Company Establishment Quotes

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress accordingly.

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Because, sir, teaching young gentlemen has a dismal effect upon the soul.It exemplifies the badness of established, artificial authority. The pedagogue has almost absolute authority over pupils: he often beats them and insensibly he loses the sense of respect due to them as fellow human beings.He does them harm, but the harm they do him is far greater. He may easily become the all-knowing tyrant, always right, always virtuous; in any event he perpetually associates with his inferiors, the king of his company; and in a surprising short time alas this brands him with the mark of Cain. Have you ever known a schoolmaster fit to associate with grown men?

Power is actualized only where word and deed have not parted company, where words are not empty and deeds not brutal, where words are not used to veil intentions but to disclose realities, and deeds are not used to violate and destroy but to establish relations and create new realities.

Sometimes in the company of others I find a disagreeable spirit of competitiveness kicks in and each person is shamed into spending rather more than he would have wished. This is a historically established syndrome, of course. One Magus going to Bethlehem would probably have sprung for a box of After Eights. Three Magi on the same trip found themselves laden with gold, frankincense and myrrh and bitterly comtemplating their overdrafts.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

When you were making excuses someone else was making enterprise.

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

Tesla is a great case study for how a company can effectively penetrate and succeed in a really established industry.

Many years before, Abacus had come to the conclusion that the greatest of heroic stories have the shape of a diamond on its side. Beginning at a fine point, the life of the hero expands outward through youth as he begins to establish his strengths and fallibilities, his friendships and enmities. Proceeding into the world, he pursues exploits in grand company, accumulating honors and accolades. But at some untold moment, the two rays that define the outer limits of this widening world of hale companions and worthy adventures simultaneously turn a corner and begin to converge. The terrain our hero travels, the cast of characters he meets, the sense of purpose that has long propelled him forward all begin to narrow—to narrow toward that fixed and inexorable point that defines his fate. Take the tale of Achilles. In hopes of making her son invincible, the Nereid Thetis holds her newborn boy by the ankle and dips him into the river Styx. From that finite moment

Railroads brought about lasting social effects, as well. The companies’ ruthless attention to keeping time impelled passengers to carry pocket watches,* and led to the eventual establishment of time zones.

bringing on new talent with very different backgrounds, assumptions, and cognitive tendencies is quite possibly the only way an established company can break through to a new level of success. Stop and read that last sentence again. Give it some thought.

I established relationships of all kinds, but I still haven't found affective company.

We sometimes look among our numbers to find one to whom we can point who agrees with us, so we can have company to justify our apostasy. We rationalize by saying that someday the Church doctrine will catch up with our way of thinking. Truth is not established by Gallup polls.

But often front companies’ ultimate owners are concealed behind layers of corporate secrecy. One reason why foreign resources companies conduct what is known as ‘due diligence’ before embarking on investments abroad is to seek to establish who really owns their local partners.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

Crisis management involves anticipating potential crises, developing response plans, and establishing clear communication channels to effectively address stakeholder concerns and mitigate reputational damage.

He went to India with his capital, and there, according to a wild legend in our family, he was once seen riding on an elephant, in company with a Baboon; but I think it must have been a Baboo—or a Begum. Anyhow, from India tidings of his death reached home, within ten years. How they affected my aunt, nobody knew; for immediately upon the separation, she took her maiden name again, bought a cottage in a hamlet on the sea-coast a long way off, established herself there as a single woman with one servant, and was understood to live secluded,

So what steps can a regulator take when it has established that there is a problem? In very extreme cases it can remove a drug from the market (although in the US, technically drugs usually stay on the market, with the FDA advising against their use). More commonly it will issue a warning to doctors through one of its drug safety updates, a ‘Dear Doctor’ letter, or by changing the ‘label’ (confusingly, in reality, a leaflet) that comes with the drug. Drug-safety updates are sent to most doctors, though it’s not entirely clear whether they are widely read. But, amazingly, when a regulator decides to notify doctors about a side effect, the drug company can contest this, and delay the notice being sent out for months, or even years.

Tired of that hermeneutical delirium, the workers turned away from the authorities in Macondo and brought their complaints up to the higher courts. It was there that the sleight-of-hand lawyers proved that the demands lacked all validity for the simple reason that the banana company did not have, never had had, and never would have any workers in its service because they were all hired on a temporary and occasional basis. So that the fable of the Virginia ham was nonsense, the same as that of the miraculous pills and the Yuletide toilets, and by a decision of the court it was established and set down in solemn decrees that the workers did not exist.

The saga of their lives and the dynasty they would establish was also the story of a century of American capitalism. The three brothers had purchased Purdue Frederick back in the 1950s. “It was a much smaller company, originally,” Kathe said. “It was a small family business.

Lenders assess a company's creditworthiness before approving a loan, considering factors like financial health and repayment ability. So if you’re leading a business, it’s really important for you and your team to be proactive about establishing good credit health for the business.

We must therefore glean up our experiments in this science from a cautious observation of human life, and take them as they appear in the common course of the world, by men’s behaviour in company, in affairs, and in their pleasures. Where experiments of this kind are judiciously collected and compared, we may hope to establish on them a science, which will not be inferior in certainty, and will be much superior in utility to any other of human comprehension.

Having a good company culture is even more important than policies and procedures. When there's good company culture, employees will make good choices even in the absence of policies and procedures. But if there's a toxic company culture, employees will tend to make bad choices even policies and procedures are well established.

Having a good company culture is even more important than policies and procedures. When there's a good company culture, employees will make good choices even in the absence of policies and procedures. But if there's a toxic company culture, employees will tend to make bad choices even if policies and procedures are well established.

So one of the first things I did when I became a minister was to establish a national oil company and a petroleum university.

Depression, we are told over and over again, is a brain disease, a chemical imbalance that can be adjusted by antidepressant medication. In an informational brochure issued to inform the public about depression, the US National Institute for Mental Health tells people that 'depressive illnesses are disorders of the brain' and adds that 'important neurotransmitters - chemicals that brain cells use to communicate - appear to be out of balance'. This view is so widespread that it was even proffered by the editors of PLoS [Public Library of Science] Medicine in their summary that accompanied our article. 'Depression,' they wrote, 'is a serious medical illness caused by imbalances in the brain chemicals that regulate mood', and they went on to say that antidepressants are supposed to work by correcting these imbalances. The editors wrote their comment on chemical imbalances as if it were an established fact, and this is also how it is presented by drug companies. Actually, it is not. Instead, even its proponents have to admit that it is a controversial hypothesis that has not yet been proven. Not only is the chemical-imbalance hypothesis unproven, but I will argue that it is about as close as a theory gets in science to being dis-proven by the evidence.

