Companies Vision Quotes

you were already more beautiful than anything I dared to dream. In our years apart, my imaginings did their best to improve on you perfection. At night, your face was forever behind my eyes. And now I see that that vision who kept me company in my loneliness was a hag compared to the beauty now before me.” –Westley Enough about my beauty.” Buttercup said. “Everybody always talks about how beautiful I am. I’ve got a mind, Westley. Talk about that.

Great vision without great people is irrelevant.

There are not many persons who know what wonders are opened to them in the stories and visions of their youth; for when as children we learn and dream, we think but half-formed thoughts, and when as men we try to remember, we are dulled and prosaic with the poison of life. But some of us awake in the night with strange phantasms of enchanted hills and gardens, of fountains that sing in the sun, of golden cliffs overhanging murmuring seas, of plains that stretch down to sleeping cities of bronze and stone, and of shadowy companies of heroes that ride caparisoned white horses along the edges of thick forests; and then we know that we have looked back through the ivory gates into that world of wonder which was ours before we were wise and unhappy.

HELPED are those who are content to be themselves; they will never lack mystery in their lives and the joys of self-discovery will be constant. HELPED are those who love the entire cosmos rather than their own tiny country, city, or farm, for to them will be shown the unbroken web of life and the meaning of infinity. HELPED are those who live in quietness, knowing neither brand name nor fad; they shall live every day as if in eternity, and each moment shall be as full as it is long. HELPED are those who love others unsplit off from their faults; to them will be given clarity of vision. HELPED are those who create anything at all, for they shall relive the thrill of their own conception, and realize an partnership in the creation of the Universe that keeps them responsible and cheerful. HELPED are those who love the Earth, their mother, and who willingly suffer that she may not die; in their grief over her pain they will weep rivers of blood, and in their joy in her lively response to love, they will converse with the trees. HELPED are those whose ever act is a prayer for harmony in the Universe, for they are the restorers of balance to our planet. To them will be given the insight that every good act done anywhere in the cosmos welcomes the life of an animal or a child. HELPED are those who risk themselves for others' sakes; to them will be given increasing opportunities for ever greater risks. Theirs will be a vision of the word in which no one's gift is despised or lost. HELPED are those who strive to give up their anger; their reward will be that in any confrontation their first thoughts will never be of violence or of war. HELPED are those whose every act is a prayer for peace; on them depends the future of the world. HELPED are those who forgive; their reward shall be forgiveness of every evil done to them. It will be in their power, therefore, to envision the new Earth. HELPED are those who are shown the existence of the Creator's magic in the Universe; they shall experience delight and astonishment without ceasing. HELPED are those who laugh with a pure heart; theirs will be the company of the jolly righteous. HELPED are those who love all the colors of all the human beings, as they love all the colors of the animals and plants; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the lesbian, the gay, and the straight, as they love the sun, the moon, and the stars. None of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the broken and the whole; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who do not join mobs; theirs shall be the understanding that to attack in anger is to murder in confusion. HELPED are those who find the courage to do at least one small thing each day to help the existence of another--plant, animal, river, or human being. They shall be joined by a multitude of the timid. HELPED are those who lose their fear of death; theirs is the power to envision the future in a blade of grass. HELPED are those who love and actively support the diversity of life; they shall be secure in their differences. HELPED are those who KNOW.

I looked ahead, toward that laugh, that light—and that vision of the future Feyre had shown me, more beautiful than anything I could have ever wished for—anything I had wished for, on those long-ago, solitary nights with only the stars for company. A dream still unanswered—but not forever.

A vision needs to show the future goals of your company and these goals need to be beneficial for all including your employees, customers, stakeholders, and most importantly, the environment.

First Who ... Then What. We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats—and then they figured out where to drive it. The old adage “People are your most important asset” turns out to be wrong. People are not your most important asset. The right people are.

Slow down, take time, allow yourself to be wildly diverted from your plan. People are the soul of the place; don't forget to meet them and enjoy their company as you explore a place.

Not since the original Mac had a clarity of product vision so propelled a company into the future. " If anybody was ever wondering why Apple is on the earth, I would hold up this as a good example

Just because someone is the heir to a throne or company does not mean they are the best fit for the job. Entrusting someone who can lead, has the respect of the people and company, and a vision to where to take the company is more important than bloodline. That is why family companies establish a Board or hire someone outside to run the company. It is what is best for the company. Because as history shows with insane rulers like Nero and Caligula, bloodline may not always be best for the country, company, or civilization." - Kailin Gow, on Choosing a Successor, Leadership

About 20 years ago I told an Exec to tell her friend, an Exec at a big entertainment company that they should develop a video library where anyone can pull up a film or tv show when they want to, from home. This was before Video On Demand. Before Netflix went streaming. Before Amazon Video and Hulu. That entertainment company I told about my vision for a VOD-type of service to was Blockbuster. But because I was a very young Executive, a woman, and Asian; they didn't listen. Look where Blockbuster is now. - Don't take Good Advice for Granted. Futurist - Kailin Gow

Goals without routines are wishes; routines without goals are aimless. The most successful business leaders have a clear vision and the disciplines (routines) to make it a reality.

My theme is memory, that winged host that soared about me one grey morning of war-time. These memories, which are my life--for we possess nothing certainly except the past--were always with me. Like the pigeons of St. Mark's, theywere everywhere, under my feet, singly, in pairs, in little honey-voiced congregations, nodding, strutting, winking, rolling the tender feathers of their necks, perching sometimes, if I stood still, on my shoulder or pecking a broken biscuit from between my lips; until, suddenly, the noon gun boomed and in a moment, with a flutter and sweep of wings, the pavement was bare and the whole sky above dark with a tumult of fowl. Thus it was that morning. These memories are the memorials and pledges of the vital hours of a lifetime. These hours of afflatus in the human spirit, the springs of art, are, in their mystery, akin to the epochs of history, when a race which for centuries has lived content, unknown, behind its own frontiers, digging, eating, sleeping, begetting, doing what was requisite for survival and nothing else, will, for a generation or two, stupefy the world; commit all manner of crimes, perhaps; follow the wildest chimeras, go down in the end in agony, but leave behind a record of new heights scaled and new rewards won for all mankind; the vision fades, the soul sickens, and the routine of survival starts again. The human soul enjoys these rare, classic periods, but, apart from them, we are seldom single or unique; we keep company in this world with a hoard of abstractions and reflections and counterfeits of ourselves -- the sensual man, the economic man, the man of reason, the beast, the machine and the sleep-walker, and heaven knows what besides, all in our own image, indistinguishable from ourselves to the outward eye. We get borne along, out of sight in the press, unresisting, till we get the chance to drop behind unnoticed, or to dodge down a side street, pause, breathe freely and take our bearings, or to push ahead, out-distance our shadows, lead them a dance, so that when at length they catch up with us, they look at one another askance, knowing we have a secret we shall never share.

