Business Ventures Quotes

Never venture, never win!

So here I am, in the middle way, having had twenty years- Twenty years largely wasted, the years of l'entre deux guerres- Trying to use words, and every attempt Is a wholy new start, and a different kind of failure Because one has only learnt to get the better of words For the thing one no longer has to say, or the way in which One is no longer disposed to say it. And so each venture Is a new beginning, a raid on the inarticulate, With shabby equipment always deteriorating In the general mess of imprecision of feeling, Undisciplined squads of emotion. And what there is to conquer By strength and submission, has already been discovered Once or twice, or several times, by men whom one cannot hope To emulate - but there is no competition - There is only the fight to recover what has been lost And found and lost again and again: and now, under conditions That seem unpropitious. But perhaps neither gain nor loss. For us, there is only the trying. The rest is not our business.

Every dream begins with a dreamer.

Claire Waverley has started a successful new venture, Waverley’s Candies. Though her handcrafted confections—rose to recall lost love, lavender to promote happiness and lemon verbena to soothe throats and minds—are singularly effective, the business of selling them is costing her the everyday joys of her family, and her belief in her own precious gifts.

That’s the greatest miracle, and ultimately the only one: that you awaken from the dream of separation and become a different kind of person. People are constantly concerning themselves with what they do: have I achieved enough, written the greatest screenplay, formed the most powerful company? But the world will not be saved by another great novel, great movie, or great business venture. It will only be saved by the appearance of great people.

the best motto to follow is ‘Nothing ventured; nothing gained’.

The most important thing to understand is that while we courted, Americans dated, a pragmatic custom whereby a male and a female set a mutually agreeable time to meet, as if to negotiate a potentially profitable business venture. Americans understood dating to be about investments and gains, short or long term , but we saw romance and courtship as being about losses. After all, the only worthwhile courtship involved persuading a woman who could not be persuaded, not a woman already predisposed to examine her calendar for her availability.

There are a lot of business opportunities emerging in relation to human space exploration. As we explore our solar system and eventually our galaxy, there will be plenty of new business ventures and lots of value to be added and lots of money to be made with that.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

In a way, plants are the business ventures of fungi. To fungi, plants are long term investments that provide enormous yield. And to the plants, fungi are very valuable investments that provide enormous yield. There's something to learn there applicable to the design of business networks and economic systems.

Any board-room sitter with a taste for Wall Street lore has heard of the retort that J. P. Morgan the Elder is supposed to have made to a naïve acquaintance who had ventured to ask the great man what the market was going to do. “It will fluctuate,” replied Morgan dryly.

When you were making excuses someone else was making enterprise.

If we are going to experience the results we desire, vision must be paired with venture.

When asked by Bobby Kennedy where he’d gotten $20,000 in cash to invest in a business venture, Hoffa replied, “From individuals.

But far too often when we face the failure of a business venture, we let that failure paralyze us from trying again. The failure could stem from a lack of financial planning, a lack of resources, or the lack of the right team members. But you have to realize that failure is part of the process when you are on the road to success. The only way to get back on track is to come up with another plan. I’ve failed more times than I can count. But you can’t let the failure freeze you in place and stop you from pursuing your dreams.

Reading for me, was like breathing. It was probably akin to masturbation for my brain. Getting off on the fantasy within the pages of a good novel felt necessary to my survival. If I wasn't asleep, knitting, or working, I was reading. This was for several reasons, all of them focused around the infititely superior and enviable lives of fictional heroines to real-life people. Take romans for instance. Fictional women in romance novels never get their period. They never have morning breath. They orgasm seventeen times a day. And they never seem to have jobs with bosses. These clean, well-satisfied, perm-minty-breathed women have fulfilling careers as florists, bakery owners, hair stylists or some other kind of adorable small business where they decorate all day. If they do have a boss, he's a cool guy (or gal) who's invested in the woman's love life. Or, he's a super hot billionaire trying to get in her pants. My boss cares about two things: Am I on time ? Are all my patients alive and well at the end of my shift? And the mend in the romance novels are too good to be true; but I love it, and I love them. Enter stage right the independently wealthy venture capitalist suffering from the ennui of perfection until a plucky interior decorator enters stage left and shakes up his life and his heart with perky catch phrases and a cute nose that wrinkles when she sneezes. I suck at decorating. The walls of my apartment are bare. I am allergic to most store-bought flowers. If I owned a bakery, I'd be broke and weigh seven hundred pounds, because I love cake.

Once you believe that you are infallible, that success will automatically lead to more success, and that you have "got it made," reality will be sure to give you a rude wake-up call. Believing your own bullshit is always a perilous activity, but never more fatal than for the owner of a start-up venture.

The golden rule of business is supply and demand. I venture to say that this is also the rule of happiness. When a balance is achieved between our desires and another's willingness to satisfy them, the result is a sympathetic, mutually rewarding relationship. (...) a thriving economy of love.' - character Mike Lambeth

Can't buy a country where every venture is destroyed by individuals using their positions in government to either send a message or acquire them. If there was no interference politicians wouldn't have to mention them.

You never see a fat ventriloquist. Pepper was of the mind that this reflected the parasitic nature of the relationship, wherein the puppet leeches the life essence of the puppeteer. Which gave him an idea for a diet craze: the mass adoption of puppet sidekicks. Send the price of lumber through the roof. From time to time his mind turned to business ventures.