Becoming drunk is a journey that generally elates him in the early stages—he's good company, expansive, mischievous and fun, the famous old poet, almost as happy listening as talking. But once the destination is met, once established up there on that unsunny plateau, a fully qualified drunk, the nastier muses, the goblins of aggression, paranoia, self-pity take control. The expectation now is that an evening with John will go bad somehow, unless everyone around is prepared to toil at humouring and flattering and hours of frozen-faced listening. No one will be.

Baptist minister and inventor Burrell Cannon (1848–1922) led some Pittsburg investors to establish the Ezekiel Airship Company and build a craft described in the Biblical book of Ezekiel. The ship had large fabric-covered wings powered by an engine that turned four sets of paddles. It was built in a nearby machine shop and was briefly airborne at this site late in 1902, a year before the Wright brothers first flew. Enroute to the St. Louis World’s Fair in 1904, the airship was destroyed by a storm. A second model crashed and the Rev. Cannon gave up the project.

-Prayer In My Life- Every person has his own ideas of the act of praying for God's guidance, tolerance and mercy to fulfill his duties and responsibilities. My own concept of prayer is not a plea for special favors, nor as a quick palliation for wrongs knowingly committed. A prayer, it seems to me, implies a promise as well as a request; at the highest level, prayer not only is supplication for strength and guidance, but also becomes an affirmation of life and thus a reverent praise of God. Deeds rather than words express my concept of the part religion should play in everyday life. I have watched constantly that in our movie work the highest moral and spiritual standards are upheld, whether it deals with fable or with stories of living action. This religious concern for the form and content of our films goes back 40 years to the rugged financial period in Kansas City when I was struggling to establish a film company and produce animated fairy tales. Thus, whatever success I have had in bringing clean, informative entertainment to people of all ages, I attribute in great part to my Congregational upbringing and lifelong habit of prayer. To me, today at age 61, all prayer by the humble or highly placed has one thing in common: supplication for strength and inspiration to carry on the best impulses which should bind us together for a better world. Without such inspiration we would rapidly deteriorate and finally perish. But in our troubled times, the right of men to think and worship as their conscience dictates is being sorely pressed. We can retain these privileges only by being constantly on guard in fighting off any encroachment on these precepts. To retreat from any of the principles handed down by our forefathers, who shed their blood for the ideals we all embrace, would be a complete victory for those who would destroy liberty and justice for the individual.

When you report to people every week about the condition of the company, you establish credibility. When you get them to write the information down, you teach. Education comes by repetition.

Google controls two-thirds of the US search market. Almost three-quarters of all Internet users have Facebook accounts. Amazon controls about 30% of the US book market, and 70% of the e-book market. Comcast owns about 25% of the US broadband market. These companies have enormous power and control over us simply because of their economic position. They all collect and use our data to increase their market dominance and profitability. When eBay first started, it was easy for buyers and sellers to communicate outside of the eBay system because people’s e-mail addresses were largely public. In 2001, eBay started hiding e-mail addresses; in 2011, it banned e-mail addresses and links in listings; and in 2012, it banned them from user-to-user communications. All of these moves served to position eBay as a powerful intermediary by making it harder for buyers and sellers to take a relationship established inside of eBay and move it outside of eBay.

The book in my hands became my trusted companion. What was written there had so much power that it forced me to stop avoiding myself, to make my own choices as well. And through some sort of vital intuition, I understood that I had a long way to go, that it would bring about a profound transformation within me, even though I could not determine it's essence, or its scope. In that book there was a voice, and behind that voice threw was an intelligence that sought to establish contact with me. It was not merely the company of written words that distiller my boredom. It was a living voice, speaking. To me.

Tired of that hermeneutical delirium, the workers turned away from the authorities in Macondo and brought their complaints up to the higher courts. It was there that the sleight-of-hand lawyers proved that the demands lacked all validity for the simple reason that the banana company did not have, never had had, and never would have any workers in its service because they were all hired on a temporary and occasional basis. So that the fable of the Virginia ham was nonsense, the same as that of the miraculous pills and the Yuletide toilets, and by a decision of the court it was established and set down in solemn decrees that the workers did not exist.

Others lived there with him but none of them would have done. His grand-uncle Augustus, founder of the Empire, was too much concerned with promulgating his own glory and establishing the central authority of the State to give us more than propaganda; his cruel and gloomy uncle Tiberius was too secretive to make any kind of autobiographer; it could hardly have been his demented predecessor Caligula, who believed himself to be a god, or the posturing and perverted Nero who followed. No, Claudius is the only one in all that company who we can believe in as a chronicler, the only one who would have been capable of the detachment and introspection needed.

In a few years the firm effort of Blazing Night combined with her tedious works on the net was changing the world. She had designed and established the biggest ever, the multi-trillion charitable company: Panhandlers Inc.

In Le Mans, despite increasingly cold days, Wilbur, having switched to wearing a black leather motorcycle jacket, was busy practicing takeoffs without the use of a catapult. He had decided to compete for the Michelin Cup, a prize newly established by the French tire company, and in the competition such launching devices were not allowed. On the day of the event, December 31, the last day of the year and Wilbur’s last big event at Camp d’Auvours, in spite of rain and cold he was barely able to endure, he put on his most astonishing performance yet, flying longer and farther than anyone ever had—2 hours, 20 minutes, and 23 and one fifth seconds during which he covered a distance of 77 miles. He won the Cup.

If the government was going to continue to act as if we didn’t exist, if the medical establishment was prone to gridlock over funds, if the drug companies were waiting till the curve got high enough for profit, then we would find our own way.

