Business Rivals Quotes

You have to admit that anatomically, this ear business rivals my father’s fear that a bicycle seat could ruin your virginity

Fearing a competition is okay, but what is not okay is not making yourself strong enough to face that fear.

In an effort to eliminate the possibility of any rival growing up, some monopolists would sacrifice democracy itself.

Dearest creature in creation, Study English pronunciation. I will teach you in my verse Sounds like corpse, corps, horse, and worse. I will keep you, Suzy, busy, Make your head with heat grow dizzy. Tear in eye, your dress will tear. So shall I! Oh hear my prayer. Just compare heart, beard, and heard, Dies and diet, lord and word, Sword and sward, retain and Britain. (Mind the latter, how it’s written.) Now I surely will not plague you With such words as plaque and ague. But be careful how you speak: Say break and steak, but bleak and streak; Cloven, oven, how and low, Script, receipt, show, poem, and toe. Hear me say, devoid of trickery, Daughter, laughter, and Terpsichore, Typhoid, measles, topsails, aisles, Exiles, similes, and reviles; Scholar, vicar, and cigar, Solar, mica, war and far; One, anemone, Balmoral, Kitchen, lichen, laundry, laurel; Gertrude, German, wind and mind, Scene, Melpomene, mankind. Billet does not rhyme with ballet, Bouquet, wallet, mallet, chalet. Blood and flood are not like food, Nor is mould like should and would. Viscous, viscount, load and broad, Toward, to forward, to reward. And your pronunciation’s OK When you correctly say croquet, Rounded, wounded, grieve and sieve, Friend and fiend, alive and live. Ivy, privy, famous; clamour And enamour rhyme with hammer. River, rival, tomb, bomb, comb, Doll and roll and some and home. Stranger does not rhyme with anger, Neither does devour with clangour. Souls but foul, haunt but aunt, Font, front, wont, want, grand, and grant, Shoes, goes, does. Now first say finger, And then singer, ginger, linger, Real, zeal, mauve, gauze, gouge and gauge, Marriage, foliage, mirage, and age. Query does not rhyme with very, Nor does fury sound like bury. Dost, lost, post and doth, cloth, loth. Job, nob, bosom, transom, oath. Though the differences seem little, We say actual but victual. Refer does not rhyme with deafer. Foeffer does, and zephyr, heifer. Mint, pint, senate and sedate; Dull, bull, and George ate late. Scenic, Arabic, Pacific, Science, conscience, scientific. Liberty, library, heave and heaven, Rachel, ache, moustache, eleven. We say hallowed, but allowed, People, leopard, towed, but vowed. Mark the differences, moreover, Between mover, cover, clover; Leeches, breeches, wise, precise, Chalice, but police and lice; Camel, constable, unstable, Principle, disciple, label. Petal, panel, and canal, Wait, surprise, plait, promise, pal. Worm and storm, chaise, chaos, chair, Senator, spectator, mayor. Tour, but our and succour, four. Gas, alas, and Arkansas. Sea, idea, Korea, area, Psalm, Maria, but malaria. Youth, south, southern, cleanse and clean. Doctrine, turpentine, marine. Compare alien with Italian, Dandelion and battalion. Sally with ally, yea, ye, Eye, I, ay, aye, whey, and key. Say aver, but ever, fever, Neither, leisure, skein, deceiver. Heron, granary, canary. Crevice and device and aerie. Face, but preface, not efface. Phlegm, phlegmatic, ass, glass, bass. Large, but target, gin, give, verging, Ought, out, joust and scour, scourging. Ear, but earn and wear and tear Do not rhyme with here but ere. Seven is right, but so is even, Hyphen, roughen, nephew Stephen, Monkey, donkey, Turk and jerk, Ask, grasp, wasp, and cork and work. Pronunciation (think of Psyche!) Is a paling stout and spikey? Won’t it make you lose your wits, Writing groats and saying grits? It’s a dark abyss or tunnel: Strewn with stones, stowed, solace, gunwale, Islington and Isle of Wight, Housewife, verdict and indict. Finally, which rhymes with enough, Though, through, plough, or dough, or cough? Hiccough has the sound of cup. My advice is to give up!!!

When I see an arrogant man, I see one less competitor.

At last, Sturmhond straightened the lapels of his teal frock coat and said, “Well, Brekker, it’s obvious you only deal in half-truths and outright lies, so you’re clearly the man for the job.” “There’s just one thing,” said Kaz, studying the privateer’s broken nose and ruddy hair. “Before we join hands and jump off a cliff together, I want to know exactly who I’m running with.” Sturmhond lifted a brow. “We haven’t been on a road trip or exchanged clothes, but I think our introductions were civilized enough.” “Who are you really, privateer?” “Is this an existential question?” “No proper thief talks the way you do.” “How narrow-minded of you.” “I know the look of a rich man’s son, and I don’t believe a king would send an ordinary privateer to handle business this sensitive.” “Ordinary,” scoffed Sturmhond. “Are you so schooled in politics?” “I know my way around a deal. Who are you? We get the truth or my crew walks.” “Are you so sure that would be possible, Brekker? I know your plans now. I’m accompanied by two of the world’s most legendary Grisha, and I’m not too bad in a fight either.” “And I’m the canal rat who brought Kuwei Yul-Bo out of the Ice Court alive. Let me know how you like your chances.” His crew didn’t have clothes or titles to rival the Ravkans, but Kaz knew where he’d put his money if he had any left. Sturmhond clasped his hands behind his back, and Kaz saw the barest shift in his demeanor. His eyes lost their bemused gleam and took on a surprising weight. No ordinary privateer at all. “Let us say,” said Sturmhond, gaze trained on the Ketterdam street below, “hypothetically, of course, that the Ravkan king has intelligence networks that reach deep within Kerch, Fjerda, and the Shu Han, and that he knows exactly how important Kuwei Yul-Bo could be to the future of his country. Let us say that king would trust no one to negotiate such matters but himself, but that he also knows just how dangerous it is to travel under his own name when his country is in turmoil, when he has no heir and the Lantsov succession is in no way secured.” “So hypothetically,” Kaz said, “you might be addressed as Your Highness.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

I busied myself to think of a story, —a story to rival those which had excited us to this task. One which would speak to the mysterious fears of our nature, and awaken thrilling horror—one to make the reader dread to look round, to curdle the blood, and quicken the beatings of the heart.

The first law of business: Make the rules or your rivals will

Hug your customers but also offer handshake to your competitors.

Most economists are accustomed to treating companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. In the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines – habits – that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done.

Who are you? Where do you fit into poetry and myth? Do you know who I think you are, Ramsay? I think you are Fifth Business. You don't know what that is? Well, in opera in a permanent company of the kind we keep up in Europe you must have a prima donna -- always a soprano, always the heroine, often a fool; and a tenor who always plays the lover to her; and then you must have a contralto, who is a rival to the soprano, or a sorceress or something; and a basso, who is the villain or the rival or whatever threatens the tenor. "So far, so good. But you cannot make a plot work without another man, and he is usually a baritone, and he is called in the profession Fifth Business, because he is the odd man out, the person who has no opposite of the other sex. And you must have Fifth Business because he is the one who knows the secret of the hero's birth, or comes to the assistance of the heroine when she thinks all is lost, or keeps the hermitess in her cell, or may even be the cause of somebody's death if that is part of the plot. The prima donna and the tenor, the contralto and the basso, get all the best music and do all the spectacular things, but you cannot manage the plot without Fifth Business! It is not spectacular, but it is a good line of work, I can tell you, and those who play it sometimes have a career that outlasts the golden voices. Are you Fifth Business? You had better find out.

So at most companies, an unspoken compact emerges: It's okay to be ambitious, but if you play too rough, your peers will unite against you. On the other hand, if you focus on boosting your own department, rather than undermining your rival, you'll probably get taken care of over time.

Find a bigger enemy than just a rival brand. It can be bad design. It can be time. It can be pollution. It can be ugliness. It can be bad service. It can be landfill. It can be complexity. But pick your enemy well. It will drive you forward.

In the world of business, at least, Shakespeare proves the superior guide. Inside a firm, people become obsessed with their competitors for career advancement. Then the firms themselves become obsessed with their competitors in the marketplace. Amid all the human drama, people lose sight of what matters and focus on their rivals instead.