If building a startup is a roller-coaster ride, then fund-raising is a roller coaster in the dark - you don't even know what's coming!

She’d thrice wronged Valérie: the business venture was spoiled, they’d be the laughingstock of the city, and Antonina would marry Hector. She was stealing everything from Valérie, even

The Housefly I’m just a little pesky thing, Flying to eke out a living. So round and round and round I hiss, And fill the air with busy bliss. Of hand and swatter steering clear, I venture to light on crumbs and beer. In salad days I was a Grecian king. War and famine make me sing. How much they’d like to whack me flat, With a newspaper or even a baseball bat. Splat!

In August 2018, Yamal LNG dispatched its first cargo to China, going east along the Arctic coast, through the ice of the Northern Sea Route. Yamal LNG had come in on time and on budget. The Financial Times observed another noteworthy aspect of the project. “No other business venture,” it said, “better illustrates Russia’s resilience in the face of international sanctions.

I’m sure she’ll be happy to know her PR person is slandering the company she built from nothing. You know, there’s a special place in hell for women who tear down other women’s business ventures.

He talking Louisiana, you speaking Tennessee. The music so different, the sound coming from a different part of the body. It must of been like hearing lyrics set to scores by two different composers. But when you made love he must of have said I love you and you understood that and it was true, too, because I have seen the desperation in his eyes ever since—no matter what business venture he thinks up.

Profitably selling to the bottom of the pyramid is difficult, but it can be done. It requires companies to focus on business fundamentals and start their ventures with a rigorous understanding of two key challenges in low-income markets: changing consumers’ behavior and changing the way products are made and delivered.

For most entrepreneurs the road is long and challenging. In fact, a good rule of thumb is to estimate how much time and energy you think you’ll need to invest in your new venture and then double that number. Still interested?

It must be confessed that though the plague was chiefly among the poor, yet were the poor the most venturous and fearless of it, and went about their employment with a sort of brutal courage; I must call it so, for it was founded neither on religion or prudence; scarce did they use any caution, but run into any business which they could get employment in, though it was the most hazardous. Such was that of tending the sick, watching houses shut up, carrying infected persons to the pest-house, and, which was still worse, carrying the dead away to their graves.

Nevertheless a certain class of dishonesty, dishonesty magnificent in its proportions, and climbing into high places, has become at the same time so rampant and so splendid that there seems to be reason for fearing that men and women will be taught to feel that dishonesty, if it can become splendid, will cease to be abominable. If dishonesty can live in a gorgeous palace with pictures on all its walls, and gems in all its cupboards, with marble and ivory in all its corners, and can give Apician dinners, and get into Parliament, and deal in millions, then dishonesty is not disgraceful, and the man dishonest after such a fashion is not a low scoundrel. Instigated, I say, by some such reflections as these, I sat down in my new house to write The Way We Live Now. And as I had ventured to take the whip of the satirist into my hand, I went beyond the iniquities of the great speculator who robs everybody, and made an onslaught also on other vices;--on the intrigues of girls who want to get married, on the luxury of young men who prefer to remain single, and on the puffing propensities of authors who desire to cheat the public into buying their volumes.

Rapid business growth, increased downsizing, frequent reorganizations, mergers, acquisitions, and joint ventures have inadvertently increased the number of attractive employment opportunities for individuals with psychopathic personalities

A lot of folks look to non-profits as platforms to solve major societal scale problems. But the major capital allocators like banks, Hedge Funds, Venture Capital firms and so forth - these are the kinds of ent that have the capacity to affect real change.

A lot of folks look to non-profits as platforms to solve major societal scale problems. But the major capital allocators like banks, Hedge Funds, Venture Capital firms and so forth - these are the kinds of entities that have the capacity to affect real change.

thanked God for my life from the day I was born, for all that I’d been and been through, all that I’d lost, all the times I’d tried to change and failed, all the times I’d prayed to survive and had. Otherwise I’d never have known Christ. All things work together for the good. The Lord had seen to it that I’d made it through every life-threatening situation and lost in every business venture because that’s what brought me to the tent. Now I knew that God’s hand had always been upon me and had prepared me for this moment.

In the end, MLMs aren’t in the business of selling start-up ventures to entrepreneurs. Like most destructive “cults,” they’re in the business of selling the transcendent promise of something that doesn’t actually exist. And their commodity isn’t merchandise, it’s rhetoric.

We know this because finding an apartment belongs to a class of mathematical problems known as “optimal stopping” problems. The 37% rule defines a simple series of steps—what computer scientists call an “algorithm”—for solving these problems. And as it turns out, apartment hunting is just one of the ways that optimal stopping rears its head in daily life. Committing to or forgoing a succession of options is a structure that appears in life again and again, in slightly different incarnations. How many times to circle the block before pulling into a parking space? How far to push your luck with a risky business venture before cashing out? How long to hold out for a better offer on that house or car? The same challenge also appears in an even more fraught setting: dating. Optimal stopping is the science of serial monogamy.

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

So could a woman be faithfully keeping her house, in exactly the way Paul tells her to, but also have “a job”? Well, the Proverbs 31 woman was doing it—so it would be ludicrous of us to say that women may not engage in any business ventures. Of course the Bible doesn’t prohibit a woman making money. On the other hand, as I’ve written before, that’s not really the problem of our generation. We’ve got bigger questions to answer. We are a generation that needs to recover a sense of the importance of the home, and the importance of wives and mothers who are invested in their people.