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

Just as successful in work and marriage was Harvey, William Tew’s oldest son. After working for his father in the family business for seventeen years, in 1870 Harvey established a rubber factory with his brother- in- law Benjamin F. Goodrich. The story goes that the pair came up with the idea after large fires swept through Jamestown, which still consisted mainly of wooden buildings, sometimes wiping out entire neighborhoods. In winter, the fire brigade was repeatedly rendered powerless when the water froze in its leather hoses. The discovery that water stayed liquid in rubber hoses made the fortunes of Harvey and his brother- in- law and formed the basis of a company that would grow into one of the world’s largest tire producers.

Establishing a company from scratch can be challenging. It requires 100% commitment. However, your priorities will demonstrate your true commitment. Without commitment, it is impossible to achieve success in anything, whether it be business or relationships.

Only one further prize remained on the entire North Pacific coast, the peninsula of Korea. Although Japan clearly regarded Korea as essential to her security, a group of Russian adventurers resolved to steal it. Their plan was to establish a private company, the Yalu Timber Company, and begin moving Russian soldiers into Korea disguised as workmen. If they ran into trouble, the Russian government could always disclaim responsibility. If they succeeded, the empire would acquire a new province and they themselves would have vast economic concessions within it.

Clarence Hervey might have been more than a pleasant young man, if he had not been smitten with the desire of being thought superior in every thing, and of being the most admired person in all companies. He had been early flattered with the idea that he was a man of genius; and he imagined that, as such, he was entitled to be imprudent, wild, and eccentric. He affected singularity, in order to establish his claims to genius. He had considerable literary talents, by which he was distinguished at Oxford; but he was so dreadfully afraid of passing for a pedant, that when he came into the company of the idle and the ignorant, he pretended to disdain every species of knowledge. His chameleon character seemed to vary in different lights, and according to the different situations in which he happened to be placed. He could be all things to all men—and to all women.

Nine Southern states adopted vagrancy laws - which essentially made it a criminal offense not to work and were applied selectively to blacks - and eight of those states enacted convict laws allowing for the hiring-out of county prisoners to plantation owners and private companies. Prisoners were forced to work for little or no pay. One vagrancy act specifically provided that 'all free negroes and mulattoes over the age of eighteen' must have written proof of a job at the beginning of the year. Those found with no lawful employment were deemed vagrants and convicted. Clearly, the purpose of the black codes in general and the vagrancy laws in particular was to establish another system of forced labor. In W.E.B. Du Bois's words: 'The Codes spoke for themselves. . . . No open-minded student can read them without being convinced they meant nothing more nor less than slavery in daily toil.

The first English settlements in North America were established in the early seventeenth century by joint-stock companies such as the London Company, the Plymouth Company, the Dorchester Company and the Massachusetts Company. The Indian subcontinent too was conquered not by the British state, but by the mercenary army of the British East India Company. This company outperformed even the VOC. From its headquarters in Leadenhall Street, London, it ruled a mighty Indian empire for about a century, maintaining a huge military force of up to 350,000 soldiers, considerably outnumbering the armed forces of the British monarchy. Only in 1858 did the British crown nationalise India along with the company’s private army. Napoleon made fun of the British, calling them a nation of shopkeepers. Yet these shopkeepers defeated Napoleon himself, and their empire was the largest the world has ever seen.

It seems like everyone these days is putting on a mask to feel beautiful, trying to fit into some pre-established norms of how we should look. This isn’t only painful, it’s ignorant. Saying like we know, better than nature does, what is beautiful and what is not is like a two-year-old lecturing an old man about patience. Nature’s been creating beauty for millennia and you are part of that creation process. Stop the madness. Stop fighting who you are. Let the mask fall. It’ll be strange at first, yes. But, over time, you’ll see beyond the temporary discomfort of stepping outside social norms and learn to see the beauty you were born with, the beauty you’ve been taught to ignore and cover up. You’ll see beauty that will take your breath away, like a sunset. That’s how beautiful you are—like a sunset, like a forest, like a million fireflies on a calm warm night lighting up the sky. You are made by nature. Nature is wiser in the ways of beauty than cosmetics companies or magazines. Break the spell. Gain back your sanity. Go find that brilliant beauty within every single part of you. Go find the universe in your eyes. Remove that cloak that’s been pulled over your eyes and see yourself for who you really are.

Profane oaths, cursings and execrations (forbidden in any event by the second Article of War) were laid aside or modified, and it was pleasant to hear the bosun cry 'Oh you . . . unskilful fellow' when a hand called Faster Doudle, staring aft at Mrs Fielding, dropped a marline-spike from the maintop, very nearly transfixing Mr Hollar's foot. Punishment, in the sense of flogging at the gangway, was also laid aside; and though this was of no great consequence in a ship that so very rarely saw the cat, the general sense of relaxation and indulgence might have done great harm to discipline to the Surprise had she not had an exceptional ship's company. She always had been a happy ship; now she was happier still; and it occurred to Stephen that a really handsome, thoroughly good-natured but totally inaccessible young woman, changed at stated intervals, before familiarity could set in, would be a very valuable addition to any man-of-war's establishment.

The Hebrew prophet made three requirements from those who would join the great forward-moving procession led by Jehovah. “To love mercy” and at the same time “to do justly” is the difficult task; to fulfil the first requirement alone is to fall into the error of indiscriminate giving with all its disastrous results; to fulfil the second solely is to obtain the stern policy of withholding, and it results in such a dreary lack of sympathy and understanding that the establishment of justice is impossible. It may be that the combination of the two can never be attained save as we fulfil still the third requirement—“to walk humbly with God,” which may mean to walk for many dreary miles beside the lowliest of His creatures, not even in that peace of mind which the company of the humble is popularly supposed to afford, but rather with the pangs and throes to which the poor human understanding is subjected whenever it attempts to comprehend the meaning of life.

it would be even more useful to establish international fiscal cooperation and data sharing to enable countries in Africa and elsewhere to root out such pillage in a more systematic and methodical fashion, especially since foreign companies and stockholders of all nationalities are at least as guilty as unscrupulous African elites.

Get Big Fast. The bigger the company got, Bezos explained, the lower the prices it could exact from Ingram and Baker and Taylor, the book wholesalers, and the more distribution capacity it could afford. And the quicker the company grew, the more territory it could capture in what was becoming the race to establish new brands on the digital frontier.