Uncle Earl believes strongly in Jesus, Moses, the healing power of crystals, the Freemasons, the Illuminati, that aliens landed at Roswell but the government is suppressing it, secret histories, faith-healing, snake-handling, that there is an invention that will replace gasoline but the oil companies are suppressing it, chemtrails, demon-possession, the astonishing powers of Vicks VapoRub, and that there’s proof that aliens contacted the Mayans and the Aztecs and probably the Egyptians, but the scientists are suppressing it. He believes in Skunk Ape, Chupacabras, and he positively adores Mothman. He is not Catholic, but he believes in the miracle of Fatima, visions of Mary appearing on toast, and he is nearly positive that the end times are upon us, but seems to be okay with this, provided it does not interfere with museum hours.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

The vision is the public statement of the founder’s intent, WHY the company exists. It is literally the vision of a future that does not yet exist. The mission statement is a description of the route, the guiding principles—HOW the company intends to create that future. When both of those things are stated clearly, the WHY-type and the HOW-type are both certain about their roles in the partnership. Both are working together with clarity of purpose and a plan to get there. For it to work, however, it requires more than a set of skills, it requires trust. As

Successful succession is more than selecting someone with an appropriate skill set—it’s about finding someone who is in lockstep with the original cause around which the company was founded. Great second or third CEOs don’t take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation. That’s why we call it succession, not replacement. There is a continuity of vision.

there’s an accumulation of technical know-how, so short of some grievous error nothing’s ever totally ruined. But you can’t stockpile vision and creativity—they’re more perishable, like fresh fruit. Making it big is no guarantee of success. There have been lots of companies that made it big, only to disappear.

Right now, your company gets the results—good or bad—that it was designed to get. If your vision of the future differs from your current situation, if you want to get better results, then you must change the way you do things. If you don’t, how can you expect results that are any different from what you’ve already achieved?

If companies really want their workers to produce, they should try to impart a sense of meaning—not just through vision statements but by allowing employees to feel a sense of completion and ensuring that a job well done is acknowledged. At the end of the day, such factors can exert a huge influence on satisfaction and productivity.

When I left you," he whispered, "you were already more beautiful than anything I dared to dream. In our years apart, my imaginings did their best to improve on your perfection. At night, your face was forever behind my eyes. And now I see that that vision who kept me company in my loneliness was a hag compared to the beauty now before me.

She raised her hands from the side of the pen in a gesture hieratic and profound. A visionary light settled in her eyes. She saw the streak as a vast swinging bridge extending upward from the earth through a field of living fire. Upon it a vast horde of souls were rumbling toward heaven. There were whole companies of white-trash, clean for the first time in their lives, and bands of black niggers in white robes, and battalions of freaks and lunatics shouting and clapping and leaping like frogs. And bringing up the end of the procession was a tribe of people whom she recognized at once as those who, like herself and Claud, had always had a little of everything and the God-given wit to use it right. She leaned forward to observe them closer. They were marching behind the others with great dignity, accountable as they had always been for good order and common sense and respectable behavior. They alone were on key. Yet she could see by their shocked and altered faces that even their virtues were being burned away. She lowered her hands and gripped the rail of the hog pen, her eyes small but fixed unblinkingly on what lay ahead. In a moment the vision faded but she remained where she was, immobile.

All new companies and new products begin with an almost mythological vision—a hope of what could be, with a goal few others can see.

Growing a company is a marathon that requires patience, dedication, knowledge, good decision-making, vision, and the ability to see the big picture.

In a startup, the founders define the product vision and then use customer discovery to find customers and a market for that vision.

He who loves God, Ignatius knew, must be prepared to accept any course - no matter how lowly, which leads to heaven.

as they developed a shared vision of how to swoop into manufacturing companies and make them more efficient. And that’s what they set out to do for Musk and Tesla in 2007.

company and the pain that accompanies a grand vision left

I hit every red light for fifty blocks heading east toward Coconut Grove. They’re timed that way by our traffic planners, who might be getting kickbacks from the oil and tire companies.

Consider Steve Jobs. One biographer said, “Was he smart? No, not exceptionally. Instead he was a genius.” Jobs dropped out of college, went to find himself in India, and at one point was forced out of Apple, the company he co-founded, when sales were slow in 1985. Few would have predicted the level of his success by his death. “Think different” became the slogan of a multinational monolith that fused art and technology under his guidance. Jobs may have been average or unexceptional in many domains, but his vision and ability to think differently made him a genius.

An Incoherent Strategy When a company’s value curve looks like a bowl of spaghetti—a zigzag with no rhyme or reason, where the offering can be described as “low-high-low-low-high-low-high”—it signals that the company doesn’t have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos.

The pristine vision of childhood restores freshness to even the most time-worn scenes, and in Laura’s company I recovered some of the delights I had experienced years ago when my son was a little boy.

Each word's evocative value or virtue, its individual power of touching springs in the mind and of initiating visions, becomes a treasure to revel in. Besides this hold on affection a word may well have about it the glamorous prestige of high adventures in great company. Think of that the plain word "dust" calls to mind. "Then shall the dust return to the earth as it was." "Dust hath closed Helen's eye." "All follow this and come to dust." "The way to dusty death." So, to the lover of words, each word may be not a precious stone only, but one that has shone on Solomon's temple or in Cleopatra's hair.

The world seems to be designed in a way that success is never as easy as we hope. Getting there takes not only the right vision, but also the right level of perseverance that some people just don’t have.

The hands-off manager is a different kind of visionary. The hands-off manager's vision is not a vision for what the company will be in 10 years. It’s a vision that sees into the potential of his people right here and now. Your success as a hands-off manager will be directly related to your ever-increasing ability to see more in your people than they’re seeing in themselves. The next step is inviting them to your vision of them.

