Business Partnerships Quotes

When one gets in bed with government, one must expect the diseases it spreads.

Let me make two remarks. First I concentrate on the task ahead for 2016. I’m quite busy with that—thank you very much. And I’m looking with great interest in the American election campaign.’ For the second time during their press conference, the clicking sounds of the cameras was deafening.

To deem us simply enemies is to lose the true flavor of our relationship. It was more like the two of us entered into a business partnership in order to more efficiently pursue our mutual interest of hating each other.

Once you achieve intimacy and connection, I predict that innovation, partnership, execution and success won't be far behind.

In business partnerships, it's important to do your due diligence and eliminate as much risk from the deal as possible.

No business is just a one-man’s job. You need sales, you need operations, you need partnerships, you need even customer and brand loyalty.

Those days of autocratic leadership style are gone. It’s the age of partnerships where all your employees are your partners.

Do you really want to be with someone who doesn't want to be with you anymore?" I have to think that everyone has to ask this question when trying to deal with a failed relationship--whether it's a marriage, a friendship, or even a business partnership. If someone has changed their mind about you--that person no longer laughs at your jokes, no longer likes to hear you sing, is no longer interested in hearing about your day--you should probably take it as a sign that you should be reevaluating your commitment to that relationship and to that person.

A relationship that is truly genuine does not keep changing its colors. Real gold never rusts. If a relationship is really solid and golden, it will be unbreakable. Not even Time can destroy its shine.

What makes for a good marriage isn't necessarily what makes for a good romantic relationship. Marriage isn't a passion-fest; it's a partnership formed to run a very small, mundane and often boring non-profit business. And I mean this in a good way.

The essence of Relationship Selling is when we convert a customer into a client and the seller gains the status of a supplier. It is really a process of forming a business partnership, where each partner not only transacts business but is interdependent in a mutually beneficial relationship, with a common growth objective. Sales can be:    B2B (Business to Business)  B2C (Business to Consumer)  Direct or indirect selling

When a person travels through a few years with an organization, or with a partnership, or any other kind of working association, he leaves a 'wake' behind in these two areas, task and relationship: what did he accomplish and how did he deal with people?

It was hard to imagine him in love. I knew that he and my mother must have once felt passion, since that was what love entailed, but I was grateful that over time the madness had evolved into something more like friendship or a business partnership, something I myself could be an integral part of. Even seeing my father recollect passion was disconcerting.

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

When you were making excuses someone else was making enterprise.

The world is changing. No matter what any of us is shopping for, we can find good products, good services, good solutions. We want to enjoy the experience of using those products, those services. This firm doesn't have a lock on brilliance. Your prospective clients can find that elsewhere. They want to enjoy the experience of implementing a brilliant solution in collegial and congenial partnership with teh people who brought it to them.

For families with larger amounts of wealth, marriages in the ancient world were the equivalent of today’s business mergers or investment partnerships.

All suffering is caused by one belief....the belief in separation

Hug your customers but also offer handshake to your competitors.

A real businessman value his partners like friends and his partnership like friendship.

I love to think of the success of Berande,” he said; “but that is secondary.  It is subordinate to the dearest wish, which is that some day you will share Berande with me in a completer way than that of mere business partnership.  It is for you, some day, when you are ready, to be my wife.

The intricate networks of ecosystems teach us the importance of building strong supply chains and partnerships.

In a nutshell, I was looking for meaningful work and meaningful relationships. I quickly learned that the best way to do that was to have great partnerships with great people. To me, great partnerships come from sharing common values and interests, having similar approaches to pursuing them, and being reasonable with, and having consideration for, each other. At the same time, partners must be willing to hold each other to high standards and work through their disagreements. The main test of a great partnership is not whether the partners ever disagree—people in all healthy relationships disagree—but whether they can bring their disagreements to the surface and get through them well. Having clear processes for resolving disagreements efficiently and clearly is essential for business partnerships, marriages, and all other forms of partnership

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

You are not my business partner,' Nephenia told Ishak. 'You're my familiar. It's an ancient and time-honoured pairing of two souls, not some shallow business transaction.' The hyena yapped at her for several seconds, then Nephenia punched me in the arm. 'Ow! What was that for?' 'For letting your squirrel cat introduce these ruinous ideas into my familiar's head about "partnerships" and "equitable relationships". Do you realise Ishak's now telling me he wants us to work out a formal contract?' 'Wait until she hears about the clause on freshly killed meat,' Reichis whispered into my ear.

You might as well tell me there was nobody but Adam in the garden when Eve picked the apple. You say your wife was discontented? No woman ever knows she's discontented till some man tells her so. My God! I've seen smash-ups before now; but I never yet saw a marriage dissolved like a business partnership.

In 2019, I advised a large global B2B company to ban the job title ‘salesperson’, to stop using the term ‘sales’ and replace it with a ‘partnerships’ team. More people responded to their emails, and their sales rose by 31 per cent. As I suspected, a job title with the word ‘sales’ in it, primes the people you contact to believe you’re going to pester them to buy something they don’t want – conversely, the framing of the word ‘partner’ suggests the person is on your team.

Never partner with or do business with someone just because of their nationality, ethnicity, race or sex. That’s what’s you call starting off on the wrong foot. Find the right one!

A good negotiator sometimes win more out of a deal than he expected.

During the negotiation information is more valuable than eloquence.

Negotiation means willfully entering into a professional conflict.

The business motivation behind creating a partnership is to dramatically accelerate revenue at a fraction of the cost.

Partner with everyone and you become no one.

When only one party makes a profit that's robbery when all parties make profit that's business.