And with every massive success you notch up, you ask for and get more money, not because you want it to buy things with but because it’s the only reliable way in this business of keeping score. If you’re getting x every night but your best friend and deadliest rival is getting x+1, it’s enough to break your heart. So you try harder, and harder still.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

The Midland Midwest would develop as a center of moderation and tolerance, where people of many faiths and ethnicities lived side by side, largely minding their own business.

If the reason of your sleeplessness is competition, then you will make a successful businessman.

for it is the business and duty of historians to be exact, truthful, and wholly free from passion, and neither interest nor fear, hatred nor love, should make them swerve from the path of truth, whose mother is history, rival of time, storehouse of deeds, witness for the past, example and counsel for the present, and warning for the future.

Without question, the balance of power on the planet today lies in the hands of business. Corporations rival governments in wealth, influence, and power. Indeed, business all too often pulls the strings of government. Competing institutions-religion, the press, even the military-play subordinate roles in much of the world today. If a values-driven approach to business can begin to redirect this vast power toward more constructive ends than the simple accumulation of wealth, the human race and Planet Earth will have a fighting chance.

Jamaica was the Ophir of the West of Scotland in those times. Upon its sugar fields and by the agency of its slave labour, Glasgow slowly emerged from its primeval state of small borough town, to be a business centre, rivalling and soon surpassing Bristol in its West India trade.

The community of Partageuse had drifted together like so much dust in a breeze, settling in this spot where two oceans met, because there was fresh water and a natural harbor and good soil. Its port was no rival to Albany, but convenient for locals shipping timber or sandalwood or beef. Little businesses had sprung up and clung on like lichen on a rock face, and the town had accumulated a school, a variety of churches with different hymns and architectures, a good few brick and stone houses and a lot more built of weatherboard and tin. It gradually produced various shops, a town hall, even a Dalgety's stock and station agency. And pubs. Many pubs.

After a lull in white arrests, some towns increased the rewards for turning in collaborators. Folks informed on business rivals, ancient nemeses, and neighbors, recounting old conversations where the traitors had uttered forbidden sympathies. Children tattled on their parents, taught by schoolmistresses the hallmarks of sedition.

Success in business means doing things better than rivals, not just doing things well.

Gates and Allen’s use of Harvard’s lab space would return to haunt them over the years, as their rivals suggested time and again that Microsoft played a rigged business game,

Look, what happens to me is none of your business.” “What if I want it to be?

You may have started out as my rival, but you’re so much more than that. You’re my business partner and best friend. My greatest challenger and the biggest, brightest green flag there is...and hopefully, my future wife.

In business, multiple winners can thrive and coexist. Competition focuses more on meeting customers needs than on demolishing rivals. Just look around. Because there are so many needs to serve, there are many ways to win.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

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.

Sonia Gandhi and her son play an important part in all of this. Their job is to run the Department of Compassion and Charisma and to win elections. They are allowed to make (and also to take credit for) decisions which appear progressive but are actually tactical and symbolic, meant to take the edge off popular anger and allow the big ship to keep on rolling. (The best example of this is the rally that was organised for Rahul Gandhi to claim victory for the cancellation of Vedanta’s permission to mine Niyamgiri for bauxite—a battle that the Dongria Kondh tribe and a coalition of activists, local as well as international, have been fighting for years. At the rally, Rahul Gandhi announced that he was “a soldier for the tribal people”. He didn’t mention that the economic policies of his party are predicated on the mass displacement of tribal people. Or that every other bauxite “giri”—hill—in the neighbourhood was having the hell mined out of it, while this “soldier for the tribal people” looked away. Rahul Gandhi may be a decent man. But for him to go around talking about the two Indias—the “Rich India” and the “Poor India”—as though the party he represents has nothing to do with it, is an insult to everybody’s intelligence, including his own.) The division of labour between politicians who have a mass base and win elections, and those who actually run the country but either do not need to (judges and bureaucrats) or have been freed of the constraint of winning elections (like the prime minister) is a brilliant subversion of democratic practice. To imagine that Sonia and Rahul Gandhi are in charge of the government would be a mistake. The real power has passed into the hands of a coven of oligarchs—judges, bureaucrats and politicians. They in turn are run like prize race-horses by the few corporations who more or less own everything in the country. They may belong to different political parties and put up a great show of being political rivals, but that’s just subterfuge for public consumption. The only real rivalry is the business rivalry between corporations.

You’re killing me in this proper little suit,” he said, skating a heated look over her shirt. “My place or yours?” She swallowed thickly, the hand against his chest beginning to sweat. “I-I’m busy.” “You’re gonna be,” he said, smiling. “Need to know what bed you’re gonna be in, though. Bringing my A game.” “Don’t you think—?” “About you underneath me? Only every other minute. Now answer me, or else I’ll throw you on the nearest desk.” Heat burst onto her cheeks. He noticed. “Oh, really?” He smiled down at her.

Soon after being appointed CEO, Smith made a dramatic decision to sell the mills that produced the company’s core business of coated paper and invest instead in the consumer-paper-products industry, which he believed had better economics and a brighter future. Everyone said this was a huge mistake, and Wall Street downgraded Kimberly-Clark’s stock. But Smith, unmoved by the crowd, did what he thought was right. As a result, the company grew stronger and soon outpaced its rivals. Asked later about his strategy, Smith replied that he never stopped trying to become qualified for the job.

There was a big lake three days’ walk from Nya’s village. Every year when the rains stopped and the pond near the village dried up, Nya’s family moved from their home to a camp near the big lake. Nya’s family did not live by the lake all year round because of the fighting. Her tribe, the Nuer, often fought with the rival Dinka tribe over the land surrounding the lake. Men and boys were hurt and even killed when the two groups clashed. So Nya and the rest of her village lived at the lake only during the five months of the dry season, when both tribes were so busy struggling for survival that the fighting occurred far less often.

Socrates tried to soothe us, true enough. He said there were only two possibilities. Either the soul is immortal or, after death, things would be again as blank as they were before we were born. This is not absolutely comforting either. Anyway it was natural that theology and philosophy should take the deepest interest in this. They owe it to us not to be boring themselves. On this obligation they don’t always make good. However, Kierkegaard was not a bore. I planned to examine his contribution in my master essay. In his view the primacy of the ethical over the esthetic mode was necessary to restore the balance. But enough of that. In myself I could observe the following sources of tedium: 1) The lack of a personal connection with the external world. Earlier I noted that when I was riding through France in a train last spring I looked out of the window and thought that the veil of Maya was wearing thin. And why was this? I wasn’t seeing what was there but only what everyone sees under a common directive. By this is implied that our worldview has used up nature. The rule of this view is that I, a subject, see the phenomena, the world of objects. They, however, are not necessarily in themselves objects as modern rationality defines objects. For in spirit, says Steiner, a man can step out of himself and let things speak to him about themselves, to speak about what has meaning not for him alone but also for them. Thus the sun the moon the stars will speak to nonastronomers in spite of their ignorance of science. In fact it’s high time that this happened. Ignorance of science should not keep one imprisoned in the lowest and weariest sector of being, prohibited from entering into independent relations with the creation as a whole. The educated speak of the disenchanted (a boring) world. But it is not the world, it is my own head that is disenchanted. The world cannot be disenchanted. 2) For me the self-conscious ego is the seat of boredom. This increasing, swelling, domineering, painful self-consciousness is the only rival of the political and social powers that run my life (business, technological-bureaucratic powers, the state). You have a great organized movement of life, and you have the single self, independently conscious, proud of its detachment and its absolute immunity, its stability and its power to remain unaffected by anything whatsoever — by the sufferings of others or by society or by politics or by external chaos. In a way it doesn’t give a damn. It is asked to give a damn, and we often urge it to give a damn but the curse of noncaring lies upon this painfully free consciousness. It is free from attachment to beliefs and to other souls. Cosmologies, ethical systems? It can run through them by the dozens. For to be fully conscious of oneself as an individual is also to be separated from all else. This is Hamlet’s kingdom of infinite space in a nutshell, of “words, words, words,” of “Denmark’s a prison.