Silicon Valley quickly realized there was far more money to be made by adapting their vision to the wider world than trying to force the wider world to adopt the vision of an internet where free speech reigned supreme

1 You said ‘The world is going back to Paganism’. Oh bright Vision! I saw our dynasty in the bar of the House Spill from their tumblers a libation to the Erinyes, And Leavis with Lord Russell wreathed in flowers, heralded with flutes, Leading white bulls to the cathedral of the solemn Muses To pay where due the glory of their latest theorem. Hestia’s fire in every flat, rekindled, burned before The Lardergods. Unmarried daughters with obedient hands Tended it. By the hearth the white-armd venerable mother Domum servabat, lanam faciebat. At the hour Of sacrifice their brothers came, silent, corrected, grave Before their elders; on their downy cheeks easily the blush Arose (it is the mark of freemen’s children) as they trooped, Gleaming with oil, demurely home from the palaestra or the dance. Walk carefully, do not wake the envy of the happy gods, Shun Hubris. The middle of the road, the middle sort of men, Are best. Aidos surpasses gold. Reverence for the aged Is wholesome as seasonable rain, and for a man to die Defending the city in battle is a harmonious thing. Thus with magistral hand the Puritan Sophrosune Cooled and schooled and tempered our uneasy motions; Heathendom came again, the circumspection and the holy fears … You said it. Did you mean it? Oh inordinate liar, stop. 2 Or did you mean another kind of heathenry? Think, then, that under heaven-roof the little disc of the earth, Fortified Midgard, lies encircled by the ravening Worm. Over its icy bastions faces of giant and troll Look in, ready to invade it. The Wolf, admittedly, is bound; But the bond wil1 break, the Beast run free. The weary gods, Scarred with old wounds the one-eyed Odin, Tyr who has lost a hand, Will limp to their stations for the Last defence. Make it your hope To be counted worthy on that day to stand beside them; For the end of man is to partake of their defeat and die His second, final death in good company. The stupid, strong Unteachable monsters are certain to be victorious at last, And every man of decent blood is on the losing side. Take as your model the tall women with yellow hair in plaits Who walked back into burning houses to die with men, Or him who as the death spear entered into his vitals Made critical comments on its workmanship and aim. Are these the Pagans you spoke of? Know your betters and crouch, dogs; You that have Vichy water in your veins and worship the event Your goddess History (whom your fathers called the strumpet Fortune).

You'll recognize a difference in the company that you keep when you upgrade your mindset. You will no longer be able to tolerate negativity, small-minded visions, and people who have nothing better to do than talk with no action.

When the water in a tank is polluted, all taps will only give polluted water. Your heart is the tank. When it is filled with good thoughts and feelings, all that comes out of the senses - your speech, your vision, your actions - will be pure.

The past keeps drawing him back, there is just so much of it. Too much to bear. The past is a weight that pulls him down beneath dark and cloudy waters. An image comes unbidden to his mind. A vision of a wheel, and the wheel no longer turns. It is not that I prefer the company of the dead, he thinks, it is that the dead are the only company I have, the only company I deserve. There is another existence, a wheel that still turns, and I can see it, but I see it as if through a veil.

Eichler, whose company spawned more than eleven thousand homes in various California subdivisions between 1950 and 1974. Inspired by Frank Lloyd Wright’s vision of simple modern homes for the American “everyman,” Eichler built inexpensive houses

The result of this solutions-minded mentality is a kind of tunnel vision and cognitive blindness that goes a long way in explaining the lack of diversity, the toxic cultures, and the embarrassing PR blunders that plague so many Big Tech companies.

he preferred the immaculate fervor of his own solitude to all other social obligations, and tended, when in company, to hold himself aloof. Of this propensity, he was not at all unaware, for he was highly reflexive, and given to extensive self-analysis of the most rigorous and contemplative kind. But he analyzed his own mind as a prophet analyzes his own strange visions—that is, with reverence, and believing always that he was destined to be the herald of a cosmic raison d’être, a universal plan.

The overarching structure and vision of these buy-in plans reflect a near obsession with the status quo, an insistence on the hegemonic domination of employers and insurance companies on the health and well-being of people. These technocratic nerds have adopted a shared narrow-sightedness, unable to think beyond “what is”: they never consider, for example, that this employer dominance was a historical accident, and that the suffering it inflicts is, in a sense, a slow-burning casualty of the second World War, not a divine mandate.

where creativity doesn't drive a company's strategic vision, most often the lowest price will be the winning formula. Success, abundance, a rising standard of living-for individuals, companies, communities, nations-will depend on a capacity to create, invent, and innovate.

Your mission statement, vision statement, core values, and service standards provide a clear focus for all while keeping your team humble and hungry. It creates that family environment in which your employees enjoy coming to work and dealing with the challenges they face each day.

As I’ve said before, I believe that when all is said and done, all you can do is to show up for someone in crisis, which seems so inadequate. But then when you do, it can radically change everything. Your there-ness, your stepping into a scared parent’s line of vision, can be life giving, because often everyone else is in hiding—especially, in the beginning, the parents. So you come to keep them company when it feels like the whole world is falling apart, and your being there says that just for this moment, this one tiny piece of the world is OK, or is at least better.

She continued to glow at the edge of his vision. When camp broke at dawn, he’d catch sight of her bright hair, notice her talking effortlessly with the Herrani, or trying to learn Dacran from the easterners. He watched the soldiers’ wariness dissolve. They began to smile at her arrival, to like her despite themselves and her appearance: the very image of a Valorian warrior girl. She kept close company with Roshar. Arin saw from afar the way the prince teased her. Heard her laugh. It squeezed a fist inside him. At dusk, the pair of them played cards. Roshar bled the air with a string of eastern curses when he lost.

From here to happiness is a road, flat, upright, distances in between blotted out by vision, yet realized by intelligence. From here to there is a road leading down blue pajamas to feet, to bed post, to screen door, to gray slatted porch roof, rain-puddled and drenched, to decorative white railing, to a road, to a line of sand, to a gray, rain beaten sea. Not yet to leave, not yet. For this road is a way to savor, a way back to living again as living is full. Not of bridge-playing, not of eating a frappe with two other girls, not even of talking with another. Aloneness and selfness are too important to betray for company.