Perhaps I should admit on the title page that this book is "By L. Frank Baum and his correspondents," for I have used many suggestions conveyed to me in letters from children. Once on a time I really imagined myself "an author of fairy tales," but now I am merely an editor or private secretary for a host of youngsters whose ideas I am requested to weave into the thread of my stories...My, what imaginations these children have developed! Sometimes I am fairly astounded by their daring an genius. There will be no lack of fairy-tale authors in the future, I am sure. My readers have told me what to do with Dorothy, and Aunt Em and Uncle Henry, and I have obeyed their mandates. They have also given me a variety of subjects to write about in the future: enough, in fact, to keep me busy for some time. I am very proud of this alliance. Children love these stories because children have helped to create them. My readers know what they want and realize I try to please them. The result is satisfactory to the publishers, to me, and (I am quite sure) to the children. I hope, my dears, it will be a long time before we are obliged to dissolve partnership.

A man must think well before he marries. He must be a tender and considerate husband and realize that there is no other human being to whom he owes so much of love and regard and consideration as he does to the woman who with pain bears and with labor rears the children that are his. No words can paint the scorn and contempt which must be felt by all right-thinking men, not only for the brutal husband, but for the husband who fails to show full loyalty and consideration to his wife. Moreover, he must work, he must do his part in the world. On the other hand, the woman must realize that she has no more right to shirk the business of wifehood and motherhood than the man has to shirk his business as breadwinner for the household. Women should have free access to every field of labor which they care to enter, and when their work is as valuable as that of a man it should be paid as highly. Yet normally for the man and the woman whose welfare is more important than the welfare of any other human beings, the woman must remain the housemother, the homekeeper, and the man must remain the breadwinner, the provider for the wife who bears his children and for the children she brings into the world. No other work is as valuable or as exacting for either man or woman; it must always, in every healthy society, be for both man and woman the prime work, the most important work; normally all other work is of secondary importance, and must come as an addition to, not a substitute for, this primary work. The partnership should be one of equal rights, one of love, of self-respect, and unselfishness, above all a partnership for the performance of the most vitally important of all duties. The performance of duty, and not an indulgence in vapid ease and vapid pleasure, is all that makes life worth while.

We will not go into businesses where technology which is way over my head is crucial to the investment decision. I know about as much about semi-conductors or integrated circuits as I do of the mating habits of the chrzaszcz. (That’s a Polish May bug, students—if you have trouble pronouncing it, rhyme it with thrzaszcz.) Furthermore,

The choice of a partner is the single most important decision most people will ever make about their businesses. The essential elements of a successful partnership are: a good fit between the partners’ personalities, similar values, the ability to be a team player, compatible goals and clear expectations, and mutual trust and respect.

fascist regime is one where government and big business collude on policy for their own benefit. Their creed is immaterial except as a tool to control the masses. The government controls the means of production in partnership with big business through force, blackmail, regulation, court decisions, the police, or by whatever else works to control people’s lives.

Operationally, a business can be improved in only three ways: (1) increase the level of sales; (2) reduce costs as a percent of sales; (3) reduce assets as a percentage of sales. The other factors, (4) increase leverage or (5) lower the tax rate, are the financial drivers of business value. These are the only ways a business can make itself more valuable. Buffett

Google has lucrative partnerships with all the large vaccine manufacturers, including a $715 million partnership with GlaxoSmithKline.52 Verily also owns a business that tests for COVID infection.53 Google was not the only social media platform to ban content that contradicts the official HCQ narrative. Facebook, Pinterest, Instagram, YouTube, MailChimp, and virtually every other Big Tech platform began scrubbing information demonstrating HCQ’s efficacy, replacing it with industry propaganda generated by one of the Dr. Fauci/Gates-controlled public health agencies: HHS, NIH and WHO. When President Trump later suggested that Dr. Fauci was not being truthful about hydroxychloroquine, social media responded by removing his posts.

In the top centile, by contrast, financial and business assets clearly predominate over real estate. In particular, shares of stock or partnerships constitute nearly the totality of the largest fortunes. Between 2 and 5 million euros, the share of real estate is less than one-third; above 5 million euros, it falls below 20 percent; above 10 million euros, it is less than 10 percent and wealth consists primarily of stock.

varied, polyglot continent, far bigger than you think and far more complex than the simple media narrative of poverty, war, corruption and disease. I often get the impression that Westerners pity Africans and think we need saving. I am here to tell you otherwise. We do not need aid, and we don’t deserve, or want, pity. We want partnerships. We want to do business with you, and we believe you will benefit from these business

It would be a perfect degree for Sara, since she had to balance her work in her family’s forests with her studies. The program was online-based with only a handful of physical classes—labs—each term. After three years of education in close partnership with industry organizations, students had to produce a dissertation and would receive a BA. A graduate from this program would be an academically educated forest owner who could take over a profitable family business.

His apprentice, David Harry, whom I had instructed while I work'd with him, set up in his place at Philadelphia, having bought his materials. I was at first apprehensive of a powerful rival in Harry, as his friends were very able, and had a good deal of interest. I therefore propos'd a partner-ship to him which he, fortunately for me, rejected with scorn. He was very proud, dress'd like a gentleman, liv'd expensively, took much diversion and pleasure abroad, ran in debt, and neglected his business; upon which, all business left him; and, finding nothing to do, he followed Keimer to Barbadoes, taking the printing-house with him.