A venture that doesn’t create value for others is a hobby. A venture that doesn’t attract attention is a flop. A venture that doesn’t sell the value it creates is a nonprofit. A venture that doesn’t deliver what it promises is a scam. A venture that doesn’t bring in enough money to keep operating will inevitably close.

the scientists added their own unique toxins into the mixture, until the drugs were modified into the epitome of addiction. Then the White Flowers would send them back out, take the money in, and life went on. This was not a humanitarian venture. This was a business that made poor lives even poorer and allowed the wealthy to burst at their seams.

The result of big risk is bigger reward.

If you keep taking calculated risks, you will keep getting considerable rewards.

Books like The New Business Road Test by John Mullins can help you identify promising markets from the outset, increasing the probability that your new venture will be a success.

The new venture was a greeting-cards business. The market, he told Roland, was saturated by trash, by sentimental pictures and words. Kitsch.

Private equity enables the growth and development of unlisted businesses.

Building a business doesn't mean getting venture capital funding. It means finding customers and making money.

The best thing about having my own company is that I get to go to my kids' school events. I make my own schedule. I make my own destiny. - Allison Krongard, Wall Candy Arts

There was some awareness back then about hidden gender bias, particularly because of research like the famous “Howard and Heidi” study. Two Columbia Business School professors had taken an HBS case study about a female venture capitalist named Heidi Roizen and, in half the classes they taught, presented exactly the same stories and qualifications but called her Howard. In surveys of the students, they came away believing that Howard was beloved—so competent! such a go-getter!—whereas Heidi was a power-hungry egomaniac. Same person, just a different name.

I had worked for others for many years and didn't like the idea of someone else holding my future in their hands; it was time to do something on my own.- Jerri Graham, Nothin' But Granola

I haven't given up me and I get to be a big part of my girls' lives. It's an amazing feeling that what I put into my business, I get out of it.- Jennifer Saint Jean, Itty Bitty Bag Company

Mixing a profitable small-store format business with a loss-making big box format retailer was a dumb idea. Each format needed different store management, different merchandising skills, different customers.

Any existing organization, whether a business, a church, a labor union, or a hospital, goes down fast if it does not innovate. Conversely, any new organization, whether a business, a church, a labor union, or a hospital, collapses if it does not manage. Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.

Market matters most; neither a stellar team nor fantastic product will redeem a bad market. Markets that don’t exist don’t care how smart you are. —MARC ANDREESSEN, VENTURE CAPITALIST AND FOUNDER OF NETSCAPE AND NING.COM

I think, in retrospect, that it would have been better if I had denied that I had pains in my legs, if I had taken it all back, or brightly said that I was well now. But because I didn’t, the whole business began to spiral out of control. I still believed that honesty was the best policy; but the brute fact was, I was an invalid now, and I wasn’t entitled to a policy, not a policy of my own. I feared that if I didn’t tell the strict truth, my integrity would be eroded; I would have nothing then, no place to stand. The more I said that I had a physical illness, the more they said I had a mental illness. The more I questioned the nature, the reality of the mental illness, the more I was found to be in denial, deluded. I was confused; when I spoke of my confusion, my speech turned into a symptom. No one ventured a diagnosis: not out loud. It was in the nature of educated young women, it was believed, to be hysterical, neurotic, difficult, and out of control, and the object was to get them back under control, not by helping them examine their lives, or fix their practical problems—in my case, silverfish, sulking family, poverty, cold—but by giving them drugs which would make them indifferent to their mental pain—and in my case, indifferent to physical pain too.

less than 1% of new businesses started each year in the U.S. receive venture funding, and total VC investment accounts for less than 0.2% of GDP. But the results of those investments disproportionately propel the entire economy. Venture-backed companies create 11% of all private sector jobs. They generate annual revenues equivalent to an astounding 21% of GDP. Indeed, the dozen largest tech companies were all venture-backed. Together those 12 companies are worth more than $2 trillion, more than all other tech companies combined.

The vast majority of entrepreneurial ventures did not steal their customers from any established business, but rather brought new people into a market. Optimism, innovation, and inclusion are the buzzwords of those who expand markets. Disruption deserves to be disrupted.

To want to own a restaurant can be a strange and terrible affliction. What causes such a destructive urge in so many otherwise sensible people? Why would anyone who has worked hard, saved money, often been successful in other fields, want to pump their hard-earned cash down a hole that statistically, at least, will almost surely prove dry? Why venture into an industry with enormous fixed expenses (...), with a notoriously transient and unstable workforce, and highly perishable inventory of assets? The chances of ever seeing a return on your investment are about one in five. What insidious spongi-form bacteria so riddles the brains of men and women that they stand there on the tracks, watching the lights of the oncoming locomotive, knowing full well it will eventually run over them? After all these years in the business, I still don't know.

A saying which has always stuck with me, ‘Turnover is vanity, profit is sanity.’ A business turning over £100k a year but creating a net profit of £20k is much more successful than a business turning over £1m but only producing a net profit of £50k. The former has a net profit of 20% while the latter only has a net profit of 5%.