Our current long-term vision at LinkedIn is to extend this professional graph into an economic graph by digitally manifesting every economic opportunity [i.e., job] in the world (full-time and temporary); the skills required to obtain those opportunities; the profiles for every company in the world offering those opportunities; the professional profiles for every one of the roughly 3.3 billion people in the global workforce; and subsequently overlay the professional knowledge of those individuals and companies onto the “graph” [so that individual professionals could share their expertise and experience with anyone]. Anyone

His feeling for the South was not so much historic as it was of the core and desire of dark romanticism--that unlimited and inexplicable drunkenness, the magnetism of some men's blood that takes them into the heart of the heat, and beyond that, into the polar and emerald cold of the South as swiftly as it took the heart of that incomparable romanticist who wrote The Rime of the Ancient Mariner, beyond which there is nothing. And this desire of his was unquestionably enhanced by all he had read and visioned, by the romantic halo that his school history cast over the section, by the whole fantastic distortion of that period where people were said to live in "mansions," and slavery was a benevolent institution, conducted to a constant banjo-strumming, the strewn largesses of the colonel and the shuffle-dance of his happy dependents, where all women were pure, gentle, and beautiful, all men chivalrous and brave, and the Rebel horde a company of swagger, death-mocking cavaliers. Years later, when he could no longer think of the barren spiritual wilderness, the hostile and murderous intrenchment against all new life--when their cheap mythology, their legend of the charm of their manner, the aristocratic culture of their lives, the quaint sweetness of their drawl, made him writhe--when he could think of no return to their life and its swarming superstition without weariness and horror, so great was his fear of the legend, his fear of their antagonism, that he still pretended the most fanatic devotion to them, excusing his Northern residence on grounds of necessity rather than desire.

Entrepreneurs must get their vision out of their heads and down onto paper. From there, they must share it with their organization so that everyone can see where the company is going and determine if they want to go there with you. By getting everyone on the same page, you will find that problems get solved more quickly.

To succeed, a business must not only develop profit and loss measures, but also determine their underlying drivers, in order to understand what is adding value, what is not, and why. This knowledge informs its vision and strategies, leads to innovations, creates opportunities to eliminate waste, and guides continuous improvement.

The Bureau of Indian Affairs, without Indigenous peoples’ consent, invested Indigenous funds in railroad companies and various municipal and state bonds. For instance, the Cherokee national fund and the Muskogee Creek Orphan Fund were so invested. Indigenous leaders were well aware of these practices but were powerless to stop them.

Now in the earthly likenesses of justice and temperance and all other prized possessions of the soul there dwells no luster; nay, so dull are the organs wherewith men approach their images that hardly can a few behold that which is imaged, but with beauty it is otherwise. Beauty it was ours to see in all its brightness in those days when, amidst that happy company, we beheld with our eyes that blessed vision, ourselves in the train of Zeus, others following some other god; then were we all initiated into that mystery which is rightly accounted blessed beyond all others; whole and unblemished were we that did celebrate it, untouched by the evils that awaited us in days to come; whole and unblemished likewise, free from all alloy, steadfast and blissful were the spectacles on which we gazed in the moment of final revelation; pure was the light that shone around us, and pure were we, without taint of that prison house which now we are encompassed withal, and call a body, fast bound therein as an oyster in its shell

Make sure your goal is not focused on having this or that, such as a mansion by the sea, your own company, or ten million dollars in the bank. An enlarged image of yourself or a vision of yourself having this or that are all static goals and therefore don’t empower you. Instead, make sure your goals are dynamic, that is to say, point toward an activity that you are engaged in and through which you are connected to other human beings as well as to the whole. Instead of seeing yourself as a famous actor and writer and so on, see yourself inspiring countless people with your work and enriching their lives. Feel how that activity enriches or deepens not only your life but that of countless others.

Vision Robotics, a company based in San Diego, California, is developing an octopus-like orange harvesting machine. The robot will use three-dimensional machine vision to make a computer model of an entire orange tree and then store the location of each fruit. That information will then be passed on to the machine’s eight robotic arms, which will rapidly harvest the oranges.

There are not many persons who know what wonders are opened to them in the stories and visions of their youth; for when as children we listen and dream, we think but half-formed thoughts, and when as men we try to remember, we are dulled and prosaic with the poison of life. But some of us awake in the night with strange phantasms of enchanted hills and gardens, of fountains that sing in the sun, of golden cliffs overhanging murmuring seas, of plains that stretch down to sleeping cities of bronze and stone, and of shadowy companies of heroes that ride caparisoned white horses along the edges of thick forests; and then we know that we have looked back through the ivory gates into that world of wonder which was ours before we were wise and unhappy. Kuranes

These are not fever dreams. They are near inevitabilities. It’s an easy prediction to make—that Jeff Bezos will do what he has always done. He will attempt to move faster, work his employees harder, make bolder bets, and pursue both big inventions and small ones, all to achieve his grand vision for Amazon—that it be not just an everything store, but ultimately an everything company.

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

a quote from John Doerr, the famous Silicon Valley venture capitalist: “We need teams of missionaries, not teams of mercenaries.” Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers. In a dedicated product team, the team acts and feels a lot like a startup within the larger company, and that's very much the intention.

The most important element of leadership effectiveness is authentically living the Vision of the company.  The values and ambitions of a company are not instilled entirely by what leaders say; they’re instilled primarily by what leaders do.  In a healthy company, there are no inconsistencies between what is said and what is believed deep down – the values come from within the leaders and imprint themselves on the organization through day-to-day activity.

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

The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that don’t perform. Once they had the right people, they then determined where to lead their companies. In other words, their guiding principle is to first determine the “who” before figuring out the “what”. The elite companies practiced three principles in hiring:

Besides the changes in technology, we’re told to believe in our uniqueness above all else. We’re told to think big, live big, to be memorable and “dare greatly.” We think that success requires a bold vision or some sweeping plan—after all, that’s what the founders of this company or that championship team supposedly had. (But did they? Did they really?) We see risk-taking swagger and successful people in the media, and eager for our own successes, try to reverse engineer the right attitude, the right pose.

In reality, Kabila was no more than a petty tyrant propelled to prominence by accident. Secretive and paranoid, he had no political programme, no strategic vision and no experience of running a government. He refused to engage with established opposition groups or with civic organisations and banned political parties. Lacking a political organisation of his own, he surrounded himself with friends and family members and relied heavily for support and protection on Rwanda and Banyamulenge. Two key ministries were awarded to cousins; the new chief of staff of the army, James Kabarebe, was a Rwandan Tutsi who had grown up in Uganda; the deputy chief of staff and commander of land forces was his 26-year-old son, Joseph; the national police chief was a brother-in-law. Whereas Mobutu had packed his administration with supporters from his home province of Équateur, Kabila handed out key positions in government, the armed forces, security services and public companies to fellow Swahili-speaking Katangese, notably members of the Lubakat group of northern Katanga, his father’s tribe.