As spontaneous organizations of the distressed emerge, professional politicians and political parties attempt to capture their energy toward their own electoral gain. Franklin Roosevelt, as we have seen, was not averse to using antimarket rhetoric to appeal to the distressed. And once the politicians capture power and there is a drive to legislate, incumbents are not far behind in directing legislations toward their needs. Thus, much as a riot can be exploited by a few to achieve goals that are not the intent of the mob—it is interesting how often riots that are ostensibly labeled “communal” in India turn into a targeted destruction of especially irksome rival businesses owned by the minority community—the political organizations of the distressed can be used by those who have a broader agenda.

Fueled by his resilience, conviction, and strength of will, Lincoln gradually recovered from his depression. He understood, he told Speed later, that in times of anxiety it is critical to “avoid being idle,” that “business and conversation of friends” were necessary to give the mind “rest from that intensity of thought, which will some times wear the sweetest idea threadbare and turn it to the bitterness of death.

Citizens assemble with the sole goal of declaring that they disapprove of the course of government,” Tocqueville wrote. “To meddle in the government of society and to speak about it is the greatest business and, so to speak, the only pleasure that an American knows. . . . An American does not know how to converse, but he discusses; he does not discourse, but he holds forth. He always speaks to you as to an assembly.

Potter' [...] 'Look at me. Yes, the business about the cat and rat and the broomsticks didn't help, and yes, I consider you my eternal rival and nemesis, locked forever in mortal combat from which only one can ever emerge victorious. But-' [...] ' But if you can try and understand that I have been trying with every fibre of my being to give you a family again, then maybe then you will understand how I feel about you.

You would not call me a marrying man, Watson?” “No, indeed!” “You’ll be interested to hear that I’m engaged.” “My dear fellow! I congrat----” “To Milverton’s housemaid.” “Good heavens, Holmes!” “I wanted information, Watson.” “Surely you have gone too far?” “It was a most necessary step. I am a plumber with a rising business, Escott, by name. I have walked out with her each evening, and I have talked with her. Good heavens, those talks! However, I have got all I wanted. I know Milverton’s house as I know the palm of my hand.” “But the girl, Holmes?” He shrugged his shoulders. “You can’t help it, my dear Watson. You must play your cards as best you can when such a stake is on the table. However, I rejoice to say that I have a hated rival, who will certainly cut me out the instant that my back is turned. What a splendid night it is!

Britain was playing on the same weakness in America, punishing American exporters in the confidence that all thirteen states, behaving as separate actors, could not retaliate. Spain was also busy pitting Northern and Southern states against each other in its attempt to wrest the Mississippi from America. One characteristic of the failed governments Madison studied, from the Achaean League to the Belgic Confederacy, was paralysis. They were unable to get things done. The Achaeans required the agreement of ten of twelve members, and the Belgic Confederacy required unanimous consent. The Belgic Confederacy consisted of fifty-two independent cities and seven provinces. Thus foreign powers and enemies needed to co-opt only one city or province out of fifty-nine to get their way.3 It was exactly what both Madison and Monroe had continually experienced in Congress.

There had been a lecture, but it had been about the paint guns and all the things you should never do with them, and Tompkins had looked at the fresh young faces of his rival trainees as, to a man, they resolved to do them all if there was half a chance of getting away with it. If people told you business was a jungle and then put a gun in your hand, then it was pretty obvious to Tompkins that they weren’t expecting you to simply aim for the shirt; what it was all about was the corporate head hanging over your fireplace.

Whether we are squander­ ing resources by over- or underinvesting in microprocessors or steel can be revealed only by the message contained in the relative profita­ bility of rival firms in these industries. But this is precisely the infor­ mation we garble when we channel money toward one or another of the contenders. Deprived of its elimination process, the market would no longer be able to serve its function as a method for discov­ ering better and eliminating worse production techniques. Without the necessity of responding to consumers' wants or needs, businesses would never withdraw from unprofitable avenues of production

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.

To-do list: 1. Science – stop people from getting sick and dying. 2. Keep people economically solvent – as you request their help in fighting the pandemic. Some states do better at one. Others, at the other. None strike the right balance. Everything collapses. Utter failure. One party is full of bad ideas that their rivals merely rubber-stamp. Like a reverse Robin Hood, they scapegoat the powerless, while simultaneously handing out checks to the richest stakeholders. The other party has few ideas, except for a few bad ones of their own that they throw into the mix. Businesses, flush with cash, appear almost embarrassed to take public money. But they soon get over their initial shame.

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.

Yet the very smell of food made her stomach oddly unsettled and she set down the bowl of porridge without taking a spoonful. That infuriated Dragon,still watching from the stable. As though the circumstances were not bad enough,a night without sleep had left him even more on edge. It was all he could do not to stomp out into the yard and demand she swallow every bite. After which he would take her in his arms, kiss her lingeringly, beseech her to tell him he could not possibly be wrong to trust her,and generally make a slobbering fool of himself to rival those great dolts Grani and Sleipnir. No,that he would not do. He would instead have a word with the men on the watchtowers, telling them to keep an eye on his wife and leaving them to make of that what they would while he went off to the river, there to immerse himself in blessedly cold water and cast off the shadows of sleeplessness. When he returned, freshly garbed but not having taken time to shave, he found the day unfolding much as usual. People were coming and going about their daily tasks,now that the barn was rebuilt, apparently determined to ignore the fact that the lady of their manor was tied to a punishment post. Not Magda,though. That stalwart passed him with as close to a glare as she would ever come and bustled out to ask Rycca advice about something or other. The sheer ludicrousness of that struck Dragon and he was chuckling when Magda passed by again,which earned him another stern frown. That was the height of levity for the day.Hours passed and nothing happened. Magda came and went,clucking over Rycca's failure to eat and glaring more at Dragon every time she saw him. Several of the other women began to do the same. He took that as an indication that those who had gotten to know Rycca best held her blameless. His venture into Byzantine intrigue of the previous day rankled all the more. He tried not to think about it. The day dragged on. With the stronghold as busy as ever, Dragon told himself no one would be so foolish as to approach Rycca with intent to do her harm. Yet he found excuse after excuse to be in the yard himself.

The wit and grace of Machado’s writing never diminish in these stories, and the scene is almost always the same. We are watching the bourgeoisie of Rio Janeiro at play, and occasionally trying to be serious. They misunderstand each other, they get married, they worry about dying, there is the occasional violent murder. Money and the business of keeping up appearances are large questions. The characters read Hugo and Feydeau, Dumas père and Dumas fils, and indeed the general tone is that of nineteenth-century Paris as reconstructed in so many Latin American locations of that time. Machado is gently mocking this class that believes only in borrowed culture, or in what the Brazilian critic Roberto Schwarz calls “misplaced ideas,” but he is not advocating any kind of nativism. When the chief character of “The Alienist,” refusing distinguished positions offered to him by the king of Portugal, refers to the Brazilian city of Itaguaí as “my universe,” we laugh because he seems to have made his world so small. But then we may also feel that his grandiose claim for his hometown and the exclusive fascination of others with the culture of Europe are simply rival forms of provincialism. There is a third way. We can take all culture, local and international, as our own, and this is the practice suggested by Machado’s own allusions, as it is by those of Jorge Luis Borges, writing a little later in a neighboring Latin American country. “We cannot confine ourselves to what is Argentine in order to be Argentine,” Borges says, and Machado might add that we don’t have to believe that Paris is the capital

As one might gather from a painting of him scowling in a tall stovepipe hat, Day saw himself as a businessman, not a journalist. ''He needed a newspaper not to reform, not to arouse, but to push the printing business of Benjamin H. Day.'' Day's idea was to try selling a paper for a penny - the going price for many everyday items, like soap or brushes. At that price, he felt sure he could capture a much larger audience than his 6-cent rivals. But what made the prospect risky, potentially even suicidal, was that Day would then be selling his paper at a loss. What day was contemplating was a break with the traditional strategy for making profit: selling at a price higher than the cost of production. He would instead rely on a different but historically significant business model: reselling the attention of his audience, or advertising. What Day understood-more firmly, more clearly than anyone before him-was that while his readers may have thought themselves his customers, they were in fact his product.