Currently, I see a similar battle playing out for our time, a colonization of the self by capitalist ideas of productivity and efficiency. One might say the parks and libraries of the self are always about to be turned into condos. In After the Future, the Marxist theorist Franco “Bifo” Berardi ties the defeat of labor movements in the eighties to rise of the idea that we should all be entrepreneurs. In the past, he notes, economic risk was the business of the capitalist, the investor. Today, though, “‘we are all capitalists’…and therefore, we all have to take risks…The essential idea is that we should all consider life as an economic venture, as a race where there are winners and losers.”14

We go through the futile process of asking for opinions and fish for compliments because we crave approval. We want to believe that the support and sign-off of someone we respect means our venture will succeed. But really, that person’s opinion doesn’t matter. They have no idea if the business is going to work. Only the market knows. You’re searching for the truth, not trying to be right. And you want to do it as quickly and cheaply as possible. Learning that your beliefs are wrong is frustrating, but it’s progress. It’s bringing you ever closer to the truth of a real problem and a good market. The worst thing you can do is ignore the bad news while searching for some tiny grain of validation to celebrate. You want the truth, not a gold star.

By tracing the early history of USCYBERCOM it is possible to understand some of the reasons why the military has focused almost completely on network defense and cyber attack while being unaware of the need to address the vulnerabilities in systems that could be exploited in future conflicts against technologically capable adversaries. It is a problem mirrored in most organizations. The network security staff are separate from the endpoint security staff who manage desktops through patch and vulnerability management tools and ensure that software and anti-virus signatures are up to date. Meanwhile, the development teams that create new applications, web services, and digital business ventures, work completely on their own with little concern for security. The analogous behavior observed in the military is the creation of new weapons systems, ISR platforms, precision targeting, and C2 capabilities without ensuring that they are resistant to the types of attacks that USCYBERCOM and the NSA have been researching and deploying. USCYBERCOM had its genesis in NCW thinking. First the military worked to participate in the information revolution by joining their networks together. Then it recognized the need for protecting those networks, now deemed cyberspace. The concept that a strong defense requires a strong offense, carried over from missile defense and Cold War strategies, led to a focus on network attack and less emphasis on improving resiliency of computing platforms and weapons systems.

Takes them less than a week to run the Line thro’ somebody’s House. About a mile and a half west of the Twelve-Mile Arc, twenty-four Chains beyond Little Christiana Creek, on Wednesday, April 10th, the Field-Book reports, “At 3 Miles 49 Chains, went through Mr. Price’s House.” “Just took a wild guess,” Mrs. Price quite amiable, “where we’d build it,— not as if my Husband’s a Surveyor or anything. Which side’s to be Pennsylvania, by the way?” A mischievous glint in her eyes that Barnes, Farlow, Moses McClean and others will later all recall. Mr. Price is in Town, in search of Partners for a Land Venture. “Would you Gentlemen mind coming in the House and showing me just where your Line does Run?” Mason and Dixon, already feeling awkward about it, oblige, Dixon up on the Roof with a long Plumb-line, Mason a-squint at the Snout of the Instrument. Mrs. Price meantime fills her Table with plates of sour-cherry fritters, Neat’s-Tongue Pies, a gigantick Indian Pudding, pitchers a-slosh with home-made Cider,— then producing some new-hackl’d Streaks of Hemp, and laying them down in a Right Line according to the Surveyors’ advice,— fixing them here and there with Tacks, across the room, up the stairs, straight down the middle of the Bed, of course, . . . which is about when Mr. Rhys Price happens to return from his Business in town, to find merry Axmen lounging beneath his Sassafras tree, Strange Stock mingling with his own and watering out of his Branch, his house invaded by Surveyors, and his wife giving away the Larder and waving her Tankard about, crying, “Husband, what Province were we married in? Ha! see him gape, for he cannot remember. ’Twas in Pennsylvania, my Tortoise. But never in Maryland. Hey? So from now on, when I am upon this side of the House, I am in Maryland, legally not your wife, and no longer subject to your Authority,— isn’t that right, Gents?” “Ask the Rev,” they reply together,

Yet as one senior administration official noted to me, 'People who blithely say that we'd win a trade war because China obviously couldn't sustain the damage caused by cutting off their goods are just naive and silly.' Any significant trade restrictions the United States imposed on China would swiftly lead to an equally harmful retaliation on the United States. That is why the most effective lobbyists against tariffs on Chinese goods are American companies that buy from China, do business in China, or have ventures with Chinese firms. So as Obama's outburst [of 'I need leverage!' to staff on a visit to Asia in 2011] underscored, the form of leverage threatened most often by Washington politicians looking for an easy applause line actually offers little leverage at all.

Each year about 600,000 start-ups are launched. Less than 0.5 percent attract VC. Of Inc. magazine's annual list of the 500 fastest growing companies in the United States assessed over a decade (1997–2007), less than 20 percent of companies were venture backed” - “62.4 percent of VC investments were completely lost while 3.1 percent of the investments accounted for 53 percent of the profits for roughly 600 investments

After graduating from college, I was expected to find a good job. I didn't and instead dove into entrepreneurial ventures. My family thought I was crazy and proclaimed, “You're wasting a five-year education!” Peers thought I was delusional. Oh dear, delivering pizza and chauffeuring limousines while two business degrees hung from the wall?! Women wouldn't date me because I broke the professional, “college-educated” mold the fairy tale espoused. Going Fastlane and building momentum will require you to turn your back at the people who fart headwinds in your direction. You have to break free of society's gravitational force and their expectations. If you aren't mindful to this natural gravity, life can denigrate into a viscous self-perpetuating cycle, which is society's prescription for normal: Get up, go to work, come home, eat, watch a few episodes of Law and Order, go to bed … then repeat, day after day after day.