When Ive and Forlenza went to the Hong Kong airport to return home days later, it was still almost empty because of the epidemic. They grabbed seats at an empty bar in the airport lounge and ordered coffee. As Ive sipped on a cappuccino, he stared down the stainless-steel bar and quietly said, “I can see every seam in this bar.” Forlenza followed Ive’s gaze down the bar. He saw nothing but thirty feet of smooth silver metal. He decided that Ive, who had a glum look on his face, must have X-ray vision. “Your life must be fucking miserable,” he said.

Saint anthony once wrote about having gone into the desert on silent retreat and being assaulted by all manner of visions-devils and angels, both. He said, in his solitude, he sometimes encountered devils who looked like angels, and other times he found angels who looked like devils. When asked how he could tell the difference, the saint said that you can only tell which is which by the way you feel after the creature has left your company. If you are appalled, he said, then it was a devil who had visited you. If you feel lightened, it was an angel.

company is started differently than all the rest. A Mature company is founded on a broader perspective, an entrepreneurial perspective, a more intelligent point of view. About building a business that works not because of you but without you. “And because it starts that way, it is more likely to continue that way. And therein resides the true difference between an Adolescent company, where everything is left up to chance, and a Mature company, where there is a vision against which the present is shaped. “But I’m getting ahead of myself,” I said. “The important

On the day the company starts, there is very limited customer input to a product specification. The company doesn’t know who its initial customers are (but it may think it knows) or what they will want as features. One alternative is to put Product Development on hold until the Customer Development team can find those customers. However, having a product you can demonstrate and iterate is helpful in moving the Customer Development process along. A more productive approach is to proceed with Product Development, with the feature list driven by the vision and experience of the company’s founders.

Consciousness is the long-term planner, the CEO of the company, while most of the day-to-day operations are run by all those parts of her brain to which she has no access. Imagine a CEO who has inherited a giant blue-chip company: he has some influence, but he is also coming into a situation that has already been evolving for a long time before he got there. His job is to define a vision and make long-term plans for the company, insofar as the technology of the company is able to support his policies. This is what consciousness does: it sets the goals, and the rest of the system learns how to meet them.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

in A Moral Vision of the New Testament. Hays says, “This means that for the foreseeable future we must find ways to live within the church in a situation of serious moral disagreement while still respecting one another as brother and sisters in Christ. If the church is going to start practicing the discipline of exclusion from the community, there are other issues far more important than homosexuality where we should begin to draw a line in the dirt: violence and materialism, for example.” [117] I am convinced that how the biblical prohibitions apply to monogamous gay relationships is indeed a disputable matter and that the teaching of Romans 14-15 should guide our response.

PayPal to a confident CEO who commands the respect of thousands. “I think there are ways he has dramatically improved over time,” said Thiel. Most impressive to Thiel has been Musk’s ability to find bright, ambitious people and lure them to his companies. “He has the most talented people in the aerospace industry working for him, and the same case can be made for Tesla, where, if you’re a talented mechanical engineer who likes building cars, then you’re going to Tesla because it’s probably the only company in the U.S. where you can do interesting new things. Both companies were designed with this vision of motivating a critical mass of talented people to work on inspiring things.

IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream—my vision—was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one

I have a small mind, but big goals. I have a small heart, but big ambitions. I have a small soul, but big dreams. I have small eyes, but a big vision. I have small ears, but big understanding. I have small hands, but big reach. I have a small tongue, but a big opinion. I have a small nose, but a big sense. I have a small mouth, but a big lecture. I have a small message, but a big audience. I have a small title, but a big education. I have a small purse, but a big gift. I have a small lesson, but a big classroom. I have a small resume, but a big accomplishment. I have a small company, but a big project. I have a small budget, but a big profit. I have a small team, but a big success. I have a small reputation, but a big destiny.

Finite-minded players do not like surprises and fear any kind of disruption. Things they cannot predict or cannot control could upset their plans and increase their chances of losing. The infinite-minded player, in contrast, expects surprises, even revels in them, and is prepared to be transformed by them. They embrace the freedom of play and are open to any possibility that keeps them in the game. Instead of looking for ways to react to what has already happened, they look for ways to do something new. An infinite perspective frees us from fixating on what other companies are doing, which allows us to focus on a larger vision. Instead of reacting to how new technology will challenge our business model, for example, those with infinite mindsets are better able to foresee the applications of new technology.

This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company.

This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This

It was by preference, and not by necessity, that Sook Yongsheng lived and worked alone. He was not surly by temperament, and in fact did not find it difficult to form friendships, nor to allow those friendships to deepen, once they had been formed; he simply preferred to answer to himself. He disliked all burdens of responsibility, most especially when those responsibilities were expected, or enforced--and friendship, in his experience, nearly always devolved into matters of debt, guilt, and expectation. Those men he did choose to call his intimates were those who demanded nothing, and gave much; as a consequence, there were many charitable figures in Ah Sook's past, and very few upon whom he had expressly doted. He had the sensibility of a social vanguard, unattached, full of conviction, and, in his own perception at least, almost universally misunderstood. The sense of being constantly undervalued by the world at large would develop, over time, into a kind of private demagoguery; he was certain of the comprehensive scope of his own vision, and rarely thought it necessary to explain himself to other men. In general his believes were a projection of a simpler, better world, in which he like, fantastically, to dwell--for he preferred the immaculate fervor of his own solitude to all other social obligations, and tended, when in company, to hold himself aloof. Of this propensity, he was not at all unaware, for he was highly reflexive, and give to extensive self-analysis of the most rigorous and contemplative kind. But he analyzed his own mind as a prophet analyzes his own strange visions--that is, with reverence, and believing always that he was destined to be the herald of a cosmic raison d'être, a universal plan.