At a certain level, credible deterrence depends on a credible enemy. The Soviet Union disintegrated, but the surviving superpower's instinct to de-escalate intensified: In Kirkuk as in Kandahar, every Lilliputian warlord quickly grasped that you could provoke the infidel Gulliver with relative impunity. Mutually assured destruction had curdled into Massively Applied Desultoriness. Clearly, if one nation is responsible for near half the world's military budget, a lot of others aren't pulling their weight. The Pentagon outspends the Chinese, British, French, Russian, Japanese, German, Saudi, Indian, Italian, South Korean, Brazilian, Canadian, Australian, Spanish, Turkish, and Israeli militaries combined. So why doesn't it feel like that? Well, for exactly that reason: If you outspend every serious rival combined, you're obviously something other than the soldiery of a conventional nation state. But what exactly? The geopolitical sugar daddy is so busy picking up the tab for the global order he's lost all sense of national interest.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

In the early thirties IBM built a high-speed calculating machine to do calculations for the astronomers at New York’s Columbia University. A few years later it built a machine that was already designed as a computer—again, to do astronomical calculations, this time at Harvard. And by the end of World War II, IBM had built a real computer—the first one, by the way, that had the features of the true computer: a “memory” and the capacity to be “programmed.” And yet there are good reasons why the history books pay scant attention to IBM as a computer innovator. For as soon as it had finished its advanced 1945 computer—the first computer to be shown to a lay public in its showroom in midtown New York, where it drew immense crowds—IBM abandoned its own design and switched to the design of its rival, the ENIAC developed at the University of Pennsylvania. The ENIAC was far better suited to business applications such as payroll, only its designers did not see this. IBM structured the ENIAC so that it could be manufactured and serviced and could do mundane “numbers crunching.” When IBM’s version of the ENIAC came out in 1953, it at once set the standard for commercial, multipurpose, mainframe computers. This is the strategy of “creative imitation.

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

This revolution in the role of government has been accompanied, and largely produced, by an achievement in public persuasion that must have few rivals. Ask yourself what products are currently least satisfactory and have shown the least improvement over time. Postal service, elementary and secondary schooling, railroad passenger transport would surely be high on the list. Ask yourself which products are most satisfactory and have improved the most. Household appliances, television and radio sets, hi-fi equipment, computers, and, we would add, supermarkets and shopping centers would surely come high on that list. The shoddy products are all produced by government or government-regulated industries. The outstanding products are all produced by private enterprise with little or no government involvement. Yet the public—or a large part of it—has been persuaded that private enterprises produce shoddy products, that we need ever vigilant government employees to keep business from foisting off unsafe, meretricious products at outrageous prices on ignorant, unsuspecting, vulnerable customers. That public relations campaign has succeeded so well that we are in the process of turning over to the kind of people who bring us our postal service the far more critical task of producing and distributing energy.

The period before fifty thousand years ago was a busy time in Eurasia, with multiple human populations arriving from Africa beginning at least 1.8 million years ago. These populations split into sister groups, diverged, and mixed again with each other and with new arrivals. Most of those groups have since gone extinct, at least in their “pure” forms. We have known for a while, from skeletons and archaeology, that there was some impressive human diversity prior to the migration of modern humans out of Africa. However, we did not know before ancient DNA was extracted and studied that Eurasia was a locus of human evolution that rivaled Africa. Against this background, the fierce debates about whether modern humans and Neanderthals interbred when they met in western Eurasia—which have been definitively resolved in favor of interbreeding events that made a contribution to billions of people living today—seem merely anticipatory. Europe is a peninsula, a modest-sized tip of Eurasia. Given the wide diversity of Denisovans and Neanderthals—already represented in DNA sequences from at least three populations separated from each other by hundreds of thousands of years, namely Siberian Denisovans, Australo-Denisovans, and Neanderthals—the right way to view these populations is as members of a loosely related family of highly evolved archaic humans who inhabited a vast region of Eurasia.

We are lovers of beauty without extravagance, and lovers of wisdom without unmanliness. Wealth to us is not mere material for vainglory but an opportunity for achievement; and poverty we think it no disgrace to acknowledge but a real degradation to make no effort to overcome.... Let us draw strength, not merely from twice-told arguments—how fair and noble a thing it is to show courage in battle—but from the busy spectacle of our great city's life as we have it before us day by day, falling in love with her as we see her, and remembering that all this greatness she owes to men with the fighter's daring, the wise man's understanding of his duty, and the good man's self-discipline in its performance—to men who, if they failed in any ordeal, disdained to deprive the city of their services, but sacrificed their lives as the best offerings on her behalf. So they gave their bodies to the commonwealth and received, each for his own memory, praise that will never die, and with it the grandest of all sepulchres, not that in which their mortal bones are laid, but a home in the minds of men, where their glory remains fresh to stir to speech or action as the occasion comes by. For the whole earth is a sepulchre of famous men; and their story is not graven only on stone over their native earth, but lives on far away, without visible symbol, woven into the stuff of other men's lives. For you now it remains to rival what they have done and, knowing the secret of happiness to be freedom and the secret of freedom a brave heart, not idly to stand aside from the enemy's onset.

THE GREAT GULON INCIDENT: [JUST GONNA LEAVE THIS ONE WITH: REDACTED] [NOT THAT I HAD ANYTHING TO DO WITH THIS!] THE VACKER CONNECTION: [UH, FITZY’S MY BEST FRIEND—NOT A “CONNECTION.” AND ALDEN AND DELLA ARE WAY NICER TO ME THAN MY OWN PARENTS ARE. BIANA’S SUPER AWESOME TOO. ALVAR… NOT SO MUCH. I PROBABLY SHOULD’VE SEEN THAT ONE COMING. BUT WHATEVER, MY POINT IS: I DIDN’T TRY TO MAKE FRIENDS WITH THE VACKERS—NO MATTER WHAT WEIRD STUFF WAS IN ONE OF MY ERASED MEMORIES. SO DON’T GO THINKING THERE’S MORE TO IT THAN THAT.] [AND HOW DO YOU GUYS EVEN KNOW ABOUT THAT MEMORY? THAT KINDA MAKES ME WANT TO RIP THIS REGISTRY PENDANT OFF MY NECK AND THROW IT FAR, FAR AWAY!] INSTANT RIVALRY: [YOU THINK BANGS BOY AND ME ARE “RIVALS”? HATE TO BREAK IT TO YOU, BUT NOPE! I MEAN, YEAH, HE’S SUPER ANNOYING WITH ALL THE “LOOK AT ME, I’M A MOODY SHADE” NONSENSE—AND HIS HAIR IS TOTALLY RIDICULOUS. BUT THERE’S NO RIVALRY. JUST DON’T EXPECT US TO BE BESTIES, AND WE’LL BE GOOD.] UNWITTING ERRAND BOY: [OKAY, THAT SUBHEADING MAKES ME WANT TO PUNCH WHOEVER WROTE IT IN THE MOUTH. BUT… I GUESS IT’S ALSO KIND OF TRUE. MY MOM DID HAVE ME DO STUFF AND THEN ERASE MY MEMORIES SO I WOULDN’T KNOW ABOUT IT. MOM OF THE YEAR, LADIES AND GENTLEMEN. TRY NOT TO BE JEALOUS.] [AND I’M WORKING ON GETTING THOSE MEMORIES BACK, BY THE WAY. I’VE BEEN FILLING JOURNALS WITH DRAWINGS AND EVERYTHING. IT’S JUST TAKING A WHILE BECAUSE I’VE BEEN A LITTLE BUSY ALMOST DYING AND STUFF.] TEAM FOSTER-KEEFE: [WOO-HOO, TEAM FOSTER-KEEFE IS OFFICIALLY A THING!] [BUT THE REST OF THE STUFF IN THIS SECTION IS SOOOOOOOOOOOOOOOOOOOOOO GETTING REDACTED. SERIOUSLY—BOUNDARIES, PEOPLE! FOSTER’S AMAZING—AND OBVIOUSLY WORKING WITH ME MAKES HER EVEN MORE AMAZING. BUT YOU GUYS NEED TO STOP WITH ALL OF YOUR WEIRDO SPECULATING.] ONE PART OF A TRIANGLE: [OKAY, THAT’S IT. I’M DEEEEEEEEEEFINITELY DITCHING THIS PENDANT THING. WHY IS THE COUNCIL PAYING ATTENTION TO THIS STUFF???????????] [ACTUALLY, YOU KNOW WHAT? IT’S NONE OF YOUR BUSINESS, BUT I’M GOING TO ADD ONE THING: FOSTER GETS TO DO WHATEVER SHE WANTS, OKAY? SHE CAN LIKE WHOEVER SHE WANTS. OR BE CONFUSED ABOUT WHAT SHE’S FEELING. SHE CAN EVEN BE OBLIVIOUS—IT’S HER LIFE. HER CHOICE. AND EVERYONE NEEDS TO STAY OUT OF IT.] [EVEN ME.] [ESPECIALLY ME. I WOULD NEVER WANT TO…] [NEVER MIND. MY POINT IS, LET THE POOR GIRL FIGURE THIS OUT ON HER OWN. AND SERIOUSLY, STAY OUT OF OUR LIVES!!!!]

