producers. The opening lineup at Asylum included Jackson Browne, the Eagles, and Joni Mitchell, with Linda Ronstadt joining shortly after. In 1974, the legendary Bob Dylan would leave Columbia and release two Top 10 albums with the company before returning to his original label. That didn’t matter to David. Crosby, Stills, Nash, and Young were Atlantic artists and they were doing quite nicely, thank you very much. Besides,

Entrepreneurship is management. And yet, imagine a modern manager who is tasked with building a new product in the context of an established company. Imagine that she goes back to her company’s chief financial officer (CFO) a year later and says, “We have failed to meet the growth targets we predicted. In fact, we have almost no new customers and no new revenue. However, we have learned an incredible amount and are on the cusp of a breakthrough new line of business. All we need is another year.” Most of the time, this would be the last report this intrapreneur would give her employer. The reason is that in general management, a failure to deliver results is due to either a failure to plan adequately or a failure to execute properly. Both are significant lapses, yet new product development in our modern economy routinely requires exactly this kind of failure on the way to greatness. In the Lean Startup movement, we have come to realize that these internal innovators are actually entrepreneurs, too, and that entrepreneurial management can help them succeed;

For years, northerners had managed to convince themselves that slavery was somebody else’s problem. Yet everyone knew that northern banks invested heavily in cotton, and that in some northern ports the slave trade itself continued as an illegal, but tacitly permitted, smuggling business. In 1846, with war against Mexico looming, Theodore Parker had remarked that “Northern Representatives … are no better than Southern Representatives; scarcely less in favor of slavery, and not half so open.

The method I recommend is called innovation accounting, a quantitative approach that allows us to see whether our engine-tuning efforts are bearing fruit. It also allows us to create learning milestones, which are an alternative to traditional business and product milestones. Learning milestones are useful for entrepreneurs as a way of assessing their progress accurately and objectively; they are also invaluable to managers and investors who must hold entrepreneurs accountable.

When the Five Whys approach goes awry, I call it the Five Blames. Instead of asking why repeatedly in an attempt to understand what went wrong, frustrated teammates start pointing fingers at each other, trying to decide who is at fault. Instead of using the Five Whys to find and fix problems, managers and employees can fall into the trap of using the Five Blames as a means for venting their frustrations and calling out colleagues for systemic failures. Although it’s human nature to assume that when we see a mistake, it’s due to defects in someone else’s department, knowledge, or character, the goal of the Five Whys is to help us see the objective truth that chronic problems are caused by bad process, not bad people, and remedy them accordingly.

Although the primary changes that are required in an adaptive organization are in the mind-set of its employees, changing the culture is not sufficient. As we saw in Chapter 9, lean management requires treating work as a system and then dealing with the batch size and cycle time of the whole process. Thus, to achieve lasting change, the QuickBooks team had to invest in tools and platform changes that would enable the new, faster way of working.

Internal startup teams require support from senior management to create these structures. Internal or external, in my experience startup teams require three structural attributes: scarce but secure resources, independent authority to develop their business, and a personal stake in the outcome. Each of these requirements is different from those of established company divisions.

Hiding from the parent organization can have long-term negative consequences. Consider it from the point of view of the managers who have the innovation sprung on them. They are likely to feel betrayed and more than a little paranoid. After all, if something of this magnitude could be hidden, what else is waiting in the shadows? Over time, this leads to more politics as managers are incentivized to ferret out threats to their power, influence, and careers. The fact that the innovation was a success is no justification for this dishonest behavior. From the point of view of established managers, the message is clear: if you are not on the inside, you are liable to be blindsided by this type of secret.

It is unfair to criticize these managers for their response; the criticism should be aimed at senior executives who failed to design a supportive system in which to operate and innovate.