All about the hills the hosts of Mordor raged. The Captains of the West were foundering in a gathering sea. The sun gleamed red, and under the wings of the Nazgul the shadows of death fell dark upon the earth. Aragorn stood beneath his banner, silent and stern, as one lost in thought of things long past or far away; but his eyes gleamed like stars that shine the brighter as the night deepens. Upon the hill-top stood Gandalf, and he was white and cold and no shadow fell on him. The onslaught of Mordor broke like a wave on the beleaguered hills, voices roaring like a tide amid the wreck and crash of arms. As if to his eyes some sudden vision had been given, Gandalf stirred; and he turned, looking back north where the skies were pale and clear. Then he lifted up his hands and cried in a loud voice ringing above the din: The Eagles are coming! And many voices answered crying: The Eagles are coming! The Eagles are coming! The hosts of Mordor looked up and wondered what this sign might mean. There came Gwaihir the Windlord, and Landroval his brother, greatest of all the Eagles of the North, mightiest of the descendants of old Thorondor, who built his eyries in the inaccessible peaks of the Encircling Mountains when Middle-earth was young. Behind them in long swift lines came all their vassals from the northern mountains, speeding on a gathering wind. Straight down upon the Nazgul they bore, stooping suddenly out of the high airs, and the rush of their wide wings as they passed over was like a gale. But the Nazgul turned and fled, and vanished into Mordor's shadows, hearing a sudden terrible call out of the Dark Tower; and even at that moment all the hosts of Mordor trembled, doubt clutched their hearts, their laughter failed, their hands shook and their limbs were loosed. The Power that drove them on and filled them with hate and fury was wavering, its will was removed from them; and now looking in the eyes of their enemies they saw a deadly light and were afraid. Then all the Captains of the West cried aloud, for their hearts were filled with a new hope in the midst of darkness. Out from the beleaguered hills knights of Gondor, Riders of Rohan, Dunedain of the North, close-serried companies, drove against their wavering foes, piercing the press with the thrust of bitter spears. But Gandalf lifted up his arms and called once more in a clear voice: 'Stand, Men of the West! Stand and wait! This is the hour of doom.' And even as he spoke the earth rocked beneath their feet. Then rising swiftly up, far above the Towers of the Black Gate, high above the mountains, a vast soaring darkness sprang into the sky, flickering with fire. The earth groaned and quaked. The Towers of the Teeth swayed, tottered, and fell down; the mighty rampart crumbled; the Black Gate was hurled in ruin; and from far away, now dim, now growing, now mounting to the clouds, there came a drumming rumble, a roar, a long echoing roll of ruinous noise. 'The realm of Sauron is ended!' said Gandalf. 'The Ring-bearer has fulfilled his Quest.' And as the Captains gazed south to the Land of Mordor, it seemed to them that, black against the pall of cloud, there rose a huge shape of shadow, impenetrable, lightning-crowned, filling all the sky. Enormous it reared above the world, and stretched out towards them a vast threatening hand, terrible but impotent: for even as it leaned over them, a great wind took it, and it was all blown away, and passed; and then a hush fell. The Captains bowed their heads...

They had just docked in Greece and the passengers learned they would be quarantined and not be allowed to go ashore... "It was the bitterest disappointment we had yet experienced. To lie a whole day in sight of the Acropolis, and yet be obliged to go away without visiting Athens! Disappointment was hardly a strong enough word to describe the circumstances....At eleven o'clock at night, when most of the ship's company were abed, four of us stole softly ashore in a small boat, a clouded moon favoring the enterprise...Once ashore and seeing no road, we took a tall hill to the left of the distant Acropolis for a mark, and steered straight for it over all obstructions...The full moon was riding high in the cloudless heavens now. We sauntered carelessly and unthinkingly to the edge of the lofty battlements of the citadel, and looked down---- a vision! And such a vision! Athens by moonlight!

The Journal called the memo the “Peanut Butter Manifesto,” because in it, Garlinghouse complains, “We lack a focused, cohesive vision for our company. We want to do everything and be everything—to everyone. We’ve known this for years, talk about it incessantly, but do nothing to fundamentally address it. We are scared to be left out. We are reactive instead of charting an unwavering course. We are separated into silos that far too frequently don’t talk to each other. And when we do talk, it isn’t to collaborate on a clearly focused strategy, but rather to argue and fight about ownership, strategies and tactics.… “I’ve heard our strategy described as spreading peanut butter across the myriad opportunities that continue to evolve in the online world. The result: a thin layer of investment spread across everything we do and thus we focus on nothing in particular. “I hate peanut butter. We all should.

But the mingled reality and mystery of the whole show, the influence upon me of the poetry, the lights, the music, the company, the smooth stupendous changes of glittering and brilliant scenery, were so dazzling, and opened up such illimitable regions of delight, that when I came out into the rainy street, at twelve o’clock at night, I felt as if I had come from the clouds, where I had been leading a romantic life for ages, to a bawling, splashing, link-lighted, umbrella-struggling, hackney-coach-jostling, patten-clinking, muddy, miserable world. I had emerged by another door, and stood in the street for a little while, as if I really were a stranger upon earth: but the unceremonious pushing and hustling that I received, soon recalled me to myself, and put me in the road back to the hotel; whither I went, revolving the glorious vision all the way; and where, after some porter and oysters, I sat revolving it still, at past one o’clock, with my eyes on the coffee-room fire.

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

The intellectual life may be kept clean and healthful if man will live the life of nature and not import into his mind difficulties which are none of his. No man need be perplexed in his speculations. Not less conspicuous is the preponderance of nature over will in all practical life. There is less intention in history than we ascribe to it. We impute deep-laid far-sighted plans to Cæsar and Napoleon; but the best of their power was in nature, not in them. Our life might be much easier and simpler than we make it; that the world might be a happier place than it is; that there is no need of struggle, convulsions, and despairs, of the wringing of the hands and the gnashing of the teeth; that we miscreate our own evil. A little consideration of what takes place around us every day would show us that a higher law than that of our will regulates events; that our painful labors are unnecessary and fruitless; that only in our easy, simple, spontaneous action are we strong, and by contenting ourselves with obedience we become divine. No man can learn what he has not preparation for learning, however near to his eyes is the object. Not in nature but in man is all the beauty and worth he sees. The world is very empty, and is indebted to this gilding, exalting soul for all its pride. He may see what he maketh. Our dreams are the sequel of our waking knowledge. The visions of the night bear some proportion to the visions of the day. Hideous dreams are exaggerations of the sins of the day. We see our evil affections embodied in bad physiognomies. The same reality pervades all teaching. The man may teach by doing, and not otherwise. If he can communicate himself he can teach, but not you words. He teaches who gives, and he learns who receives. There is no teaching until the pupil is brought into the same state or principle in which you are; a transfusion takes place; he is you and you are he; then is a teaching, and by no unfriendly chance or bad company can he never quite lose the benefit. The effect of every action is measured by the depth of the sentiment from which it proceeds. The great man knew not that he was great. It look a century or two for that fact to appear. What he did, he did because he must; it was the most natural thing in the world, and grew out of the circumstances of the moment. But now, every thing he did, even to the lifting of his finger or the eating of bread, looks large, all-related, and is called an institution. We are full of these superstitions of sense, the worship of magnitude. We call the poet inactive, because he is not a president, a merchant, or a porter. We adore an institution, and do not see that it is founded on a thought which we have. But real action is in silent moments. The epochs of our life are not in the visible facts of our choice of a calling, our marriage, our acquisition of an office, and the like, but in a silent thought by the wayside as we walk; in a thought which revises our entire manner of life and says,—‘Thus hast thou done, but it were better thus.