This enterprise may sound a little strange to us, but in the early modern age it was common for private companies to hire not only soldiers, but also generals and admirals, cannons and ships, and even entire off-the-shelf armies. The international community took this for granted and didn’t raise an eyebrow when a private company established an empire.

What the Soviet émigrés brought with them is symptomatic of what Israeli venture capitalist Erel Margalit believes can be found in a number of dynamic economies. “Ask yourself, why is it happening here?” he said of the Israeli tech boom. We were sitting in a trendy Jerusalem restaurant he owns, next to a complex he built that houses his venture fund and a stable of start-ups. “Why is it happening on the East Coast or the West Coast of the United States? A lot of it has to do with immigrant societies. In France, if you are from a very established family, and you work in an established pharmaceutical company, for example, and you have a big office and perks and a secretary and all that, would you get up and leave and risk everything to create something new? You wouldn’t. You’re too comfortable. But if you’re an immigrant in a new place, and you’re poor,” Margalit continued, “or you were once rich and your family was stripped of its wealth—then you have drive. You don’t see what you’ve got to lose; you see what you could win. That’s the attitude we have here—across the entire population.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

Dolan Ijen Tour is a travel agency company that has been established since 2011 and this company is the sister company of Harris Ijen Tour and Travel And this company is registered with the culture and tourism service in Indonesia under the name PT Harris Ijen Jaya Mandiri which was founded by Muhammad Abdul Haris SH or I Gusti Haris Pradana And also welcome Yuliana SH . Email info@dolanijentour.com Call or whatsapp +6281249949035

In most companies, no one really notices you until they need you. And even then, when someone wanders into your office or IMs you and finds that you’re gone, they just assume you’re doing something constructive. Sitting in some horrible, pointless meeting. Stealing office supplies. Weeping gently in a bathroom stall on the fourth floor. Once you’ve established yourself as reasonably competent, you can pretty much come and go as you please. And

It is unfortunate that in some places, especially in the United States, people have resisted making choices that will keep them and their families safer. I don’t agree with these choices, but I also think it’s unhelpful to simply label them “anti-science,” as so many people do. In her book On Immunity, Eula Biss looks at vaccine hesitancy in a way that I think also helps explain the resentment we’re seeing toward other public health measures. The distrust of science is just one factor, she says, and it is compounded by other things that trigger fear and suspicion: pharmaceutical companies, big government, elites, the medical establishment, male authority. For some people, invisible benefits that might materialize in the future are not enough to get them past the worry that someone is trying to pull the wool over their eyes. The problem is even worse in periods of severe political polarization, such as the one we’re in now.

tear. Short and nebbishy, he had a charmingly awkward persona that concealed a big ambition: to establish Condé Nast as the most prestigious magazine company in the world. Within a year of his father’s death in 1979, Si, in rapid succession, bought the most important publishing house in America, Random House, whose imprints included Alfred A. Knopf, the prestige literary house; oversaw the successful start-up of a pioneering health and fitness magazine, Self; and bought and revamped Gentleman’s Quarterly, better known as GQ. And he was always on the lookout for more. Si was the aesthete in the Newhouse family. He combined an eye for business opportunity with a passion for art, design, and high gloss. Intellectually insecure, he relied on the self-confident baron of taste and flair he had inherited from his father’s circle: Alexander Liberman, Condé Nast’s editorial director. Liberman—Russian-born, like Alexey Brodovitch, his

Another universally enjoyable activity is being with other people. Socializing might at first sight appear to be an exception to the statement that one needs to use skills to enjoy an activity, for it does not seem that gossiping or joking around with another person requires particular abilities. But of course, it does; as so many shy people know, if a person feels self-conscious, he or she will dread establishing informal contacts, and avoid company whenever possible.

Within most well-established companies is a core of uniqueness. It is identified by answering questions such as the following: • Which of our product or service varieties are the most distinctive? • Which of our product or service varieties are the most profitable? • Which of our customers are the most satisfied? • Which customers, channels, or purchase occasions are the most profitable? • Which of the activities in our value chain are the most different and effective? Around

Thus engaged, with her right elbow supported by her left hand, Madame Defarge said nothing when her lord came in, but coughed just one grain of cough. This, in combination with the lifting of her darkly defined eyebrows over her toothpick by the breadth of a line, suggested to her husband that he would do well to look round the shop among the customers, for any new customer who had dropped in while he stepped over the way. The wine-shop keeper accordingly rolled his eyes about, until they rested upon an elderly gentleman and a young lady, who were seated in a corner. Other company were there: two playing cards, two playing dominoes, three standing by the counter lengthening out a short supply of wine. As he passed behind the counter, he took notice that the elderly gentleman said in a look to the young lady, "This is our man." "What the devil do you do in that galley there?" said Monsieur Defarge to himself; "I don't know you." But, he feigned not to notice the two strangers, and fell into discourse with the triumvirate of customers who were drinking at the counter. "How goes it, Jacques?" said one of these three to Monsieur Defarge. "Is all the spilt wine swallowed?" "Every drop, Jacques," answered Monsieur Defarge. When this interchange of Christian name was effected, Madame Defarge, picking her teeth with her toothpick, coughed another grain of cough, and raised her eyebrows by the breadth of another line. "It is not often," said the second of the three, addressing Monsieur Defarge, "that many of these miserable beasts know the taste of wine, or of anything but black bread and death. Is it not so, Jacques?" "It is so, Jacques," Monsieur Defarge returned. At this second interchange of the Christian name, Madame Defarge, still using her toothpick with profound composure, coughed another grain of cough, and raised her eyebrows by the breadth of another line. The last of the three now said his say, as he put down his empty drinking vessel and smacked his lips. "Ah! So much the worse! A bitter taste it is that such poor cattle always have in their mouths, and hard lives they live, Jacques. Am I right, Jacques?" "You are right, Jacques," was the response of Monsieur Defarge. This third interchange of the Christian name was completed at the moment when Madame Defarge put her toothpick by, kept her eyebrows up, and slightly rustled in her seat. "Hold then! True!" muttered her husband. "Gentlemen--my wife!" The three customers pulled off their hats to Madame Defarge, with three flourishes. She acknowledged their homage by bending her head, and giving them a quick look. Then she glanced in a casual manner round the wine-shop, took up her knitting with great apparent calmness and repose of spirit, and became absorbed in it. "Gentlemen," said her husband, who had kept his bright eye observantly upon her, "good day. The chamber, furnished bachelor- fashion, that you wished to see, and were inquiring for when I stepped out, is on the fifth floor. The doorway of the staircase gives on the little courtyard close to the left here," pointing with his hand, "near to the window of my establishment. But, now that I remember, one of you has already been there, and can show the way. Gentlemen, adieu!" They paid for their wine, and left the place. The eyes of Monsieur Defarge were studying his wife at her knitting when the elderly gentleman advanced from his corner, and begged the favour of a word. "Willingly, sir," said Monsieur Defarge, and quietly stepped with him to the door. Their conference was very short, but very decided. Almost at the first word, Monsieur Defarge started and became deeply attentive. It had not lasted a minute, when he nodded and went out. The gentleman then beckoned to the young lady, and they, too, went out. Madame Defarge knitted with nimble fingers and steady eyebrows, and saw nothing.