As data analytics, superfast computers, digital technology, and other breakthroughs enabled by science play a bigger and bigger role in informing medical decision-making, science has carved out a new and powerful role as the steadfast partner of the business of medicine—which is also enjoying a new day in the sun. It may surprise some people to learn that the business of medicine is not a twenty-first-century invention. Health care has always been a business, as far back as the days when Hippocrates and his peers practiced medicine. Whether it was three goats, a gold coin, or a bank note, some type of payment was typically exchanged for medical services, and institutions of government or learning funded research. However, since the 1970s, business has been the major force directing the practice of medicine. Together, the business and science of medicine are the new kids on the block—the bright, shiny new things. Ideally, as I’ve suggested, the art, science, and business of medicine would work together in a harmonious partnership, each upholding the other and contributing all it has to offer to the whole. And sometimes (as we’ll find in later chapters) this partnership works well. When it does, the results are magnificent for patients and doctors, not to mention for scientists and investors.

Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.” It would be funny if it weren’t true. And when we see that British law has evolved a legal no-win situation very close to this one, a pattern begins to emerge.

I suspected that most marriages were more complicated than couples tended to let on. That summer, it seemed like every week brought news of another pair in our community who were splitting up. They were all around our age, most with little kids, trying to run their own businesses in a small economy. The evidence of those breakups directly contradicted the rosy way relationships were portrayed on Facebook, in public. I began to believe that future generations would study how we represent our long-term partnerships, and call us on our lies, in the same way we look at the way the Victorians depicted sex and know that it simply wasn't like that, not behind closed doors or in the hayloft. We hide marital conflict with the same sense of decorum. We'd do more good if we were honest and set realistic expectations for what it's like in the long run.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

As World War II was ending, the great engineer and public official Vannevar Bush argued that America’s innovation engine would require a three-way partnership of government, business, and academia. He was uniquely qualified to envision that triangle, because he had a foot in all three camps. He had been dean of engineering at MIT, a founder of Raytheon, and the chief government science administrator overseeing, among other projects, the building of the atom bomb.4 Bush’s recommendation was that government should not build big research labs of its own, as it had done with the atomic bomb project, but instead should fund research at universities and corporate labs. This government-business-university partnership produced the great innovations that propelled the U.S. economy in the postwar period, including transistors, microchips, computers, graphical user interfaces, GPS, lasers, the internet, and search engines.

We follow what is happening with influenza virus strains in the Southern Hemisphere when it is their fall (our spring) to predict which influenza viruses will likely be with us the next winter. Some years that educated guess is more accurate than others. So is it worth getting the vaccination each year? I give that a qualified yes. It might or might not prevent you from getting flu. But even if it is only 30 to 60 percent effective, it sure beats zero protection. What we really need is a game-changing influenza vaccine that will target the conserved—or unchanging—features of the influenza viruses that are more likely to cause human influenza pandemics and subsequently seasonal influenza in the following years. How difficult would such a game-changing influenza vaccine be to achieve? The simple truth is that we don’t know, because we’ve never gotten a prototype into, let alone through, the valley of death. We need a new paradigm—a new business model that pairs public money with private pharmaceutical company partnerships and foundation support and guidance.

It all began in 1919 when ex-Marxist Benito Mussolini wrote the Fascist Party platform, calling for central planning through a “partnership” of government, business, and labor. By 1925 he was in total power. Not all of Mussolini’s admirers were in Italy. The cover story of the New York Times Magazine for October 24, 1926, gushed: The most approachable as well as the most interesting statesman in Europe. He is a voracious learner who never makes the same mistake twice. . . . The whole country is keyed up by his energy. . . . The whole economic structure of the nation has been charted out in a graph that shows it as a huge corporation with the Government as the directorate. He explains it clearly and patiently, reminding you that he started his career as a teacher. An earlier New York Times editorial (October 31, 1922) had explained: In Italy as everywhere the great complaint against democracy today is its inefficiency. . . . Neither the failures nor the successes of (Russia’s) Bolshevist Government offer much of an example to the Western world. Dr. Mussolini’s experiment will perhaps tell us something more about the possibilities of oligarchic administration.

This means, a woman might think, that the law will treat her fairly in employment disputes if only she does her part, looks pretty, and dresses femininely. She would be dangerously wrong, though. Let’s look at an American working woman standing in front of her wardrobe, and imagine the disembodied voice of legal counsel advising her on each choice as she takes it out on its hanger. “Feminine, then,” she asks, “in reaction to the Craft decision?” “You’d be asking for it. In 1986, Mechelle Vinson filed a sex discrimination case in the District of Columbia against her employer, the Meritor Savings Bank, on the grounds that her boss had sexually harassed her, subjecting her to fondling, exposure, and rape. Vinson was young and ‘beautiful’ and carefully dressed. The district court ruled that her appearance counted against her: Testimony about her ‘provocative’ dress could be heard to decide whether her harassment was ‘welcome.’” “Did she dress provocatively?” “As her counsel put it in exasperation, ‘Mechelle Vinson wore clothes.’ Her beauty in her clothes was admitted as evidence to prove that she welcomed rape from her employer.” “Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.

Revitalized and healthy, I started dreaming new dreams. I saw ways that I could make a significant contribution by sharing what I’ve learned. I decided to refocus my legal practice on counseling and helping start-up companies avoid liability and protect their intellectual property. To share some of what I know, I started a blog, IP Law for Startups, where I teach basic lessons on trade secrets, trademarks, copyrights, and patents and give tips for avoiding the biggest blunders that destroy the value of intellectual assets. Few start-up companies, especially women-owned companies that rarely get venture capital funding, can afford the expensive hourly rates of a large law firm to the get the critical information they need. I feel deeply rewarded when I help a company create a strategy that protects the value of their company and supports their business dreams. Further, I had a dream to help young women see their career possibilities. In partnership with my sister, Julie Simmons, I created lookilulu.com, a website where women share their insights, career paths, and ways they have integrated motherhood with their professional pursuits. When my sister and I were growing up on a farm, we had a hard time seeing that women could have rewarding careers. With Lookilulu® we want to help young women see what we couldn’t see: that dreams are not linear—they take many twists and unexpected turns. As I’ve learned the hard way, dreams change and shift as life happens. I’ve learned the value of continuing to dream new dreams after other dreams are derailed. I’m sure I’ll have many more dreams in my future. I’ve learned to be open to new and unexpected opportunities. By way of postscript, Jill writes, “I didn’t grow up planning to be lawyer. As a girl growing up in a small rural town, I was afraid to dream. I loved science, but rather than pursuing medical school, I opted for low-paying laboratory jobs, planning to quit when I had children. But then I couldn’t have children. As I awakened to the possibility that dreaming was an inalienable right, even for me, I started law school when I was thirty; intellectual property combines my love of law and science.” As a young girl, Jill’s rightsizing involved mustering the courage to expand her dreams, to dream outside of her box. Once she had children, she again transformed her dreams. In many ways her dreams are bigger and aim to help more people than before the twists and turns in her life’s path.