To this day when I inhale a light scent of Wrangler—its sweet sharpness—or the stronger, darker scent of Musk, I return to those hours and it ceases to be just cologne that I take in but the very scent of age, of youth at its most beautiful peak. It bears the memory of possibility, of unknown forests, unchartered territories, and a heart light and skipping, hell-bent as the captain of any of the three ships, determined at all costs to prevail to the new world. Turning back was no option. Whatever the gales, whatever the emaciation, whatever the casualty to self, onward I kept my course. My heart felt the magnetism of its own compass guiding me on—its direction constant and sure. There was no other way through. I feel it again as once it had been, before it was broken-in; its strength and resolute ardency. The years of solitude were nothing compared to what lay ahead. In sailing for the horizon that part of my life had been sealed up, a gentle eddy, a trough of gentle waves diminishing further, receding away. Whatever loneliness and pain went with the years between the ages of 14 and 20, was closed, irretrievable—I was already cast in form and direction in a certain course. When I open the little bottle of eau de toilette five hundred different days unfold within me, conversations so strained, breaking slowly, so painstakingly, to a comfortable place. A place so warm and inviting after the years of silence and introspect, of hiding. A place in the sun that would burn me alive before I let it cast a shadow on me. Until that time I had not known, I had not been conscious of my loneliness. Yes, I had been taciturn in school, alone, I had set myself apart when others tried to engage. But though I was alone, I had not felt the pangs of loneliness. It had not burdened or tormented as such when I first felt the clear tang of its opposite in the form of another’s company. Of Regn’s company. We came, each in our own way, in our own need—listening, wanting, tentatively, as though we came upon each other from the side in spite of having seen each other head on for two years. It was a gradual advance, much again like a vessel waiting for its sails to catch wind, grasping hold of the ropes and learning much too quickly, all at once, how to move in a certain direction. There was no practicing. It was everything and all—for the first and last time. Everything had to be right, whether it was or not. The waters were beautiful, the work harder than anything in my life, but the very glimpse of any tempest of defeat was never in my line of vision. I’d never failed at anything. And though this may sound quite an exaggeration, I tell you earnestly, it is true. Everything to this point I’d ever set my mind to, I’d achieved. But this wasn’t about conquering some land, nor had any of my other desires ever been about proving something. It just had to be—I could not break, could not turn or retract once I’d committed myself to my course. You cannot force a clock to run backwards when it is made to persevere always, and ever, forward. Had I not been so young I’d never have had the courage to love her.

The Keynesian world is a world in which there are two distinct classes of actors: the skilled investor, ‘who, unperturbed by the prevailing pastime, continues to purchase investments on the best genuine long-term expectations he can frame’, and, on the other hand, the ignorant ‘game-player’. It does not seem to have occurred to Keynes that either of these two may learn from the other, and that, in particular, company directors and even the managers of investment trusts may be the wiser for learning from the market what it thinks about their actions. In this Keynesian world the managers and directors already know all about the future and have little to gain by devoting their attention to the misera plebs of the market. In fact, Keynes strongly feels that they should not! This pseudo-Platonic view of the world of high finance forms, we feel, an essential part of what Schumpeter called the ‘Keynesian vision’. This view ignores progress through exchange of knowledge because the ones know all there is to be known whilst the others never learn anything.

We already have eight hundred million people living in hunger—and population is growing by eighty million a year. Over a billion people are in poverty—and present industrial strategies are making them poorer, not richer. The percentage of old people will double by 2050—and already there aren’t enough young people to care for them. Cancer rates are projected to increase by seventy percent in the next fifteen years. Within two decades our oceans will contain more microplastics than fish. Fossil fuels will run out before the end of the century. Do you have an answer to those problems? Because I do. Robot farmers will increase food production twentyfold. Robot carers will give our seniors a dignified old age. Robot divers will clear up the mess humans have made of our seas. And so on, and so on—but every single step has to be costed and paid for by the profits of the last.” He paused for breath, then went on, “My vision is a society where autonomous, intelligent bots are as commonplace as computers are now. Think about that—how different our world could be. A world where disease, hunger, manufacturing, design, are all taken care of by AI. That’s the revolution we’re shooting for. The shopbots get us to the next level, that’s all. And you know what? This is not some binary choice between idealism or realism, because for some of us idealism is just long-range realism. This shit has to happen. And you need to ask yourself, do you want to be part of that change? Or do you want to stand on the sidelines and bitch about the details?” We had all heard this speech, or some version of it, either in our job interviews, or at company events, or in passionate late-night tirades. And on every single one of us it had had a deep and transformative effect. Most of us had come to Silicon Valley back in those heady days when it seemed a new generation finally had the tools and the intelligence to change the world. The hippies had tried and failed; the yuppies and bankers had had their turn. Now it was down to us techies. We were fired up, we were zealous, we felt the nobility of our calling…only to discover that the general public, and our backers along with them, were more interested in 140 characters, fitness trackers, and Grumpy Cat videos. The greatest, most powerful deep-learning computers in humanity’s existence were inside Google and Facebook—and all humanity had to show for it were adwords, sponsored links, and teenagers hooked on sending one another pictures of their genitals.