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

So are you planning on dressing me in addition to everything else?” she asked once they’d cleared a challenging rise. “I planned to pack as much as I could this morning, so you could sleep later,” he lowered his voice, “or take care of what went unfinished last night.” He’d amazed himself by behaving so unselfishly as that. Her unfulfilled desire made it more likely that he’d get her into bed with him, and yet, he couldn’t stand to think of her suffering. “I was attempting to be considerate. Though I’ve little experience with it.” “I’m not talking to you about this. I’m just not.” “I can feel your need as strong as my own.” “Maybe I do have these needs—doesn’t mean you’re the one I’ll choose to help me work them out.” Her gaze drifted to Cade, who was greedily chugging water. His voice low and seething, Bowe said, “You regard him with an appraising eye one more time, Mariketa, and you’re going to get that demon killed. All he wants is to ‘attempt’ you. Do you ken what that means?” “In fact, I do ken what it means. In the throes, you know. One of my boyfriends was a demon.” “Boyfriends?” He frowned. “You mean lovers. How bloody many have you had?” He stopped. “Are you free with yourself, then? With other males? Because that’ll be ending—” “What’d you think?” she asked over her shoulder. “That I was a virgin?” “You’re only twenty-three,” he said, sounding very stodgy, even to himself. “And I try no’ to think of any male before me. But if you were no’ an innocent, then I’d hoped it would have been once, in the dark, with a ham-handed human who was so bad you had to stifle a yawn or fight against laughing.” She shrugged. “I’m sure the number of notches in my bedpost can’t compare to yours.” “Aye, but I’m twelve hundred years old! Even if I had one female a year, you’d understand how they could accumulate.” “Well, I am young.” Just as he felt a flicker of ease, she murmured in a sexy voice, “But, baby, I’ve been busy.” His fists clenched. “Jealous?” She probably wouldn’t think he’d admit to it, but in a low tone, he said, “Aye, I envy any man that’s had his hands on you.” She gave him an enigmatic, studying expression. “Now, if I guess the number you’ve taken into your bed, then you’ll tell me if I’m right.” She hastily faced forward once more. “Not playing. Get bent.” He narrowed his eyes. “One. You’ve had one.” Her shoulders stiffened barely perceptibly, and he wanted to sag with relief. “Because any male worthy of you would kill a rival who tried to steal you from him. I’m guessing the demon was your first and last. And how did you get him to let you go, then?” “What if I told you I was still seeing him?” Bowen shook his head. “No’ considering the way you were with me that first night. Besides, if he allowed you to enter the Hie without being there to guard you, he does no’ deserve you. When we return, I’ll kill him on principle.

ONE of the evil results of the political subjection of one people by another is that it tends to make the subject nation unnecessarily and excessively conscious of its past. Its achievements in the old great days of freedom are remembered, counted over and exaggerated by a generation of slaves, anxious to convince the world and themselves that they are as good as their masters. Slaves cannot talk of their present greatness, because it does not exist; and prophetic visions of the future are necessarily vague and unsatisfying. There remains the past. Out of the scattered and isolated facts of history it is possible to build up Utopias and Cloud Cuckoo Lands as variously fantastic as the New Jerusalems of prophecy. It is to the past — the gorgeous imaginary past of those whose present is inglorious, sordid, and humiliating — it is to the delightful founded-on-fact romances of history that subject peoples invariably turn. Thus, the savage and hairy chieftains of Ireland became in due course “the Great Kings of Leinster,” “the mighty Emperors of Meath.” Through centuries of slavery the Serbs remembered and idealised the heroes of Kossovo. And for the oppressed Poles, the mediaeval Polish empire was much more powerful, splendid, and polite than the Roman. The English have never been an oppressed nationality; they are in consequence most healthily unaware of their history. They live wholly in the much more interesting worlds of the present — in the worlds of politics and science, of business and industry. So fully, indeed, do they live in the present, that they have compelled the Indians, like the Irish at the other end of the world, to turn to the past. In the course of the last thirty or forty years a huge pseudo-historical literature has sprung up in India, the melancholy product of a subject people’s inferiority complex. Industrious and intelligent men have wasted their time and their abilities in trying to prove that the ancient Hindus were superior to every other people in every activity of life. Thus, each time the West has announced a new scientific discovery, misguided scholars have ransacked Sanskrit literature to find a phrase that might be interpreted as a Hindu anticipation of it. A sentence of a dozen words, obscure even to the most accomplished Sanskrit scholars, is triumphantly quoted to prove that the ancient Hindus were familiar with the chemical constitution of water. Another, no less brief, is held up as the proof that they anticipated Pasteur in the discovery of the microbic origin of disease. A passage from the mythological poem of the Mahabharata proves that they had invented the Zeppelin. Remarkable people, these old Hindus. They knew everything that we know or, indeed, are likely to discover, at any rate until India is a free country; but they were unfortunately too modest to state the fact baldly and in so many words. A little more clarity on their part, a little less reticence, and India would now be centuries ahead of her Western rivals. But they preferred to be oracular and telegraphically brief. It is only after the upstart West has repeated their discoveries that the modern Indian commentator upon their works can interpret their dark sayings as anticipations. On contemporary Indian scholars the pastime of discovering and creating these anticipations never seems to pall. Such are the melancholy and futile occupations of intelligent men who have the misfortune to belong to a subject race. Free men would never dream of wasting their time and wit upon such vanities. From those who have not shall be taken away even that which they have.

MT: Mimetic desire can only produce evil? RG: No, it can become bad if it stirs up rivalries but it isn't bad in itself, in fact it's very good, and, fortunately, people can no more give it up than they can give up food or sleep. It is to imitation that we owe not only our traditions, without which we would be helpless, but also, paradoxically, all the innovations about which so much is made today. Modern technology and science show this admirably. Study the history of the world economy and you'll see that since the nineteenth century all the countries that, at a given moment, seemed destined never to play anything but a subordinate role, for lack of “creativity,” because of their imitative or, as Montaigne would have said, their “apish” nature, always turned out later on to be more creative than their models. It began with Germany, which, in the nineteenth century, was thought to be at most capable of imitating the English, and this at the precise moment it surpassed them. It continued with the Americans in whom, for a long time, the Europeans saw mediocre gadget-makers who weren't theoretical or cerebral enough to take on a world leadership role. And it happened once more with the Japanese who, after World War II, were still seen as pathetic imitators of Western superiority. It's starting up again, it seems, with Korea, and soon, perhaps, it'll be the Chinese. All of these consecutive mistakes about the creative potential of imitation cannot be due to chance. To make an effective imitator, you have to openly admire the model you're imitating, you have to acknowledge your imitation. You have to explicitly recognize the superiority of those who succeed better than you and set about learning from them. If a businessman sees his competitor making money while he's losing money, he doesn't have time to reinvent his whole production process. He imitates his more fortunate rivals. In business, imitation remains possible today because mimetic vanity is less involved than in the arts, in literature, and in philosophy. In the most spiritual domains, the modern world rejects imitation in favor of originality at all costs. You should never say what others are saying, never paint what others are painting, never think what others are thinking, and so on. Since this is absolutely impossible, there soon emerges a negative imitation that sterilizes everything. Mimetic rivalry cannot flare up without becoming destructive in a great many ways. We can see it today in the so-called soft sciences (which fully deserve the name). More and more often they're obliged to turn their coats inside out and, with great fanfare, announce some new “epistemological rupture” that is supposed to revolutionize the field from top to bottom. This rage for originality has produced a few rare masterpieces and quite a few rather bizarre things in the style of Jacques Lacan's Écrits. Just a few years ago the mimetic escalation had become so insane that it drove everyone to make himself more incomprehensible than his peers. In American universities the imitation of those models has since produced some pretty comical results. But today that lemon has been squeezed completely dry. The principle of originality at all costs leads to paralysis. The more we celebrate “creative and enriching” innovations, the fewer of them there are. So-called postmodernism is even more sterile than modernism, and, as its name suggests, also totally dependent on it. For two thousand years the arts have been imitative, and it's only in the nineteenth and twentieth centuries that people started refusing to be mimetic. Why? Because we're more mimetic than ever. Rivalry plays a role such that we strive vainly to exorcise imitation. MT