Whatand why were never questions for me. How was the only question. When I look back now, I realize that I never thought about what I wanted to become in life. I only thought about how I wanted to live my life. And I knew that the “how” could only be determined within me and by me. There was a big boom in poultry farming at the time. I wanted to make some money to finance my desire for unrestrained, purposeless travel. So I got into it. My father said, “What am I going to tell people? That my son is rearing chickens?” But I built my poultry farm and I built it single-handedly, from scratch. The business took off. The profits started rolling in. I devoted four hours every morning to the business. The rest of the day was spent reading and writing poetry, swimming in the well, meditating, daydreaming on a huge banyan tree. Success made me adventurous. My father was always lamenting that everyone else’s sons had become engineers, industrialists, joined the civil service, or gone to America. And everywhere everyone I met—my friends, relatives, my old school and college teachers—said, “Oh, we thought you’d make something of your life, but you are just wasting it.” I took on the challenge. In partnership with a civil engineer friend, I entered the construction business. In five years, we became a major construction company, among the leading private

Love, genuine passionate love, was his for the first time. This he had never experienced at Judge Miller’s down in the sun-kissed Santa Clara Valley. With the Judge’s sons, hunting and tramping, it had been a working partnership; with the Judge’s grandsons, a sort of pompous guardianship; and with the Judge himself, a stately and dignified friendship. But love that was feverish and burning, that was adoration, that was madness, it had taken John Thornton to arouse. This man had saved his life, which was something; but, further, he was the ideal master. Other men saw to the welfare of their dogs from a sense of duty and business expediency; he saw to the welfare of his as if they were his own children, because he could not help it. And he saw further. He never forgot a kindly greeting or a cheering word, and to sit down for a long talk with them (“gas” he called it) was as much his delight as theirs. He had a way of taking Buck’s head roughly between his hands, and resting his own head upon Buck’s, of shaking him back and forth, the while calling him ill names that to Buck were love names. Buck knew no greater joy than that rough embrace and the sound of murmured oaths, and at each jerk back and forth it seemed that his heart would be shaken out of his body so great was its ecstasy. And when, released, he sprang to his feet, his mouth laughing, his eyes eloquent, his throat vibrant with unuttered sound, and in that fashion remained without movement, John Thornton would reverently exclaim, “God! you can all but speak!

The Keoughs were wonderful neighbors,” he said. “It’s true that occasionally Don would mention that, unlike me, he had a job, but the relationship was terrific. One time my wife, Susie, went over and did the proverbial Midwestern bit of asking to borrow a cup of sugar, and Don’s wife, Mickie, gave her a whole sack. When I heard about that, I decided to go over to the Keoughs’ that night myself. I said to Don, ‘Why don’t you give me twenty-five thousand dollars for the partnership to invest?’ And the Keough family stiffened a little bit at that point, and I was rejected. “I came back sometime later and asked for the ten thousand dollars Clarke referred to and got a similar result. But I wasn’t proud. So I returned at a later time and asked for five thousand dollars. And at that point, I got rejected again. “So one night, in the summer of 1962, I started heading over to the Keough house. I don’t know whether I would have dropped it to twenty-five hundred dollars or not, but by the time I got to the Keough household, the whole place was dark, silent. There wasn’t a thing to see. But I knew what was going on. I knew that Don and Mickie were hiding upstairs, so I didn’t leave. “I rang that doorbell. I knocked. Nothing happened. But Don and Mickie were upstairs, and it was pitch-black. “Too dark to read, and too early to go to sleep. And I remember that day as if it were yesterday. That was June twenty-first, 1962. “Clarke, when were you born?” “March twenty-first, 1963.” “It’s little things like that that history turns on. So you should be glad they didn’t give me the ten thousand dollars.

By March, front-line doctors around the world were spontaneously reporting miraculous results following early treatment with HCQ, and this prompted growing anxiety for Pharma. On March 13, a Michigan doctor and trader, Dr. James Todaro, M.D., tweeted his review of HCQ as an effective COVID treatment, including a link to a public Google doc.48,49 Google quietly scrubbed Dr. Todaro’s memo. This was six days before the President endorsed HCQ. Google apparently didn’t want users to think Todaro’s message was missing; rather, the Big Tech platform wanted the public to believe that Todaro’s memo never even existed. Google has a long history of suppressing information that challenges vaccine industry profits. Google’s parent company Alphabet owns several vaccine companies, including Verily, as well as Vaccitech, a company banking on flu, prostate cancer, and COVID vaccines.50,51 Google has lucrative partnerships with all the large vaccine manufacturers, including a $715 million partnership with GlaxoSmithKline.52 Verily also owns a business that tests for COVID infection.53 Google was not the only social media platform to ban content that contradicts the official HCQ narrative. Facebook, Pinterest, Instagram, YouTube, MailChimp, and virtually every other Big Tech platform began scrubbing information demonstrating HCQ’s efficacy, replacing it with industry propaganda generated by one of the Dr. Fauci/Gates-controlled public health agencies: HHS, NIH and WHO. When President Trump later suggested that Dr. Fauci was not being truthful about hydroxychloroquine, social media responded by removing his posts.