For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.

In the Middle Ages the outbreak of a plague caused people to raise their eyes towards heaven, and pray to God to forgive them for their sins. Today when people hear of some deadly new epidemic, they reach for their mobile phones and call their brokers. For the stock exchange, even an epidemic is a business opportunity. If enough new ventures succeed, people’s trust in the future increases, credit expands, interest rates fall, entrepreneurs can raise money more easily and the economy grows.

Indeed, the recurrent critiques of the lack of diversity of Silicon Valley's VC sector and the companies that it backs can be seen as a reflection of the importance of social capital. We might speculate that the reason VC's can seem like a clique is not because they the venture capitalists are unusually bad or cliquish people, but because the underlying model of the VC business thrives on dense social networks which will always tend to gravitate to cliquishness in the absence of the countervailing effort, and perhaps even then.

It must be confessed that though the plague was chiefly among the poor, yet were the poor the most venturous and fearless of it, and went about their employment with a sort of brutal courage; I must call it so, for it was founded neither on religion nor prudence; scarce did they use any caution, but ran into any business which they could get employment in, though it was the most hazardous. Such was that of tending the sick, watching houses shut up, carrying infected persons to the pest-house, and, which was still worse, carrying the dead away to their graves.

It was the combination of EC2 and S3 - storage and compute, two primitives linked together - that transformed both AWS and the technology world. Startups no longer needed to spend their venture capital on buying servers and hiring specialized engineers to run them. Infrastructure costs were variable instead of fixed, and they could grow in direct proportion to revenues. It freed companies to experiment, to change their business models with a minimum of pain, and to keep up with the rapidly growing audiences of erupting social networks like Facebook and Twitter.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards.

Civically engaged, business oriented, technology obsessed, and socially skilled, Franklin was "our founding Yuppie," declares the New York Times columnist David Brooks. Franklin "would have felt right at home in the information revolution," Walter Isaacson writes in his biography of the statesman. "We can easily imagine having a beer with him after work, showing him how to use the latest digital device, sharing the business plan of a new venture, and discussing the most recent political scandals or policy ideas." The essence of Franklin's appeal is that he was brilliant but practical, interested in everything, but especially in how things work.

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Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

The bottom of the sea was aflame with a vast bloody glow that spread beneath the schooner; the light slid under the keel and illuminated the sails and rigging from below. It was as though we were on a boat in the Drury Lane Theatre, lighted by an invisible row of flares. ‘Phosphorescence?’ I ventured. ‘Look,’ whispered Jellewyn. The water had become as transparent as glass. At an enormous depth, we saw great dark masses with unreal shapes: there were manors with immense towers, gigantic domes, horribly straight streets lined with frenzied houses. We appeared to be flying over a furiously busy city at an incredible height. ‘There seems to be movement,’ I said. ‘Yes.’ We could see a swarming crowd of amorphous beings engaged in some sort of feverish and infernal activity. ‘Get back!’ Jellewyn shouted, pulling me violently by the belt. One of those beings was rising toward us with astounding speed. In less than a second its immense bulk had hidden the undersea city from us; it was as though a flood of ink had instantaneously spread around us. The keel received a tremendous blow. In the crimson light, we saw three enormous tentacles, three times as high as the mainmast, hideously writhing in the air. A formidable face composed of black shadows and two eyes of liquid amber rose above the port side of the ship and gave us a terrifying look.

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.

There is one last way to break with your past and begin a new stage of your career journey, which is to take some advice that appears at the end of the 1964 film Zorba the Greek. Zorba, the great lover of life, is sitting on the beach with the repressed and bookish Basil, an Englishman who has come to a tiny Greek island with the hope of setting up a small business. The elaborate cable system that Zorba has designed and built for Basil to bring logs down the mountainside has just collapsed on its very first trial. Their whole entrepreneurial venture is in complete ruins, a failure before it has even begun. And that is the moment when Zorba unveils his philosophy of life to Basil: ZORBA: Damn it boss, I like you too much not to say it. You’ve got everything except one thing: madness! A man needs a little madness, or else… BASIL: Or else? ZORBA:…he never dares cut the rope and be free. Basil then stands up and, completely out of character, asks Zorba to teach him how to dance. The Englishman has finally learned that life is there to be lived with passion, that risks are there to be taken, the day is there to be seized. To do otherwise is a disservice to life itself. Zorba’s words are one of the great messages for the human quest in search of the good life. Most of us live bound by our fears and inhibitions. Yet if we are to move beyond them, if we are to cut the rope and be free, we need to treat life as an experiment and discover the little bit of madness that lies within us all.