We all love Jamie too much to see him spend the rest of his life with only three decrepit old bags of bones for company." "I'm fifty-six," said Lucie indignantly. "I'm closer to Jamie's age than yours! Watch who you're calling a decrepit bag of bones." ... "Why is it you're never concerned about my romantic life, or lack thereof?" "Darling, you said it yourself, you're fifty-six," Ian said soothingly. "You're an established spin - " "If you say the word spinster, I'll skewer you on a spit.

During its first week in stores, Battlefield 3 sold more than 5 million copies. The financial people at Electronic Arts established that the game had added about $370,000 to the company’s coffers—significantly more money than Avatar, one of the most lucrative films ever, earned during its first weekend in the theaters. For the uninitiated, the numbers may seem sky-high, but they were exactly in line with what the bosses at Electronic Arts had predicted. Battlefield 3 was just more proof that computer games are big business.

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.

Online, users are often insulated from views and cultures that clash with their own. The overall digital environment is dictated by tech companies with ruthlessly capitalist, expansionary motives, which do not provide the most fertile ground for culture. While the magazine fashion editor may periodically use their ability to pick out and promote a previously unheard voice, the algorithmic feed never will; it can only iterate on established engagement. We users have less chance of encountering a shockingly new thing and deciding for ourselves if we like it.

This is the same problem that established companies experience. Their past successes were built on a finely tuned engine of growth. If that engine runs its course and growth slows or stops, there can be a crisis if the company does not have new startups incubating within its ranks that can provide new sources of growth. Companies of any size can suffer from this perpetual affliction. They need to manage a portfolio of activities, simultaneously tuning their engine of growth and developing new sources of growth for when that engine inevitably runs its course.

Over the past few decades, we have developed euphemisms to help us forget how we, as a nation, have segregated African American citizens. We have become embarrassed about saying ghetto, a word that accurately describes a neighborhood where government has not only concentrated a minority but established barriers to its exit. We don’t hesitate to acknowledge that Jews in Eastern Europe were forced to live in ghettos where opportunity was limited and leaving was difficult or impossible. Yet when we encounter similar neighborhoods in this country, we now delicately refer to them as the inner city, yet everyone knows what we mean. (When affluent whites gentrify the same geographic areas, we don’t characterize those whites as inner city families.) Before we became ashamed to admit that the country had circumscribed African Americans in ghettos, analysts of race relations, both African American and white, consistently and accurately used ghetto to describe low-income African American neighborhoods, created by public policy, with a shortage of opportunity, and with barriers to exit. No other term succinctly describes this combination of characteristics, so I use the term as well.† We’ve developed other euphemisms, too, so that polite company doesn’t have to confront our history of racial exclusion. When we consider problems that arise when African Americans are absent in significant numbers from schools that whites attend, we say we seek diversity, not racial integration. When we wish to pretend that the nation did not single out African Americans in a system of segregation specifically aimed at them, we diffuse them as just another people of color. I try to avoid such phrases.

In the mid-1980s, Congress authorized the creation of the US Sentencing Commission to examine prison terms and codify norms to correct the arbitrary punishments meted out by unaccountable judges. First, in 1989 the commission’s guidelines for individuals went into effect, establishing a point system for how many years of prison a convicted criminal might get, based on the seriousness of the misconduct and a person’s criminal history. In 1991, amid public and congressional outrage that sentences for white-collar criminals were too light and fines and sanctions for corporations too lenient, the Sentencing Commission expanded the concept to cover organizations. It formalized the Sporkin-era regime of offering leniency in exchange for cooperation and reform. The new rules delineated factors that could earn a culprit mercy. In levying a fine, the court should consider, the sentencing guidelines said, “any collateral consequences of conviction.” 1 “Collateral consequences” was, and remains, an ill-defined concept. How worried should the government be if a punishment causes a company to go out of business? Should regulators worry about the cashiering of innocent employees? What about customers, suppliers, or competitors? Should they fret about financial crises? From this rather innocuous mention, the little notion of collateral consequences would blossom into the great strangling vine that came to be known after the financial crisis of 2008 by its shorthand: “too big to jail.” Prosecutors and regulators were crippled by the idea that the government could not criminally sanction some companies—particularly giant banks—for fear that they would collapse, causing serious problems for financial markets or the economy.