Oh, it’s perfectly safe to handle if somebody else has triggered the curse and you took it from their still-smoking body.” Eve paused. “Or if they sold it to you.” “You bought it, didn’t you?” Imp walked towards her. “Didn’t you?” “I think so. I may have screwed up that side of things,” Eve admitted. “It’s unclear.” “What’s unclear?” “It was up for auction: obvs, right? But it’s not clear that the person auctioning the location of the manuscript actually owned what they were selling, that’s the thing. Also, ancient death spells and intellectual property law don’t always play nice together. I, uh, my boss has a standard procedure he has me follow in cases of handling blackmail and extortion. We pay the ransom, then once we’ve destroyed the threat I repossess the payment from the blackmailer’s bank account. Via a Transnistrian mafiya underwriter—” This time it was Wendy who interrupted: “The Russian mafiya has underwriters?” “Transnistrian, please, and yes, criminal business models are inherently expensive because they have to pay for their own guard labor—there are no tax overheads, but no police protection for carrying out business, either—so of course they evolved parallel structures for risk management, mostly by embedding the risk in a concrete slab and dumping it in the harbor—anyway. At what stage does the book consider itself to have been legitimately acquired? And by whom? Is it safe for you to handle it, as my employee? What about as an independent freelance contractor not subject to the HMRC IR35 regulations? Am I an acceptable proxy for Bigge Enterprises, a Scottish Limited Liability Partnership domiciled in the Channel Islands, in the view of a particularly dim-witted nineteenth-century death spell attached to a codex bound in human skin by a mad inquisitor? It’s like digital rights management magic, only worse.

This book has pushed back against the randomness thesis, emphasizing instead the skill in venture capital. It has done so for four reasons. First, the existence of path dependency does not actually prove that skill is absent. Venture capitalists need skill to enter the game: as the authors of the NBER paper say, path dependency can only influence which among the many skilled players gets to be the winner. Nor is it clear that path dependency explains why some skilled operators beat other ones. The finding that a partnership’s future IPO rate rises by 1.6 percentage points is not particularly strong, and the history recounted in these pages shows that path dependency is frequently disrupted.[5] Despite his powerful reputation, Arthur Rock was unsuccessful after his Apple investment. Mayfield was a leading force during the 1980s; it too faded. Kleiner Perkins proves that you can dominate the Valley for a quarter of a century and then decline precipitously. Accel succeeded early, hit a rough patch, and then built itself back. In an effort to maintain its sense of paranoia and vigilance, Sequoia once produced a slide listing numerous venture partnerships that flourished and then failed. “The Departed,” it called them. The second reason to believe in skill lies in the origin story of some partnerships. Occasionally a newcomer breaks into the venture elite in such a way that skill obviously does matter. Kleiner Perkins became a leader in the business because of Tandem and Genentech. Both companies were hatched from within the KP office and actively shaped by Tom Perkins; there was nothing lucky about this. Tiger Global and Yuri Milner invented the art of late-stage venture capital. They had a genuinely novel approach to tech investing; they offered much more than the equivalent of another catchy tune competing against others. Paul Graham’s batch-processing method at Y Combinator offered an equally original approach to seed-stage investing. A clever innovation, not random fortune, explains Graham’s place in venture history.

capital expenditures required in Clean Technology are so incredibly high,” says Pritzker, “that I didn’t feel that I could do anything to make an impact, so I became interested in digital media, and established General Assembly in January 2010, along with Jake Schwartz, Brad Hargreaves and Matthew Brimer.” In less than two years GA had to double its space. In June 2012, they opened a second office in a nearby building. Since then, GA’s courses been attended by 15,000 students, the school has 70 full-time employees in New York, and it has begun to export its formula abroad—first to London and Berlin—with the ambitious goal of creating a global network of campuses “for technology, business and design.” In each location, Pritzker and his associates seek cooperation from the municipal administration, “because the projects need to be understood and supported also by the local authorities in a public-private partnership.” In fact, the New York launch was awarded a $200,000 grant from Mayor Bloomberg. “The humanistic education that we get in our universities teaches people to think critically and creatively, but it does not provide the skills to thrive in the work force in the 21st century,” continues Pritzker. “It’s also true that the college experience is valuable. The majority of your learning does not happen in the classroom. It happens in your dorm room or at dinner with friends. Even geniuses such as Mark Zuckerberg or Bill Gates, who both left Harvard to start their companies, came up with their ideas and met their co-founders in college.” Just as a college campus, GA has classrooms, whiteboard walls, a library, open spaces for casual meetings and discussions, bicycle parking, and lockers for personal belongings. But the emphasis is on “learning by doing” and gaining knowledge from those who are already working. Lectures can run the gamut from a single evening to a 16-week course, on subjects covering every conceivable matter relevant to technology startups— from how to create a web site to how to draw a logo, from seeking funding to hiring employees. But adjacent to the lecture halls, there is an area that hosts about 30 active startups in their infancy. “This is the core of our community,” says Pritzker, showing the open space that houses the startups. “Statistically, not all of these companies are going to do well. I do believe, though, that all these people will. The cost of building technology is dropping so low that people can actually afford to take the risk to learn by doing something that, in our minds, is a much more effective way to learn than anything else. It’s entrepreneurs who are in the field, learning by doing, putting journey before destination.” “Studying and working side by side is important, because from the interaction among people and the exchange of ideas, even informal, you learn, and other ideas are born,” Pritzker emphasizes: “The Internet has not rendered in-person meetings obsolete and useless. We chose these offices just to be easily accessible by all—close to Union Square where almost every subway line stops—in particular those coming from Brooklyn, where many of our students live.