IKEA’s adroit coordination of policies is a more integrated design than anyone else’s in the furniture business. Traditional furniture retailers do not carry large inventory, traditional manufacturers do not have their own stores, normal retailers do not specify their own designs or use catalogs rather than salespeople, and so on. Because IKEA’s many policies are different from the norm and because they fit together in a coherent design, IKEA’s system has a chain-link logic. That means that adopting only one of these policies does no good—it adds expense to the competitor’s business without providing any real competition to IKEA. Minor adjustments just won’t do—to compete effectively with IKEA, an existing rival would have to virtually start fresh and, in effect, compete with its own existing business. No one did. Today, more than fifty years after IKEA pioneered its new strategy in the furniture industry, no one has really replicated it.

This book should never have happened. If it wasn’t for the most bizarre and twisted sequence of events involving a diverse array of people it wouldn’t have. Let us explain. If someone we, the authors, had wanted to impress - a publisher, say, or a book reviewer - had asked us how it had emerged, we could have come up with all kinds of things to establish our credentials for writing it. But they would have been only a small part of the story of how it came about, and not the interesting bit either. The truth is much more human and fascinating - and it also gets to the heart of the book and shows how networks really work. Greg has always been fascinated by ‘network theory’ - the findings of sociologists, mathematicians and physicists, which seemed to translate to the real world of links between people. Early in his professional life at Auto Trader magazine in Canada he got to see an extraordinary network of buyers and sellers in operation. Later, when he became a venture capitalist - someone who invests in new or young companies, hoping that some of them will become very valuable - he applied what he’d learned. He invested in businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

Business etiquette and authenticity are partners, not rivals.

So far TRUMP has declined various sweetener real estate business deals, offered him in Russia to further the Kremlin’s cultivation of him. However he and his inner circle have accepted a regular flow of intelligence from the Kremlin, including on his Democratic and other political rivals.

His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.

Iacocca lived the fixed mindset. Although he started out loving the car business and having breakthrough ideas, his need to prove his superiority started to dominate, eventually killing his enjoyment and stifling his creativity. As time went on and he became less and less responsive to challenges from competitors, he resorted to the key weapons of the fixed mindset—blame, excuses, and the stifling of critics and rivals.

Like Tom Hagen said: “This is business, Sonny. Not personal.” An approach Ronald Reagan and Tip O’Neill were savvy enough to take back in the 1980s. Tip was the Democratic Speaker of the House and not afraid to criticize the Republican president. Reagan did the same on a daily basis to his Democratic rival. Until six o’clock in the evening. Then they’d sit down for a beer or call each other on the phone and figure out what the most important piece of work was for each side that week—and they’d find enough common ground to pass legislation that made both parties happy.

The golden age for magazines came in the quarter-century from 1825 to 1850, when the business as we know it today really began. In 1825 there were fewer than a hundred magazines in America; by 1850 there were more than six hundred, the survivors of between four and five thousand periodicals issued in that quarter-century. Three magazines founded during this period are still surviving: Scientific American, begun in 1845, and Harper's Magazine, founded in 1850 as Harper's New Monthly Magazine. Its rival was and remains the Atlantic Monthly, established in 1857.

[...]Elihu tried and failed to control a visible shudder. “I haven’t been watching TV, as I told you—but since I’m rooming in the UN Hostel, I’ve been getting first-hand opinions from people of a hundred different nationalities, and take my word, Yatakang is the most cordially hated country on the face of the globe right now, not excluding China.” “And here’s the crunch,” Norman said, leaning forward to emphasise his words. “There hasn’t been a new crisis since Mr. and Mrs. Everywhere took over. They emerged full-blown into the existing contemporary world, with its generation-long antipathies and hatreds. Even so, I’ve seen what they’ve done to public opinion. Tens—scores—of millions of people are becoming identified with that imaginary couple. The next presidential campaign will pivot on what they think, not on the validity of the rival policies. But the Yatakang question is going to hit first, and what’s worse it’ll hit people in the balls. Below the waist you don’t think, you react. Let Mr. and Mrs. Everywhere only say that this isn’t fair, and you’ll have a party in favour of war against Yatakang within a week.” There was a short silence. A kind of anguish was written on Norman’s face. Studying it, Elihu said finally, “It’s remarkable how much you’ve altered in the few days since I met you.” “What? How do you mean?” “Laying away your ancestor to his long-time rest has improved you out of recognition. A couple of weeks ago I can imagine you chortling over the discomfiture of the paleasses in face of this breakthrough by yellowbellies. Now what seems to worry you most is the fact that people won’t get the chance to judge the idea dispassionately for themselves, but may get stampeded into stupid emotional reactions.” “My whole life has been one long emotional reaction,” Norman said, not looking at the older man. “Shall we leave the subject and get back to the business in hand?

The best-performing firms make a narrow range of products very well. The best firms’ products also use up to 50 percent fewer parts than those made by their less successful rivals. Fewer parts means a faster, simpler (and usually cheaper) manufacturing process. Fewer parts means less to go wrong; quality comes built in. And although the best companies need fewer workers to look after quality control, they also have fewer defects and generate less waste.

To fill this gap in the capital market, Davis and Rock set themselves up as a limited partnership, the same legal structure that had been used by a short-lived rival called Draper, Gaither & Anderson.[18] Rather than identifying startups and then seeking out corporate investors, they began by raising a fund that would render corporate investors unnecessary. As the two active, or “general,” partners, Davis and Rock each seeded the fund with $100,000 of their own capital. Then, ignoring the easy loans to be had from the fashionable SBIC structure, they raised just under $3.2 million from some thirty “limited” partners—rich individuals who served as passive investors.[19] The beauty of this size and structure was that the Davis & Rock partnership now had a war chest seven and a half times larger than an SBIC, and with it the ammunition to supply companies with enough capital to grow aggressively. At the same time, by keeping the number of passive investors under the legal threshold of one hundred, the partnership flew under the regulatory radar, avoiding the restrictions that ensnared the SBICs and Doriot’s ARD.[20] Sidestepping yet another weakness to be found in their competitors, Davis and Rock promised at the outset to liquidate their fund after seven years. The general partners had their own money in the fund, and thus a healthy incentive to invest with caution. At the same time, they could deploy the outside partners’ capital for a limited time only. Their caution would be balanced with deliberate aggression. Indeed, everything about the fund’s design was calculated to support an intelligent but forceful growth mentality. Unlike the SBICs, Davis & Rock raised money purely in the form of equity, not debt. The equity providers—that is, the outside limited partners—knew not to expect dividends, so Davis and Rock were free to invest in ambitious startups that used every dollar of capital to expand their business.[21] As general partners, Davis and Rock were personally incentivized to prioritize expansion: they took their compensation in the form of a 20 percent share of the fund’s capital appreciation. Meanwhile, Rock was at pains to extend this equity mentality to the employees of his portfolio companies. Having witnessed the effect of employee share ownership on the early culture of Fairchild, he believed in awarding managers, scientists, and salesmen with stock and stock options. In sum, everybody in the Davis & Rock orbit—the limited partners, the general partners, the entrepreneurs, their key employees—was compensated in the form of equity.