And the more distant the analogy, the better it was for idea generation. Students who were pointed to Nike and McDonald’s generated more strategic options than their peers who were reminded of computer companies Apple and Dell. Just being reminded to analogize widely made the business students more creative. Unfortunately, students also said that if they were to use analogy companies at all, they believed the best way to generate strategic options would be to focus on a single example in the same field. Like the venture capitalists, their intuition was to use too few analogies, and to rely on those that were the most superficially similar. “That’s usually exactly the wrong way to go about it regardless of what you’re using analogy for,” Lovallo told me.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

In his 1995 book Trust, he argues that the ability of a society to form large networks is largely a reflection of that society’s level of trust. Fukuyama makes a strong distinction between what he calls “familial” societies, like those of southern Europe and Latin America, and “high-trust” societies, like those of Germany, the United States, and Japan. Familial societies are societies where people don’t trust strangers but do trust deeply the individuals in their own families (the Italian Mafia being a cartoon example of a familial society). In familial societies family networks are the dominant form of social organization where economic activity is embedded, and are therefore societies where businesses are more likely to be ventures among relatives. By contrast, in high-trust societies people don’t have a strong preference for trusting their kin and are more likely to develop firms that are professionally run.

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What motivates Olympic athletes to train for years for one event—in some cases, for just seconds of actual competition? It’s the same thing that kept my friend Pete nosing around old bookstores for years. It’s the same thing that makes a person venture out of a comfortable job to start a new business. We see it in the artist who spends day after day in a studio chipping away at a block of stone. Look closely and you’ll find it in the shopper who passes up the good deal in search of the best deal. It’s one of the things that makes us most human. We consciously pursue what we value. It’s not simply a matter of being driven by biology or genetics or environmental conditioning to satisfy instinctive cravings. Rather, we perceive something, prize it at a certain value, then pursue it according to that assigned value because we were created that way. This ability to perceive, prize, and pursue is part of our essential humanness, and it’s the essence of ambition.

Christine Gray wrote in her remarkable 1986 PhD dissertation, Thailand: The Soteriological State in the 1970s:   Any study of contemporary Thai society must account for the U.S. influence on that polity and the mutual denial of that influence. Thailand’s relationship with the United States is complex, heavily disguised and, in many instances, actively denied by the leaders of both countries...    In many cases, it is difficult if not impossible to determine the extent of American influence in Thailand. Thailand is a nation of secrets: of secret bombings and air bases during the Vietnam War, of secret military pacts and aid agreements, of secret business transactions and secret ownership of businesses and joint venture corporations. This is precisely the point; the American presence has taken on powerful cosmological, religious and even mythic overtones. The American influence on the Thai economy and polity has become a symbol of uncertainty, of men's inability to know the truth.

Let’s consider another similar story — the dating website Plenty of Fish. German programmer Markus Frind started the company in 2003 as a programming exercise. He had been wanting to learn a new coding language called ASP.NET, so he built the site in two weeks — and to his surprise, it took off. Frind never raised a dime of outside money, because the venture was profitable from the beginning. “I didn’t see the need to raise money because I wouldn’t know what to do with it,” he said in a 2015 interview with Business Insider. “It was a profitable company, and there was no need to raise money.”3 Plenty of Fish grew slowly and organically for more than 10 years, eventually growing to about 75 employees and 90 million registered users. In 2015, Match Group (which also owns dating sites Match.com and OKCupid) bought Plenty of Fish for $575 million. “It wasn’t like I had a plan to create a dating site,” Frind said. “It was just a side project I created that got really big.” Not bad for what started as a hobby.

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

From every direction, the place is under assault—and unlike in the past, the adversary is not concentrated in a single force, such as the Bureau of Reclamation, but takes the form of separate outfits conducting smaller attacks that are, in many ways, far more insidious. From directly above, the air-tour industry has succeeded in scuttling all efforts to dial it back, most recently through the intervention of Arizona’s senators, John Kyl and John McCain, and is continuing to destroy one of the canyon’s greatest treasures, which is its silence. From the east has come a dramatic increase in uranium-mining claims, while the once remote and untrammeled country of the North Rim now suffers from an ever-growing influx of recreational ATVs. On the South Rim, an Italian real estate company recently secured approval for a massive development whose water demands are all but guaranteed to compromise many of the canyon’s springs, along with the oases that they nourish. Worst of all, the Navajo tribe is currently planning to cooperate in constructing a monstrous tramway to the bottom of the canyon, complete with a restaurant and a resort, at the confluence of the Little Colorado and the Colorado, the very spot where John Wesley Powell made his famous journal entry in the summer of 1869 about venturing “down the Great Unknown.” As vexing as all these things are, what Litton finds even more disheartening is the country’s failure to rally to the canyon’s defense—or for that matter, to the defense of its other imperiled natural wonders. The movement that he and David Brower helped build is not only in retreat but finds itself the target of bottomless contempt. On talk radio and cable TV, environmentalists are derided as “wackos” and “extremists.” The country has swung decisively toward something smaller and more selfish than what it once was, and in addition to ushering in a disdain for the notion that wilderness might have a value that extends beyond the metrics of economics or business, much of the nation ignorantly embraces the benefits of engineering and technology while simultaneously rejecting basic science.

But increasing the amount of equity finance in an economy is easier said than done: it is a project that would take decades rather than years. Some of the barriers are institutional: outside of the very small world of venture capital (of which more later) and the even smaller and newer field of equity crowdfunding, most businesses do not raise equity, and most financial institutions do not provide it. There are established agencies that can rate the creditworthiness of even quite small businesses, and algorithms to allow banks to quickly and cheaply decide whether to lend to them. Nothing similar exists for equity investment, and the equivalent analytical task (working out a company's likely future value, rather than its likelihood of servicing a fixed debt) is more complex. And cultural factors stand in the ways too: despite a very elegant financial economics theorem that shows that business owners should be indifferent between equity and debt finance, for many small business owners there seems a cognitive and cultural bias against giving away equity.