SCANDALS AND MISMANAGEMENT If Secretary Clinton’s political career had ended with her defeat for the Democratic presidential nomination in 2008, her skills as a manager would have been judged by her disorganized and drama-filled campaign for the presidency and her disastrous Health Care Task Force as First Lady. President Obama, who defeated her calamitously run campaign, should have been wary of nominating Clinton to a post that was responsible for tens of thousands of federal employees throughout the world. While her tenure in Foggy Bottom didn’t have the highly publicized backstabbing element that tarnished her presidential campaign, Secretary Clinton’s deficiencies as a manager were no less evident. There was one department within State that Secretary Clinton oversaw with great care: the Global Partnerships Initiative (GPI), which was run by long-time Clinton family aide Kris Balderston. Balderston was known in political circles for creating a “hit list” that ranked members of Congress based on loyalty to the Clintons during the 2008 presidential primaries.[434] Balderston was brought to Foggy Bottom to “keep the Clinton political network humming at State.”[435] He focused his efforts on connecting CEOs and business interests—all potential Clinton 2016 donors—to State Department public/private partnerships. Balderston worked alongside Clinton’s long-time aide Huma Abedin, who was given a “special government employee” waiver, allowing her to work both as Secretary Clinton’s deputy chief of staff, and for other private sector clients. With the arrangement, Abedin would serve as a consultant to the top Clinton allied firm, Teneo, in a role in which, as the New York Times reported, “the lines were blurred between Ms. Abedin’s work in the high echelons of one of the government’s most sensitive executive departments and her role as a Clinton family insider.”[436] Secretary Clinton and her allies have placed great emphasis on the secretary of state’s historic role in promoting American business interests overseas, dubbing the effort “economic statecraft.”[437] The efforts of the GPI, Abedin, and Balderston ensured that Secretary Clinton’s “economic statecraft” agenda would be rife with the potential for conflicts of interest reminiscent of the favor-trading scandals that emanated from her husband’s White House. While the political office and donor maintenance program was managed with extreme meticulousness, Secretary Clinton ignored her role as manager of the rest of the sprawling government agency.[438] When it came to these more mundane tasks, Secretary Clinton was not on top of what was really going on in the department she ran. While Secretary Clinton was preoccupied with being filmed and photographed all around the world, the State Department was plagued by chronic management problems and scandals, from visa programs to security contractors. And when Secretary Clinton did weigh in on management issues, it was almost always after a raft of bad press forced her to, and not from any proactive steps she took. In fact, she and her department’s first reaction in certain instances was to silence critics or intimidate whistleblowers, rather than get to the bottom of what was actually going on. The events that unfolded in Benghazi were the worst example of Secretary Clinton neglecting her managerial responsibilities. This pattern of behavior, which led to the tragedy, was characteristic of her management style throughout her four years at Foggy Bottom. “Economic Statecraft” A big part of Secretary Clinton’s record-breaking travel—112 countries visited—was her work as a salesperson for select U.S. business interests.[439] Today, her supporters would have us believe her “economic statecraft” agenda was a major accomplishment.[440] Yet, as always seems to be the case with the Clintons, there was one family that benefited more than any other from all this economic statecraft—the Clinton family.

The reality is that an innovation initiative must be executed by a partnership that somehow bridges the hostilities—a partnership between a dedicated team and what we call the performance engine, the unit responsible for sustaining excellence in ongoing operations. Granted, such an arrangement seems, at first glance, improbable. But to give up on it is to give up on innovation itself.

Cruz ranch a week ago, but by doing so he’d saved Ethan from losing it all. He knew Ethan was more grateful than words could say. He didn’t want his friend’s gratitude, though. He just wanted a steady business partnership that would last for the rest of their lives. “That’s all fine and dandy,” Rob said. “You’re part owner of a ranch.

Early Warning Signals of Corporate Fraud’, in partnership with Indiaforensic.

Bill Gates told me after Steve’s death. “You know, if you were going to do hardware and software together, and you’re going to do a few super, super nice designs, and you’re going to do it end-to-end where partnerships aren’t the key thing, where you control that experience totally. He managed a great organization that was purpose-fit to that.” We had been chatting about why so many books had been written promising to reveal how to do business “the Apple way,” or “the Steve Jobs way.” Bill was describing why Steve is a unique managerial case, someone whose model has limited applications. “Maybe you should call your book Don’t Try This at Home,” he said, only half joking. “So many of the people who want to be like Steve have the asshole side down. What they’re missing is the genius part.” One

•from taking a course or reading a book on world religions, to developing a friendship with a Muslim, Hindu or Buddhist person, to moving to a city in North Africa or South Asia in hopes of being a witness for Christ there •from becoming an advocate for immigrant rights, to getting involved in the diplomatic corps, to becoming a lawyer at the United Nations dedicated to getting countries to abide by the U.N. Declaration of Human Rights •from going on a short-term mission trip to reach children in a poor barrio, to supporting a child for forty dollars a month through World Vision or Compassion International, to becoming a social worker dedicated to serving children •from learning a language, to learning about people who don't have the Bible in their mother tongue, to becoming a linguist who translates the Bible •from dedicating thirty minutes per day to pray for the nations of the world, to building crosscultural friendships, to going to serve in a multicultural organization •from studying business at a university, to learning about microfinance, to engaging in business partnerships designed to create jobs for the poorer populations of the world •from taking a stand for an issue (advocating for free-trade coffee, opposing blood diamonds, opposing the manufacturing of "conflict minerals" for cell phones), to becoming an advocate for the people affected, to becoming an executive with a multinational corporation who brings the Christian value of dignity for the people affected by these issues You get the point. These are not issues that will be solved by a generous check. These are issues that can take our lifetimes.