Combined, you’re a match made in heaven.” She smiled with a flash of canines. “Or maybe hell. And we all know that’s way more fun.” Hell—that’s exactly where he’d landed. Flat on his back, belly up, nostrils singed with the scent of sulfur and scorched dreams. On fire. Go into business with his rival, or walk away with nothing.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Nazarbayev had learned that Westerners could be just as adept as he was in turning money into power and power back into money. Some, like Dick Evans and Jonathan Aitken, went about it from positions at the top of business and government. Others had to wait until they had left office to monetise their access and influence. They had to get theirs from what they called ‘consultancy’. Blair was said to have made $1 million from Ivan Glasenberg’s Glencore for three hours spent talking the Qatari prime minister out of blocking its merger with a mining company. JP Morgan, the Wall Street bank that had won the financial crisis, retained him too, as did a Swiss insurance company, the government of Kuwait and Abu Dhabi’s investment fund. Some days he was a business consultant, others a philanthropist, or a governance guru, or a peacemaker. His money sat in a web of companies that almost rivalled the complexity and opacity Nazarbayev’s Swiss bankers had devised. By one estimate, less than a decade after he resigned as prime minister, his fortune stood at $90 million.

But her boyfriend is a friend of mine, or at least he’s a colleague who isn’t a business rival, which is what passes for friendship among the top levs.

By producing its merchandise in Europe, Zara spent about 15 percent more on labor than its rivals did by manufacturing in low-cost labor markets.11 But the slightly higher manufacturing cost was more than offset by other benefits. Mike Shearwood, managing director of Zara UK, explained why: “The extra margin is superior because there is no wastage, no markdowns, and no problem of getting a collection wrong.

Compared to his clients, Duveen was a child in business, but he almost always had his way with them. When they started talking about prices, he started talking about values – values that, as it happened, he himself had created. When customers complained about the price of his masterpieces, he brought into play, sometimes subtly and sometimes brutally, his standard threat – that he had a rival collector whose sense of values was more perceptive, whose taste, in fact, was anything but vulgar. The rival collector was his trump card.

In business, multiple winners can thrive and coexist. Competition focuses more on meeting customer needs than on demolishing rivals. Just look around. Because there are so many needs to serve, there are many ways to win.

down memory lane with his old rival John McEnroe, who, alongside everything else—music, art, tennis commentary, and punditry—maintained a busy life reminiscing about his earlier life. Sometimes it seemed as if the lucrative business of reminiscing was not just a full-time job but a full-time life as McEnroe rehearsed the key moments and told and retold the old stories, in his autobiography, Serious, in numerous documentaries, in the course of his match commentary and punditry for TV (hopping profitably between the BBC and an American channel in the course of the same day),

I don’t hate sandwiches,” he said, and he sounded more like his old self. “You dislike them, though,” Iris stated. “I’m simply too busy for them. They’re a distraction. And distractions can be dangerous.” The lift doors opened. Iris stepped inside, turning to look at him. A smile teased her lips. “So I’ve heard, Kitt. Sandwiches are quite troublesome these days.

The company created a new team of top executives called the business development board, whose sole job was to look for other companies to buy. This group was essentially a reincarnation of the central development group that Brad Hall had overseen in the late 1990s, but it was restructured in a way that made it larger, more influential, and capable of closing deals that were larger by an order of magnitude than anything Koch had done before. The new development group rivaled any deal-making entity on Wall Street. The team had a steady river of cash to work with thanks to the steady flow of money generated at Pine Bend and other assets. The team also made use of Koch Industries’ nearly pristine credit rating,I which made it cheap and easy to get big loans. Even this new strategy—to push for growth and limit risk with a corporate veil—rested on a deeper, more important idea. This idea was the centerpiece of Koch’s new game plan, which relied on one competitive advantage more than any other: Koch’s superior information. Koch was seen by outsiders as an energy company, but, within the firm, it was seen quite differently. Charles Koch and his lieutenants considered Koch to be an information-gathering machine that built up stores of knowledge that were deeper and sharper than its competitors’. This strategy traced back to Koch Industries’ earliest days, but with the new business development board in place, it reached the level of a fine art. Koch’s newly designed companies, like Koch Minerals, each had their own mini development teams that became like searchlights, trained on the various industries in which they operated. Whatever they saw and learned was transmitted to the central development board, which synthesized the information with knowledge that was flowing in from Koch’s other companies. The development board also undertook studies of its own, looking for new opportunities beyond the existing Koch universe.

while the world was looking elsewhere, Koch Industries built a financial trading desk that rivaled anything operated by Goldman Sachs or Lehman Brothers. Koch Industries, known for crude oil and natural gas, became a world leader in making and trading some of the most complex financial instruments in the world. Koch’s trading business was a strategic centerpiece of the company’s growth strategy over the next decade. It was also the most striking example of Koch’s ability to amass and exploit information asymmetries, learning more than everyone else and turning huge profits from this advantage. There were no markets more complex and more opaque than the trading markets born during the Bush administration, and Koch Industries mastered them.

Just like a city, parts of the Archives teemed with activity. The Scriptorium held rows of desks where scrivs toiled over translations or copied faded texts into new books with fresh, dark ink. The Sorting Hall buzzed with activity as scrivs sifted and reshelved books. The Buggery was not at all what I expected, thank goodness. Instead, it proved to be the place where new books were decontaminated before being added to the collection. Apparently all manner of creatures love books, some devouring parchment and leather, others with a taste for paper or glue. Bookworms were the least of them, and after listening to a few of Wilem’s stories I wanted nothing more than to wash my hands. Cataloger’s Mew, the Bindery, Bolts, Palimpsest, all of them were busy as beehives, full of quiet, industrious scrivs. But other parts of the Archives were quite the opposite of busy. The acquisitions office, for example, was tiny and perpetually dark. Through the window I could see that one entire wall of the office was nothing but a huge map with cities and roads marked in such detail that it looked like a snarled loom. The map was covered in a layer of clear alchemical lacquer, and there were notes written at various points in red grease pencil, detailing rumors of desirable books and the last known positions of the various acquisition teams. Tomes was like a great public garden. Any student was free to come and read the books shelved there. Or they could submit a request to the scrivs, who would grudgingly head off into the Stacks to find if not the exact book you wanted, then at least something closely related. But the Stacks comprised the vast majority of the Archives. That was where the books actually lived. And just like in any city, there were good neighborhoods and bad. In the good neighborhoods everything was properly organized and cataloged. In these places a ledger-entry would lead you to a book as simply as a pointing finger. Then there were the bad neighborhoods. Sections of the Archives that were forgotten, or neglected, or simply too troublesome to deal with at the moment. These were places where books were organized under old catalogs, or under no catalog at all. There were walls of shelves like mouths with missing teeth, where longgone scrivs had cannibalized an old catalog to bring books into whatever system was fashionable at the time. Thirty years ago two entire floors had gone from good neighborhood to bad when the Larkin ledger-books were burned by a rival faction of scrivs. And, of course, there was the four-plate door. The secret at the heart of the city. It was nice to go strolling in the good neighborhoods. It was pleasant to go looking for a book and find it exactly where it should be. It was easy. Comforting. Quick. But the bad neighborhoods were fascinating. The books there were dusty and disused. When you opened one, you might read words no eyes had touched for hundreds of years. There was treasure there, among the dross. It was in those places I searched for the Chandrian.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

In 1840, the year that Victoria and Albert were married, no woman in the kingdom of Great Britain and Ireland could vote, be elected to parliament or any other public office, attend the university, or enter a profession. If a woman married, her property, her earnings, her children, and her body legally belonged to her husband, to do with as he willed. The world of business was more hostile to women in 1840 than it had been in 1740 or 1640, and though many women were forced to work, a bare handful could make a living wage.

It is only with government help—in the form of subsidies, restrictions on potential rivals, and the like—that business can “exploit” the public in any meaningful sense. That

In the cause of self-advancement, we are urged to sacrifice our leisure, our pleasures and our time with partners and children, to climb over the bodies of our rivals and to set ourselves against the common interests of humankind. And then? We discover that we have achieved no greater satisfaction than that with which we began. In 1653, Izaak Walton described in the Compleat Angler the fate of “poor-rich men”, who “spend all their time first in getting, and next in anxious care to keep it; men that are condemned to be rich, and then always busie or discontented”. Today this fate is confused with salvation.

Therefore, your biggest competitor for your subscription business is not the rival service; it is your customer’s inertia in not using your service.