Vague assertions as to the equality of the sexes and the similarity of their duties are only empty words; they are no answer to my argument. It is a poor sort of logic to quote isolated exceptions against laws so firmly established. Women, you say, are not always bearing children. Granted; yet that is their proper business. Because there are a hundred or so of large towns in the world where women live licentiously and have few children, will you maintain that it is their business to have few children? And what would become of your towns if the remote country districts, with their simpler and purer women, did not make up for the barrenness of your fine ladies? There are plenty of country places where women with only four or five children are reckoned unfruitful. In conclusion, although here and there a woman may have few children, what difference does it make? Is it any the less a woman's business to be a mother? And do not the general laws of nature and morality make provision for this state of things? Even if there were these long intervals, which you assume, between the periods of pregnancy, can a woman suddenly change her way of life without danger? Can she be a nursing mother to-day and a soldier tomorrow? Will she change her tastes and her feelings as a chameleon changes his color? Will she pass at once from the privacy of household duties and indoor occupations to the buffeting of the winds, the toils, the labors, the perils of war? Will she be now timid, now brave, now fragile, now robust? If the young men of Paris find a soldier's life too hard for them, how would a woman put up with it, a woman who has hardly ventured out of doors without a parasol and who has scarcely put a foot to the ground? Will she make a good soldier at an age when even men are retiring from this arduous business? There are countries, I grant you, where women bear and rear children with little or no difficulty, but in those lands the men go half-naked in all weathers, they strike down the wild beasts, they carry a canoe as easily as a knapsack, they pursue the chase for 700 or 800 leagues, they sleep in the open on the bare ground, they bear incredible fatigues and go many days without food. When women become strong, men become still stronger; when men become soft, women become softer; change both the terms and the ratio remains unaltered.

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

It was the first time that I entered the house on the lake. I had often begged the “trap-door lover,” as we used to call Erik in my country, to open its mysterious doors to me. He always refused. I made very many attempts, but in vain, to obtain admittance. Watch him as I might, after I first learned that he had taken up his permanent abode at the Opera, the darkness was always too thick to enable me to see how he worked the door in the wall on the lake. One day, when I thought myself alone, I stepped into the boat and rowed toward that part of the wall through which I had seen Erik disappear. It was then that I came into contact with the siren who guarded the approach and whose charm was very nearly fatal to me. I had no sooner put off from the bank than the silence amid which I floated on the water was disturbed by a sort of whispered singing that hovered all around me. It was half breath, half music; it rose softly from the waters of the lake; and I was surrounded by it through I knew not what artifice. It followed me, moved with me and was so soft that it did not alarm me. On the contrary, in my longing to approach the source of that sweet and enticing harmony, I leaned out of my little boat over the water, for there was no doubt in my mind that the singing came from the water itself. By this time, I was alone in the boat in the middle of the lake; the voice—for it was now distinctly a voice—was beside me, on the water. I leaned over, leaned still farther. The lake was perfectly calm, and a moonbeam that passed through the air hole in the Rue Scribe showed me absolutely nothing on its surface, which was smooth and black as ink. I shook my ears to get rid of a possible humming; but I soon had to accept the fact that there was no humming in the ears so harmonious as the singing whisper that followed and now attracted me. Had I been inclined to superstition, I should have certainly thought that I had to do with some siren whose business it was to confound the traveler who should venture on the waters of the house on the lake. Fortunately, I come from a country where we are too fond of fantastic things not to know them through and through; and I had no doubt but that I was face to face with some new invention of Erik’s. But this invention was so perfect that, as I leaned out of the boat, I was impelled less by a desire to discover its trick than to enjoy its charm; and I leaned out, leaned out until I almost overturned the boat. Suddenly, two monstrous arms issued from the bosom of the waters and seized me by the neck, dragging me down to the depths with irresistible force. I should certainly have been lost, if I had not had time to give a cry by which Erik knew me. For it was he; and, instead of drowning me, as was certainly his first intention, he swam with me and laid me gently on the bank: “How imprudent you are!” he said, as he stood before me, dripping with water. “Why try to enter my house? I never invited you! I don’t want you there, nor anybody! Did you save my life only to make it unbearable to me? However great the service you rendered him, Erik may end by forgetting it; and you know that nothing can restrain Erik, not even Erik himself.” He spoke, but I had now no other wish than to know what I already called the trick of the siren. He satisfied my curiosity, for Erik, who is a real monster—I have seen him at work in Persia, alas—is also, in certain respects, a regular child, vain and self-conceited, and there is nothing he loves so much, after astonishing people, as to prove all the really miraculous ingenuity of his mind. He laughed and showed me a long reed. “It’s the silliest trick you ever saw,” he said, “but it’s very useful for breathing and singing in the water. I learned it from the Tonkin pirates, who are able to remain hidden for hours in the beds of the rivers.