Landowners may contribute their property as equity—always scarce for the beginning developer—but they might also supply debt, via seller financing, at terms unavailable through financial institutions. Even if they do not materially participate, landowners can tie up land while financing and approvals are obtained. In income property, key tenants might also be offered partnerships to induce them to lease space in the project, particularly if the project can be designed around the tenant’s specific needs.

A written agreement that defines each partner’s role, responsibilities, cash contributions, tax needs, and share of liabilities and that sets out criteria for the dissolution or modification of the partnership is an essential document.

Mara Foundation is the nonprofit side of Mara’s business, a social enterprise focused on emerging entrepreneurs. We have myriad programs designed to address the complete life cycle of an entrepreneur’s business idea, from start-up advice right through to venture capital. My sister Rona, the foundation director, has been a dynamic force in ongoing advocacy for youth and women in business. Always someone with a keen eye for detail, she has secured partnerships for the Foundation with Ernst & Young to nurture and develop small and medium entrepreneurs (SMEs) in Africa and with UN Women, whose UN Women’s Knowledge Gateway for Women’s Economic Empowerment has operations in 80 countries. A spin-off of this is a program called Mara Mentor—tagline: Enable, Empower and Inspire—an online community that connects budding entrepreneurs with experienced and inspiring business leaders around the world.

When a couple is under-connected and over-committed, they begin to live their lives in crisis mode. They spin the plates of marriage, children, work, church, extended family, school activities, and so on. In the mix of everything else, they find less and less time to spin the marriage plate. The result? They end up in an unsatisfactory “business partnership” marriage. These kinds of relationships resemble what happens in our financial affairs. Deposits and withdrawals must be monitored carefully to guard against overdrafts in our bank accounts. In the same way, when we skimp on the important relationships in our lives, our emotional bank accounts run empty. If

independent of the normal planning and budgeting processes, to allow bottom-up ideas to flourish. “No one has ever before brought together such a global and diverse set of business thought leaders on this scale to discuss the most pressing issues and opportunities of our age,” says Nick Donofrio, IBM’s executive vice president of innovation and technology. “We have companies literally knocking at the door and saying, ‘Give us your best and brightest ideas, and let’s work together to make them a reality.’ It’s a golden opportunity to create entirely new markets and partnerships.

[Performance with purpose is] basically PepsiCo saying that companies can no longer perform and toss costs to society. We believe that the new future is public-private partnerships, where companies feel responsible for society at large.

been busy

Such “pyrrhic victories” are of course ubiquitous in the development of U.S. tax law, leading the late Justice Robert H. Jackson to quip that tax is “a field beset with invisible boomerangs.” Arrowsmith v. Commissioner, 344 U.S. 6, 12 (1954) (Jackson, dissenting). See Kirk J. Stark, The Unfulfilled Tax Legacy of Justice Robert H. Jackson, 54 Tax L. Rev. 171, 251-256 (2001). To carry the evolutionary story further, one might observe that the development of the tax law is sometimes characterized by a process similar to evolutionary phenomenon of “antagonistic pleiotropy,” a condition where a single gene influences more than one trait—one with beneficial effects and the other with harmful effects. In a similar way, a single legal rule will often have pro-taxpayer and pro-government effects, depending on the class of taxpayer. Thus, in the same way that a gene selected for some beneficial trait might carry with it some other harmful trait, government efforts through litigation to push the development of a legal rule (e.g., the scope of the “realization” doctrine) in one direction with respect to one class of taxpayers (e.g., taxpayers with gains) will sometimes have the opposite effect on another class of taxpayers (e.g., taxpayers with losses). A fuller “evolutionary” theory of the development of U.S. tax law might seek to account for such phenomena.

Sam Goldwyn had a long-standing business partnership with Twentieth Century-Fox, the studio making Tobacco Road. As a contract player, Walter had to do what he was told. The system usually suited him. He was never one to gripe about servitude; indeed, he always seemed happy to serve. He might imitate the autocratic Sam Goldwyn, calling up Gary Cooper and convincingly fire the studio’s star in Goldwyn’s voice. But Walter also told a reporter, “Sam was class. We used to consider the Goldwyn studio the country club of the motion picture industry. He did nothing cheap. Everything was first class. So I have a soft spot in my heart for Sam Goldwyn.

book. Barnes did not get his partnership with Edison on his first interview. He did get a chance to work in the Edison offices, at a very nominal wage, doing work that was unimportant to Edison, but most important to Barnes, because it gave him an opportunity to display his "merchandise" where his intended "partner" could see it. Months went by. Apparently nothing happened to bring the coveted goal which Barnes had set up in his mind as his DEFINITE MAJOR PURPOSE. But something important was happening in Barnes' mind. He was constantly intensifying his DESIRE to become the business associate of Edison. Psychologists

HeroicPublicSpeaking.com. It was the power of having each other’s backs that made this possible and resulted in a long-term business partnership and friendship. At HeroicPublicSpeaking.com, we offer tons of free tips sheets, guides, e-books, and video training on public speaking and on-camera performance techniques for both professionals and laymen alike. So, if you have a wedding toast, a big presentation, a sales pitch, or just want to improve your ability to communicate, head over there now.

Support of Internet Business Promotions 1) Promotion of Internet Business Partnerships The KCC held the Internet Korea Co

Sleeping in the same bed and dreaming different dreams” is an old Chinese expression that describes the intimacy of partnership (whether in marriage or in business) without the communication necessary to sustain it.