The explosion was deafening; a huge cloud of fire rolled out the window after us, its immense heat brushing my face as we tumbled into the snow. We hit the ground and rolled. Flaming debris from the house came down around us; Griffin shoved me flat on my back, covering us both with his heavy coat. The echoes of the explosion reflected back across the river, then slowly dwindled away, like dying thunder. The leaping flames threw warm light onto the falling snow, turning it into a storm of sparks pouring down from the heavens. Griffin started to push himself off of me, then stoped. His hands were braced on either side of my shoulders, his legs twined with mine. Mt heart pounded, my palms sweated, and I was suddenly, acutely aware of how close his face was to mine. "You're a madman," he whispered. "An utter madman." "Perhaps," I allowed. "But it worked." The leaping light from the burning house painted his features in gold, highlighting his patrician nose and finding threads of brown and blue in his green eyes. His pupils widened, the irises contracting to silver. "Whatever am I going to do with you?" he murmured. The warmth of his breath feathered over my skin. Heat collected in my groin, my lips. My mouth was dry, my voice hoarse, and perhaps he was right and it was madness when I whispered, "Whatever you want." A shiver went through his body, perhaps because we were lying on the cold ground. But instead of getting up, he leaned closer, his overlong hair tumbling over his forehead. He paused, his mouth almost touching mine, his eyes seeming to ask a question. It was madness; it was folly; it was sheer selfishness. I was delusional, misguided, wrong, out of control. I needed to pull back, to say something sane, to re-establish mastery over myself. I could not do this. I could not take the risk. Later tonight, I'd relive this moment in my lonely bed and wonder if I'd done the right thing. But at least that would be familiar, would be something I knew how to cope with. And yet the very thought felt like dying. I surged forward, crossing the final, tiny gap and pressing my lips to his. It was awkward and desperate and frantic, but the feel of his mouth against mine sent a bolt of electricity straight down my spine. Just a moment, just this one kiss, surely that would be enough... Then he kissed me back, and it would never be enough, a thousand years of this would not be enough. His mouth was hungry and insistent, his tongue probing my lips, asking for greater intimacy. I granted it, tongues swirling together, mine followed his when it retreated and tasting him in return. There came the clanging of bells in the distance, the fire company alerted to the explosion. Griffin drew back a fraction. His breath was as raged as mine, which left me dazed with wonder. "My dear," he whispered against my lips. Then he swallowed convulsively. "We should leave, before the fire companies come." "Y-Yes." It was amazing I managed that much coherence. He closed his eyes and leaned his forehead against mine, our breaths mingling. "Will you come home with me?" Was he asking...? "Yes." Oh, God, yes. His lips curved into a smile.

From Unlikely Destinations: The Lonely Planet Story, re: the travel book boom of the 1970s Surprisingly, none of the new developments in travel publishing came from established companies. The changes in the air seemed to completely bypass them and when they did wake up to the upsurge in growth it was too late -- they'd been overtaken. Much the same happened a decade later with computer books. Just as the travel book explosion was led by travelers who got into publishing rather than publishers getting into travel, so the computer book explosion was led by computer geeks getting into publishing. The regular publishers never saw it coming.

The problem in both cases can be attributed to poor connections between the greenfield and the mainstream. Indeed, when people operate in silos, companies may miss innovation opportunities altogether. Game-changing innovations often cut across established channels or combine elements of existing capacity in new ways. CBS was once the world’s largest broadcaster and owned the world’s largest record company, yet it failed to invent music video, losing this opportunity to MTV. In the late 1990s, Gillette had a toothbrush unit (Oral B), an appliance unit (Braun), and a battery unit (Duracell), but lagged in introducing a battery-powered toothbrush.

...Alas, Babylon was to be among the first to give a public voice to the fears and anxieties associated with a nuclear attack and with threats of atomic radiation. And unlike others in the genre, he offered unmitigated hope. Randy Bragg and company not only survive the devastation that leaves vast Contaminated Zones throughout the United States, but they also apply the best in themselves to begin the re-establishment of life within a civil society. All of the atomic fears of the 1950s (and later) are there, but Frank's 'message' seems to be that we can survive even the worst catastrophe with everyday, secularized applications of faith, hope, and charity.

God’s Plan of Caring for the Aged—The matter of caring for our aged brethren and sisters who have no homes is constantly being urged. What can be done for them? The light which the Lord has given me has been repeated: It is not best to establish institutions for the care of the aged, that they may be in a company together. Nor should they be sent away from home to receive care. Let the members of every family minister to their own relatives. When this is not possible, the work belongs to the church, and it should be accepted both as a duty and as a privilege. All who have Christ’s spirit will regard the feeble and aged with special respect and tenderness.

In preparation for battle, Frick had requested 300 Pinkerton guards be held in readiness. Established in 1850, the Pinkerton National Detective Agency was a private security company rumored to have as many agents as the U.S. Army had soldiers. It made good money putting itself at the service of industrialists in their battles against unions. Now Frick sent word to the company to load their guards onto train coaches with darkened windows and position the men five miles downriver from Homestead. By nightfall the following day, the men, along with 250 Winchester rifles and a greater number of pistols, as well as a storehouse of ammunition, were in place awaiting orders.

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market — not only a market of individuals and companies, but also a market in which the players are governments. Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation. Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business. It would also help to establish which fiscal and regulatory policies produced the best overall economic results. No wonder socialists don't like it.

in the early modern age it was common for private companies to hire not only soldiers, but also generals and admirals, cannons and ships, and even entire off-the-shelf armies. The international community took this for granted and didn’t raise an eyebrow when a private company established an empire. Island after island fell to VOC mercenaries and a large part of Indonesia became a VOC colony. VOC ruled Indonesia for close to 200 years. Only in 1800 did the Dutch state assume control of Indonesia, making it a Dutch national colony for the following 150 years. Today some people warn that twenty-first-century corporations are accumulating too much power. Early modern history shows just how far that can go if businesses are allowed to pursue their self-interest unchecked.

Richie Royal, age 15, is an up-and-coming young teen idol in China who has a hit record and many endorsements. He is considered the ideal idol for many young people in China as he is handsome, talented, comes from a good family, and smart. Born in the United States of America and went to school in Arcadia, California until he was 10 years old. He and his family relocated to China and established one of the largest beauty and fashion companies in Asia. “Okay!” I said. “I should be excited to see an actual teen idol here, but I’m not,” I said, looking at Mom, Dad, Auntabelle and Trent. “I don’t know how long this traffic jam is going to be, but we have to make it to Grandpa’s house before the birthday, don’t we, Dad?” - Amazon Lee Adventures in China by Kira G. and Kailin Gow

The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight. That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet. The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.

In spite of these disasters, some of the tribesmen continued to fight for their territory, but they were quickly overwhelmed and taken into captivity, placed aboard ships and sold as slaves in the West Indies. At the same time the whites were bringing to America their own slaves whose skins were black. The first shipments of these unfortunates were brought to Jamestown for sale by the Dutch in 1619. Within two decades the British realized what a lucrative trade slavery was, so they ousted the Dutch slave traders and, in 1639, established their own Royal African Company to make massive raids on the native villages of the Dark Continent and bring the chained captives to America to satisfy the ever-growing demand for slave labor.6 In all such matters, the human cruelty inflicted on people of either red skin or black was of precious little concern to the imperious British.