In a world where technology is allowing sharks to fall prey to minnows, business leaders have to become fluent in information technology. As companies seek to negotiate the new landscape, as they eye potential rivals and partners, they have to elevate technology to the core of strategic thinking in every business unit. In addition to employing a chief information officer, who generally tends to the nuts and bolts of the technology a company uses, there is a strong argument for having a chief digital officer, who oversees technology as a strategic issue. Technology is becoming the lever through which companies can disrupt their own business models and adapt to the changing basis of competition. Burberry,

One of the masters of trendspotting is Rohit Bhargava, author of Non-Obvious. He curates the biggest trends each year and packages them up into a book. Then he explains how people and businesses can take advantage of these trends to improve their position in the marketplace. Thinking deliberately about trends is a secret sauce for most successful hustlers, because it creates an unfair advantage. When Evan Spiegel built Snapchat, he was capitalizing on a trend. He saw people using Facebook and their phones to share photos, but noticed they felt inhibited by the fact that the images were either permanent, or public. By reversing those two elements―making image-sharing ephemeral and private, he solved a big problem. Snapchat exploded across the younger demographics and quickly became a multibillion-dollar business. Another example is Kik, a popular messaging app. When Kik launched, plenty of messaging services already existed. In fact, the ultimate messaging services seemed to be the ones already  built into everyone's phones. Apple had a messaging app, and so did Android. So, why reinvent the wheel? Ted Livingston, the founder of Kik, had other ideas. Why? Because he had identified a trend. Consumers were clearly upset with the built-in messaging services. First, the telecom companies were charging per message sent and received, which was a horrible experience. It felt like classic, capitalistic highway robbery. Second―and this was a big problem for teens: You could only exchange messages by giving out your phone number. Livingston noticed that teens wanted to chat with other people they met online, but had no safe way of doing that without giving out their number. So he created Kik, which allows people to create a username instead. Kiksters can then share their username to start chatting, while keeping their digits private. But even better, messaging is unlimited, and completely free. By examining the trends happening in the messaging market, Livingston was able to build a product that rivaled the multi-billion dollar incumbents. Now his company is valued at over a billion.   

Gross’s core insight, the one that now drives the entire search economy, is that the search term, as typed into a search box by an Internet user, is inherently valuable—it can be priced.

He looked out the window. It seemed to me that he was thinking of Bhutto’s widower, Zardari, his onetime ally and now rival, a man universally considered cunning at business who many felt had outsmarted Sharif in their recent political tango. “No. Who wants cunning?” “Anything else?” he asked. “What about his appearance?” “I don’t really care. Not fat. Athletic.” We shook hands, and I left. In all my strange interviews with Sharif, that definitely was the strangest. Pakistan’s spies soon seemed to kick up their interest in me, maybe because I had written a few controversial stories, maybe because of Sharif. Sitting in my living room, I complained to several friends about a man named Qazi, a former army colonel who worked as part of intelligence over foreigners.

Surprise Your Competition With These Carpet Cleaning Business In Oklahoma Ideas A strong carpet cleaning service business plan is a critical part of operating a successful business. You are risking everything you have put into your business by not doing your due diligence on a solid business plan. Your growing carpet cleaning service business will benefit from following our strategies. Regardless of whether you are an employee or the owner of the carpet cleaning service business, you are the face of the carpet cleaning company and need to project a positive image at all times when interacting with the public. You will want all customers who come into your business to feel at home and valued. It is essential that employee training includes skills on how to interact with the public and customer relations. Happy customers who'll spread the word through word of mouth are instrumental when it's about expanding your business. It does not mean you have achieved success just because you have reached certain carpet cleaning service business goals. You need to continue to set new goals if you want your business to continue to grow. You'll find that two great approaches to expand the business are by keeping up with new trends in your industry and by remaining strong-minded. If you continually try best to improve your business and follow market trends, you will certainly see your carpet cleaning service business grow. It requires constant dedication, day, and night, to operate a carpet cleaning service business. You should be ready to put in focus, persistence and a lot of time to make it work. Do not expect to be in a position to multitask in the beginning. Knowing when you are overwhelmed and being in a position to hand over some of your responsibilities to others can assist you in becoming a smart business owner. Each time a customer receives superb customer service, he'll most likely return for subsequent purchases. You must be consistent with your efforts to continually please your customers or they might be tempted to take their carpet cleaning service business elsewhere. It is just by setting and adhering to high standards for customer service that your customers will stay with you. The majority of your customers that are lost to your rivals turn towards them because they have a higher standard of customer service. To protect your carpet cleaning service business from legal issues, make it a point to turn in all appropriate legal forms on time and acquire a full understanding of the laws pertaining to your business. We recommend that you consult a lawyer who specializes in business law, even when you already have a basic understanding of business law. The most prosperous carpet cleaning service business can be impacted, or even closed, by an expensive trial. Establishing a working relationship with a lawyer who specializes in business law might be very helpful if you ever find yourself in a legal quandary.

The same evil passion influences our own contemporary attitudes to Jesus. He is still, as C. S. Lewis called him, ‘a transcendental interferer’.12 We resent his intrusions into our privacy, his demand for our homage, his expectation of our obedience. Why can’t he mind his own business, we ask petulantly, and leave us alone? To which he instantly replies that we are his business and that he will never leave us alone. So we too perceive him as a threatening rival, who disturbs our peace, upsets our status quo, undermines our authority and diminishes our self-respect. We too want to get rid of him.

The brig Henrietta having made Sandy Hook a little before the dinner hour – and having passed the Narrows about three o’clock – and then crawling to and fro, in a series of tacks infinitesimal enough to rival the calculus, across the grey sheet of the harbour of New-York – until it seemed to Mr Smith, dancing from foot to foot upon deck, that the small mound of the city waiting there would hover ahead in the November gloom in perpetuity, never growing closer, to the smirk of Greek Zeno – and the day being advanced to dusk by the time Henrietta at last lay anchored off Tietjes Slip, with the veritable gables of the city’s veritable houses divided from him only by one hundred foot of water – and the dusk moreover being as cold and damp and dim as November can afford, as if all the world were a quarto of grey paper dampened by drizzle until in danger of crumbling imminently to pap: – all this being true, the master of the brig pressed upon him the virtue of sleeping this one further night aboard, and pursuing his shore business in the morning. (He meaning by the offer to signal his esteem, having found Mr Smith a pleasant companion during the slow weeks of the crossing.) But Smith would not have it. Smith,

McKinsey can also be hired when one executive needs “disinterested” support for an idea that might just also result in the removal of an internal rival. Lee Iacocca wrote in his autobiography that when Henry Ford wanted Iacocca out of the firm, he hired McKinsey to recommend a new organizational structure. Iacocca went to Chrysler, where he used Bain & Company instead of McKinsey.29 Finally,

WHAT IS IT, exactly, that people are really afraid of when they say they don’t like change? There is the discomfort of being confused or the extra work or stress the change may require. For many people, changing course is also a sign of weakness, tantamount to admitting that you don’t know what you are doing. This strikes me as particularly bizarre—personally, I think the person who can’t change his or her mind is dangerous. Steve Jobs was known for changing his mind instantly in the light of new facts, and I don’t know anyone who thought he was weak. Managers often see change as a threat to their existing business model—and, of course, it is. In the course of my life, the computer industry has moved from mainframes to minicomputers to workstations to desktop computers and now to iPads. Each machine had a sales, marketing, and engineering organization built around it, and thus the shift from one to the next required radical changes to the organization. In Silicon Valley, I have seen the sales forces of many computer manufacturers fight to maintain the status quo, even as their resistance to change caused their market share to be gobbled up by rivals—a short-term view that sank many companies. One good example is Silicon Graphics, whose sales force was so accustomed to selling large, expensive machines that they fiercely resisted the transition to more economical models. Silicon Graphics still exists, but I rarely hear about them anymore.

Inside the U.S. Antitrust Probe of Google By Brody Mullins, Rolfe Winkler and Brent Kendall | 1277 words WASHINGTON—Officials at the Federal Trade Commission concluded in 2012 that Google Inc. used anticompetitive tactics and abused its monopoly power in ways that harmed Internet users and rivals, a far harsher analysis of Google’s business than was previously known. The staff report from the agency’s bureau of competition recommended the commission bring a lawsuit challenging three Google practices. The move would have triggered one of the highest-profile antitrust cases since the Justice Department sued Microsoft Corp. in the 1990s.