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

At this point, the sequence of my memories is disrupted. I sank into a chaos of brief, incoherent and bizarre hallucinations, in which the grotesque and the horrible kept close company. Prostrate, as if I were being garrotted by invisible cords, I floundered in anguish and dread, oppressively ridden by the most unbridled nightmares. A whole series of monsters and avatars swarmed in the shadows, coming to life amid draughts of sulphur and phosphorus like an animated fresco painted on the moving wall of sleep. There followed a turbulent race through space. I soared, grasped by the hair by an invisible hand of will: an icy and powerful hand, in which I felt the hardness of precious stones, and which I sensed to be the hand of Ethal. Dizziness was piled upon dizziness in that flight to the abyss, under skies the colour of camphor and salt, skies whose nocturnal brilliance had a terrible limpidity. I was spun around and around, in bewildering confusion, above deserts and rivers. Great expanses of sand stretched into the distance, mottled here and there by monumental shadows. At times we would pass over cities: sleeping cities with obelisks and cupolas shining milk-white in the moonlight, between metallic palm-trees. In the extreme distance, amid bamboos and flowering mangroves, luminous millennial pagodas descended towards the water on stepped terraces.

A postscript on Ryan: Ryan did recover, but he was left permanently blind. His girlfriend Kelly stayed by his side through his recovery, and they soon married. I’m happy to say that we all became good friends. Ryan had an indomitable spirit that infected everyone he met. He used to say that he suspected God had chosen him to be wounded, rather than someone else, because He knew he could bear it. If so, it was an excellent choice, for Ryan inspired many others to deal with their own handicaps as he dealt with his. He went hunting with the help of friends and special devices. His wound inspired the logo Chris would later use for his company; it was a way for Chris to continue honoring him. Ryan and his wife were expecting their first child in 2009 when Ryan went into the hospital for what seemed like a routine operation, part of follow-up treatment for his wounds. Tragically, he ended up dying. I remember looking at his wife at the funeral, so brave yet so devastated, and wondering to myself how we could live in such a cruel world. My enduring vision of Ryan is outside one of the hospitals where he was recovering from an operation. He was in his wheelchair with some of the Team guys. Head bandaged and clearly in pain, he asked to be pointed toward the American flag that flew in the hospital yard; once there, he held his hand up in a long and poignant salute, still a patriot.

IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream—my vision—was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one Now,

I once heard a story about Tom Watson, the founder of IBM. Asked to what he attributed the phenomenal success of IBM, he is said to have answered: IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream—my vision—was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one Now,

According to Yale’s Cultural Cognition Project, for example, one’s “cultural worldview”—that would be political leanings or ideological outlook to the rest of us—explains “individuals’ beliefs about global warming more powerfully than any other individual characteristic.”16 More powerfully, that is, than age, ethnicity, education, or party affiliation. The Yale researchers explain that people with strong “egalitarian” and “communitarian” worldviews (marked by an inclination toward collective action and social justice, concern about inequality, and suspicion of corporate power) overwhelmingly accept the scientific consensus on climate change. Conversely, those with strong “hierarchical” and “individualistic” worldviews (marked by opposition to government assistance for the poor and minorities, strong support for industry, and a belief that we all pretty much get what we deserve) overwhelmingly reject the scientific consensus.17 The evidence is striking. Among the segment of the U.S. population that displays the strongest “hierarchical” views, only 11 percent rate climate change as a “high risk,” compared with 69 percent of the segment displaying the strongest “egalitarian” views.18 Yale law professor Dan Kahan, the lead author on this study, attributes the tight correlation between “worldview” and acceptance of climate science to “cultural cognition,” the process by which all of us—regardless of political leanings—filter new information in ways that will protect our “preferred vision of the good society.” If new information seems to confirm that vision, we welcome it and integrate it easily. If it poses a threat to our belief system, then our brain immediately gets to work producing intellectual antibodies designed to repel the unwelcome invasion.19 As Kahan explained in Nature, “People find it disconcerting to believe that behavior that they find noble is nevertheless detrimental to society, and behavior that they find base is beneficial to it. Because accepting such a claim could drive a wedge between them and their peers, they have a strong emotional predisposition to reject it.” In other words, it is always easier to deny reality than to allow our worldview to be shattered, a fact that was as true of die-hard Stalinists at the height of the purges as it is of libertarian climate change deniers today. Furthermore, leftists are equally capable of denying inconvenient scientific evidence. If conservatives are inherent system justifiers, and therefore bridle before facts that call the dominant economic system into question, then most leftists are inherent system questioners, and therefore prone to skepticism about facts that come from corporations and government. This can lapse into the kind of fact resistance we see among those who are convinced that multinational drug companies have covered up the link between childhood vaccines and autism. No matter what evidence is marshaled to disprove their theories, it doesn’t matter to these crusaders—it’s just the system covering up for itself.20 This kind of defensive reasoning helps explain the rise of emotional intensity that surrounds the climate issue today. As

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

(from chapter 19, "Willi Ossa") "...when I did [become a pastor], I knew that it was a vocation, not a job. I told my friends in the Company [of Pastors] the story of Willi...We were honing our observational skills in discerning the difference between vocation and job. As we were seeing pastors left and right abandoning their vocations and taking jobs, we were determined to keep the distinction clear for ourselves. A job is an assignment to do work that can be quantified and evaluated. It is pretty easy to decide whether a job has been completed or not. It is pretty easy to tell whether a job is done well or badly. But a vocation is not a job in that sense. I can be hired to do a job, paid a fair wage if I do it, dismissed if I don't. But I can't be hired to be a pastor, for my primary responsibility is not to the people I serve tu to the God I serve. As it turns out, the people I serve would often prefer an idol who would do what they want done rather than do what God, revealed in Jesus, wants them to do. In our present culture, the sharp distinction between a job and a vocation is considerably blurred. How do I, as a pastor, prevent myself from thinking of my work as a job that I get paid for, a job that is assigned to me by my denomination, a job that I am expected to do to the satisfaction of my congregation? How do I stay attentive to and listening to the call that got me started in this way of life - not a call to make the church attractive and useful in the American scene, not a call to help people feel good about themselves and have a good life, not a call to use my considerable gifts and fulfill myself, but a call like Abraham's 'to set out for a place...not knowing where he was going', a call to deny myself and take up my cross and follow Jesus, a call like Jonah's to go at once to Nineveh, 'a city he detested', a call like Paul's to 'get up and enter the city and you will be told what to do'? How do I keep the immediacy and authority of God's call in my ears when in entire culture, both secular and ecclesial, is giving me a job description? How do I keep the calling, the vocation, of pastor from being drowned out by job descriptions, gussied up in glossy challenges and visions and strategies, clamoring incessantly for my attention?

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

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.