If we start to think about trust as a public good (like clean air and water), we see that we can all benefit from higher levels of trust in terms of communicating with others, making financial transitions smoother, simplifying contracts, and many other business and social activities. Without constant suspicion, we can get more out of our exchanges with others while spending less time making sure that others will fulfill their promises to us. Yet as the tragedy of commons exemplifies, in the short term it is beneficial for each individual to violate and take advantage of the established trust. I suspect that most people and companies miss or ignore the fact that trust is an important public resource and that losing it can have long-term negative consequences for everyone involved. It doesn't take much to violate trust. Just a few bad players in the market can spoil it for everyone else.

SEVENTY THOUSAND YEARS AGO, HOMO sapiens was still an insignificant animal minding its own business in a corner of Africa. In the following millennia it transformed itself into the master of the entire planet and the terror of the ecosystem. Today it stands on the verge of becoming a god, poised to acquire not only eternal youth, but also the divine abilities of creation and destruction. Unfortunately, the Sapiens regime on earth has so far produced little that we can be proud of. We have mastered our surroundings, increased food production, built cities, established empires and created far-flung trade networks. But did we decrease the amount of suffering in the world? Time and again, massive increases in human power did not necessarily improve the well-being of individual Sapiens, and usually caused immense misery to other animals. In the last few decades we have at last made some real progress as far as the human condition is concerned, with the reduction of famine, plague and war. Yet the situation of other animals is deteriorating more rapidly than ever before, and the improvement in the lot of humanity is too recent and fragile to be certain of. Moreover, despite the astonishing things that humans are capable of doing, we remain unsure of our goals and we seem to be as discontented as ever. We have advanced from canoes to galleys to steamships to space shuttles – but nobody knows where we’re going. We are more powerful than ever before, but have very little idea what to do with all that power. Worse still, humans seem to be more irresponsible than ever. Self-made gods with only the laws of physics to keep us company, we are accountable to no one. We are consequently wreaking havoc on our fellow animals and on the surrounding ecosystem, seeking little more than our own comfort and amusement, yet never finding satisfaction. Is there anything more dangerous than dissatisfied and irresponsible gods who don’t know what they want?

Seventy thousand years ago, homo sapiens was still an insignificant animal minding its own business in a corner of Africa. In the following millennia it transformed itself into the master of the entire planet and the terror of the ecosystem. Today it stands on the verge of becoming a god, poised to acquire not only eternal youth, but also the divine abilities of creation and destruction. . Unfortunately, the Sapiens regime on earth has so far produced little that we can be proud of. We have mastered our surroundings, increased food production, built cities, established empires and created far-flung trade networks. But did we decrease the amount of suffering in the world? Time and again, massive increases in human power did not necessarily improve the well-being of individual Sapiens, and usually caused immense misery to other animals. . In the last few decades we have at last made some real progress as far as the human condition is concerned, with the reduction of famine, plague and war. Yet the situation of other animals is deteriorating more rapidly than ever before, and the improvement in the lot of humanity is too recent and fragile to be certain of. . Moreover, despite the astonishing things that humans are capable of doing, we remain unsure of our goals and we seem to be as discontented as ever. We have advanced from canoes to galleys to steamships to space shuttles – but nobody knows where we’re going. We are more powerful than ever before, but have very little idea what to do with all that power. Worse still, humans seem to be more irresponsible than ever. Self-made gods with only the laws of physics to keep us company, we are accountable to no one. We are consequently wreaking havoc on our fellow animals and on the surrounding ecosystem, seeking little more than our own comfort and amusement, yet never finding satisfaction. . Is there anything more dangerous than dissatisfied and irresponsible gods who don’t know what they want?

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

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

We wanted Penny to work somewhere that was pedestrian and wonderfully quotidian. Here are these guys who are trying to unravel the secrets of the universe, and Penny introduces herself by saying, “I work at The Cheesecake Factory.” The juxtaposition of scientists working in the quantum field, perhaps changing the world with their work, and “I work at The Cheesecake Factory” seemed to be a funny dichotomy. And the cheesecake is great! I personally really love their chocolate chip cheesecake. And the menu went on for days—it was like a book! There was a lot going for it, and the company was very gracious about letting us use their name. Surprisingly, the California Institute of Technology (abbreviated as Caltech) wasn’t as enthusiastic when it came to establishing Sheldon and Leonard’s workplace. Chuck Lorre: Caltech wasn’t keen on us using their name or likeness early on, so we obliged for a while, and then when the show took off, they communicated with us again and said something along the lines of, “Please feel free to use the word Caltech in your show,” because it was a good promotion for Caltech! [Laughs] Someone over there recognized that being associated with this burgeoning hit show was not going to damage their reputation.

Daily work in the field of online advertising, as Jack Goldenberg sees it, is still significantly different from what the trends are propagated by online promotions. Defining online budget According to Jack Goldenberg a vast majority of the budget for online advertising does not exceed $2,000 on a monthly basis, depending on the perception of the company as they can bring effects "online adventure", established budgets for online advertising move in value from $200 to $2,000 per month (with highest proportion of $200-$500). This does not mean that a number of companies gives less advertising - but even then it can not be called "creating the campaign." Goldenberg believes that in order to create an online advertising campaign there should be a budget of at least $500 for the use of different types of online advertising. Goldenberg explains this as: In an environment of such budget is not simply distribute the money "wisely" and that since it has obvious benefits through a variety of online advertising systems. Jack Goldenberg found out how most companies in the world and USA are oriented towards effects in relation to the funds that are made for advertising. In this type of company, regardless of what everyone knows to be used types of brand advertising (advertising through banners - display advertising) to create recognizable firms in certain target groups, the effects of such advertising are not directly comparable with respect to the effects of (price per click - CPC - Cost per click) with contextual advertising, which for years has given much more efficient (measurable) results in relation to advertising banners, concludes Mr. Goldenberg. According to Yoel Goldenberg it is good when there is an understanding in companies that brand advertising has a different type of effects in relation to the PPC (contextual) advertising, and that would be it "documented" in a certain way, it is necessary to constantly explore and find those web sites that deliver the best effects for optimum need of assets. The process of creating an online advertising campaigns, explained by Goldenberg, usually starts (or should start) finding individual Web sites on which to advertise a company could, possibly longer term. Unfortunately, says Goldenberg, in our country is not in all sectors (industries) simply find diverse Web sites from which to choose "pretenders" for online advertising. An even greater problem is the fact that long-term advertising on a Web site does not bring the desired effect, unless it is constantly not working to the content of advertising often changes with an emphasis on meeting the needs of potential clients.