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Government By The Industry, For The Industry Vice President George Bush sat in his chair across from four Monsanto executives. They had come to the White House with an unusual request. They wanted more regulation. They were venturing into a new technology, the genetic modification of food, and they were actually asking the government to oversee their emerging industry. But this was late 1986. Ronald Reagan was president and the administration was busily deregulating business. Bush needed convincing. “We bugged him for regulation,” said Leonard Guarraia, one of the executives at the meeting. “We told him that we have to be regulated.”[1] Monsanto was about to make a multibillion-dollar gamble. With this new technology, they could engineer and patent a whole new kind of food. Later, by buying up seed companies around the world, Monsanto could replace the natural seeds with their patented engineered seeds and control a hefty portion of the food supply. But there was fear among Monsanto’s ranks—fear of consumers’ and environmentalists’ reactions. Their fear was borne of experience. Years earlier, Monsanto had assured the public that their Agent Orange, the defoliant used during the Vietnam War, was safe for humans. It wasn’t. Thousands of veterans and tens of thousand of Vietnamese who suffered a wide range of maladies, including cancer, neurological disorders, and birth defects, blame Monsanto.

Anarchism is the great liberator of man from the phantoms that have held him captive; it is the arbiter and pacifier of the two forces for individual and social harmony. To accomplish that unity, Anarchism has declared war on the pernicious influences which have so far prevented the harmonious blending of individual and social instincts, the individual and society. Religion, the dominion of the human mind; Property, the dominion of human needs; and Government, the dominion of human conduct, represent the stronghold of man's enslavement and all the horrors it entails. Religion! How it dominates man's mind, how it humiliates and degrades his soul. God is everything, man is nothing, says religion. But out of that nothing God has created a kingdom so despotic, so tyrannical, so cruel, so terribly exacting that naught but gloom and tears and blood have ruled the world since gods began. Anarchism rouses man to rebellion against this black monster. Break your mental fetters, says Anarchism to man, for not until you think and judge for yourself will you get rid of the dominion of darkness, the greatest obstacle to all progress. Property, the dominion of man's needs, the denial of the right to satisfy his needs. Time was when property claimed a divine right, when it came to man with the same refrain, even as religion, "Sacrifice! Abnegate! Submit!" The spirit of Anarchism has lifted man from his prostrate position. He now stands erect, with his face toward the light. He has learned to see the insatiable, devouring, devastating nature of property, and he is preparing to strike the monster dead. "Property is robbery," said the great French Anarchist, Proudhon. Yes, but without risk and danger to the robber. Monopolizing the accumulated efforts of man, property has robbed him of his birthright, and has turned him loose a pauper and an outcast. Property has not even the time-worn excuse that man does not create enough to satisfy all needs. The A B C student of economics knows that the productivity of labor within the last few decades far exceeds normal demand a hundredfold. But what are normal demands to an abnormal institution? The only demand that property recognizes is its own gluttonous appetite for greater wealth, because wealth means power; the power to subdue, to crush, to exploit, the power to enslave, to outrage, to degrade. America is particularly boastful of her great power, her enormous national wealth. Poor America, of what avail is all her wealth, if the individuals comprising the nation are wretchedly poor? If they live in squalor, in filth, in crime, with hope and joy gone, a homeless, soilless army of human prey. It is generally conceded that unless the returns of any business venture exceed the cost, bankruptcy is inevitable. But those engaged in the business of producing wealth have not yet learned even this simple lesson. Every year the cost of production in human life is growing larger (50,000 killed, 100,000 wounded in America last year); the returns to the masses, who help to create wealth, are ever getting smaller. Yet America continues to be blind to the inevitable bankruptcy of our business of production. Nor is this the only crime of the latter. Still more fatal is the crime of turning the producer into a mere particle of a machine, with less will and decision than his master of steel and iron. Man is being robbed not merely of the products of his labor, but of the power of free initiative, of originality, and the interest in, or desire for, the things he is making.

some small counting house on the coast, in some Salem harbor, will be fixture enough. You will export such articles as the country affords, purely native products, much ice and pine timber and a little granite, always in native bottoms. These will be good ventures. To oversee all the details yourself in person; to be at once pilot and captain, and owner and underwriter; to buy and sell and keep the accounts; to read every letter received, and write or read every letter sent; to superintend the discharge of imports night and day; to be upon many parts of the coast almost at the same time—often the richest freight will be discharged upon a Jersey shore;—to be your own telegraph, unweariedly sweeping the horizon, speaking all passing vessels bound coastwise; to keep up a steady despatch of commodities, for the supply of such a distant and exorbitant market; to keep yourself informed of the state of the markets, prospects of war and peace everywhere, and anticipate the tendencies of trade and civilization—taking advantage of the results of all exploring expeditions, using new passages and all improvements in navigation;—charts to be studied, the position of reefs and new lights and buoys to be ascertained, and ever, and ever, the logarithmic tables to be corrected, for by the error of some calculator the vessel often splits upon a rock that should have reached a friendly pier—there is the untold fate of La Prouse;—universal science to be kept pace with, studying the lives of all great discoverers and navigators, great adventurers and merchants, from Hanno and the Phoenicians down to our day; in fine, account of stock to be taken from time to time, to know how you stand. It is a labor to task the faculties of a man—such problems of profit and loss, of interest, of tare and tret, and gauging of all kinds in it, as demand a universal knowledge. I have thought that Walden Pond would be a good place for business, not solely on account of the railroad and the ice trade; it offers advantages which it may not be good policy to divulge; it is a good port and a good foundation. No Neva marshes to be filled; though you must everywhere build on piles of your own driving. It is said that a flood-tide, with a westerly wind, and ice in the Neva, would sweep St. Petersburg from the face of the earth. As this business was to be entered into without the usual capital, it may not be easy to conjecture where those means, that will still be indispensable to every such undertaking, were to be obtained.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.