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Page 308: Like a confederation a plural society is a business partnership rather than a family concern, and the social will linking the sections does not extend beyond their common business interests. It might seem that common interest should tie them closely, for a dissolution would involve the bankruptcy of all the partners. But the tie is strong only so far as this common interest is recognized. Perhaps the only plural society inherently stable is the Hindu society in India. Here there are separate groups or classes, partly racial, with distinct economic functions. But in India caste has a religious sanction, and in a plural society the only common deity is Mammon. In general, the plural society is built on caste without the cement of a religious sanction. In each section the sectional common social will is feeble, and in the society as a whole there is no common social will. There may be apathy even on such a vital point as defense against aggression. Few recognize that, in fact, all the members of all sections have material interests in common, but most see that on many points their material interests are opposed. The typical plural society is a business partnership in which, to many partners, bankruptcy signifies release rather than disaster.

the normal translation of koinōnia is “fellowship,” but that coin has worn smooth with long use. It can mean “business partnership” too; that is part of it, but again it doesn’t get to the heart. And the heart is what matters. When our words run out, we need images: the look of delight when a dear friend pays an unexpected visit, the glance of understanding between musicians as together they say something utterly beautiful, the long squeeze of a hand by a hospital bed, the contentment and gratitude that accompany shared worship and prayer—all this and more.

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

After a partnership dispute, most of the partners will leave the alliance but not their arrogance.

In partnership disputes, most of the partners will leave the alliance but not their arrogance

No,” said Adrian, “but I met Johns at a lunch not long afterwards and he was still weak from the effects. He said he had never been given so much advice about the publishing trade in his life. I rather gathered that Tony had offered to go into partnership with him and show him how the business ought to be run.

Passerini set about innovating his team structures, his partnership models, indeed his whole business, to take advantage of scale rather than be trapped by it. He created a flow-to-the-work model whereby most of his organization had project-based rather than permanent assignments. This structure enabled his massive IT team to be nimble and innovative, efficient and effective.

I happened to be talking to George at a meeting—we were sorting out some of the Apple business,” Paul later recalled. “Someone said something, and George just said, ‘Well, we’re all prisoners, kind of inside ourselves,’ or, you know, ‘inside every fat man, there’s a thin man trying to get out.’ I just took up that theme of, we’re all prisoners in a way, so I kind of wrote a prison song. And as I say, you can take it symbolically or straight, it works on both levels.”35 Getting from George’s comments to a prison song took some doing, however, and as Paul turned over the remark in his mind, his first thoughts reflected his own sense of still being trapped in the Beatles partnership agreement—and at an Apple legal meeting. The first verse he wrote,36 “If we ever get out of here / Thought of giving it all away / To a registered charity” is the kind of internal bargaining one does when stuck in circumstances—a business meeting, say—and hoping for liberation. Another verse moves closer to the prison metaphor—“Stuck inside these four walls / Sent inside forever / Never seeing no-one nice again.

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At The Oriri Partnership we help businesses change. We provide expertise on people, their operations and the environments that surround them. We help you adapt, transform and develop by working alongside you to bring about a better, more improved way of working. That improvement creates profitability, efficiency and sustainability. We deliver real transformation and improved performance through people. In short, we help build better businesses.

Many leaders still regard the private sector with skepticism—an attitude inherited from the old “New Left.” They fear that they might lose focus or be co-opted if they partner with corporations. Some nonprofits play a corporate watchdog role and protest the excesses of capitalism and globalization—often for good reason. And a recent spate of corporate scandals hasn’t helped improve the image of business. “Among many nonprofits, there is a view that business is the enemy,” says Mike McCurry, who is on the board of Share Our Strength. On the other side of this debate, more pragmatic members of the social entrepreneurship and corporate social responsibility movements have long touted the benefits of cross-sector partnerships and of harnessing market forces for social change. They argue that companies’ bottom lines can benefit from social responsibility, while nonprofits

North West Piling is a family run professional business that covers the north west areas and beyond. North West Piling are specialists in Mini Piling and we are happy to pass on our experience in Piling and Ground work to clients which includes seamless communication, trust and hard work. North West Piling work in close partnership with structural engineers, architects, building control and building contractors to provide unmatched piling knowledge for commercial, domestic and industrial building projects.

Being flexible and, more important, empathetic, in business partnerships is essential.

When we do business with a friend, we will miss either friendship or business partnership.

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Contentious social issues like racial justice, income inequality, gun violence, immigration reform, gender equality, and climate change have all become part of many corporate agendas. Silence and indifference are becoming less the norm. The days of simply ignoring social issues or writing a check are gone. Corporations are now frequently expected to engage in social issues through public statements, sponsorships, partnerships, and policies supporting a position or a cause. Being a socially responsible corporation now also means being a socially active corporation.

As philosopher Herbert Spencer once said, “A business partnership, balanced as the authorities of its members may theoretically be, presently becomes a union in which the authority of one partner is tacitly recognized as greater than that of the other or others.”16

In parenting… In business… In relationships… In partnerships… In leadership… “For the best results possible, within every professional or personal interaction we participate in, we need to enter the exchange open to the possibility that we are wrong.

Their creed is immaterial except as a tool to control the masses. The government controls the means of production in partnership with big business through

To me, great partnerships come from sharing common values and interests, having similar approaches to pursuing them, and being reasonable, and having consideration for each other. At the same time, partners must be willing to hold each other to high standards, and work through their disagreements. The main test of a great partnership is not whether the partners ever disagree, people in all healthy relationships disagree, it’s whether they can bring their disagreements to the surface and get through them well. Having clear processes for resolving disagreements efficiently and clearly is essential for business partnerships, marriages, and all forms of partnership.