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided. Take something like the Golden Fleece Awards, which were established in 1975 to call attention to government-funded projects that were particularly egregious wastes of money. (Among the winners were things like an $84,000 study on love commissioned by the National Science Foundation, and a $3,000 Department of Defense study that examined whether people in the military should carry umbrellas.) While such scrutiny may have seemed like a good idea at the time, it had a chilling effect on research. No one wanted to “win” a Golden Fleece Award because, under the guise of avoiding waste, its organizers had inadvertently made it dangerous and embarrassing for everyone to make mistakes. The truth is, if you fund thousands of research projects every year, some will have obvious, measurable, positive impacts, and others will go nowhere. We aren’t very good at predicting the future—that’s a given—and yet the Golden Fleece Awards tacitly implied that researchers should know before they do their research whether or not the results of that research would have value. Failure was being used as a weapon, rather than as an agent of learning. And that had fallout: The fact that failing could earn you a very public flogging distorted the way researchers chose projects. The politics of failure, then, impeded our progress. There’s a quick way to determine if your company has embraced the negative definition of failure. Ask yourself what happens when an error is discovered. Do people shut down and turn inward, instead of coming together to untangle the causes of problems that might be avoided going forward? Is the question being asked: Whose fault was this? If so, your culture is one that vilifies failure. Failure is difficult enough without it being compounded by the search for a scapegoat. In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that’s been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, then, do you make failure into something people can face without fear? Part of the answer is simple: If we as leaders can talk about our mistakes and our part in them, then we make it safe for others. You don’t run from it or pretend it doesn’t exist. That is why I make a point of being open about our meltdowns inside Pixar, because I believe they teach us something important: Being open about problems is the first step toward learning from them. My goal is not to drive fear out completely, because fear is inevitable in high-stakes situations. What I want to do is loosen its grip on us. While we don’t want too many failures, we must think of the cost of failure as an investment in the future.

In a sense the rise of Anabaptism was no surprise. Most revolutionary movements produce a wing of radicals who feel called of God to reform the reformation. And that is what Anabaptism was, a voice calling the moderate reformers to strike even more deeply at the foundations of the old order. Like most counterculture movements, the Anabaptists lacked cohesiveness. No single body of doctrine and no unifying organization prevailed among them. Even the name Anabaptist was pinned on them by their enemies. It meant rebaptizer and was intended to associate the radicals with heretics in the early church and subject them to severe persecution. The move succeeded famously. Actually, the Anabaptists rejected all thoughts of rebaptism because they never considered the ceremonial sprinkling they received in infancy as valid baptism. They much preferred Baptists as a designation. To most of them, however, the fundamental issue was not baptism. It was the nature of the church and its relation to civil governments. They had come to their convictions like most other Protestants: through Scripture. Luther had taught that common people have a right to search the Bible for themselves. It had been his guide to salvation; why not theirs? As a result, little groups of Anabaptist believers gathered about their Bibles. They discovered a different world in the pages of the New Testament. They found no state-church alliance, no Christendom. Instead they discovered that the apostolic churches were companies of committed believers, communities of men and women who had freely and personally chosen to follow Jesus. And for the sixteenth century, that was a revolutionary idea. In spite of Luther’s stress on personal religion, Lutheran churches were established churches. They retained an ordained clergy who considered the whole population of a given territory members of their church. The churches looked to the state for salary and support. Official Protestantism seemed to differ little from official Catholicism. Anabaptists wanted to change all that. Their goal was the “restitution” of apostolic Christianity, a return to churches of true believers. In the early church, they said, men and women who had experienced personal spiritual regeneration were the only fit subjects for baptism. The apostolic churches knew nothing of the practice of baptizing infants. That tradition was simply a convenient device for perpetuating Christendom: nominal but spiritually impotent Christian society. The true church, the radicals insisted, is always a community of saints, dedicated disciples in a wicked world. Like the missionary monks of the Middle Ages, the Anabaptists wanted to shape society by their example of radical discipleship—if necessary, even by death. They steadfastly refused to be a part of worldly power including bearing arms, holding political office, and taking oaths. In the sixteenth century this independence from social and civic society was seen as inflammatory, revolutionary, or even treasonous.

The concept of product/ market fit originates in Marc Andreessen’s seminal blog post “The Only Thing That Matters.” In his essay, Andreessen argues that the most important factor in successful start-ups is the combination of market and product. His definition couldn’t be simpler: “Product/ market fit means being in a good market with a product that can satisfy that market.” Without product/ market fit, it’s impossible to grow a start-up into a successful business. As Andreessen notes, You see a surprising number of really well-run start-ups that have all aspects of operations completely buttoned down, HR policies in place, great sales model, thoroughly thought-through marketing plan, great interview processes, outstanding catered food, 30" monitors for all the programmers, top tier VCs on the board—heading straight off a cliff due to not ever finding product/ market fit. Unfortunately, it’s far easier to define product/ market fit than it is to establish it! When you start a new company, the key product/ market fit question you need to answer is whether you have discovered a nonobvious market opportunity where you have a unique advantage or approach, and one that competing players won’t see until you’ve had a chance to build a healthy lead. It’s usually difficult to find such an opportunity in a “hot” space; if an opportunity is obvious to everyone, the chance that you’ll be the one who succeeds is exceedingly low. Most nonobvious opportunities arise from a change in the market that the incumbents aren’t willing or able to adapt to.

Bannon thrived on the chaos he created and did everything he could to make it spread. When he finally made his way through the crowd to the back of the town house, he put on a headset to join the broadcast of the Breitbart radio show already in progress. It was his way of bringing tens of thousands of listeners into the inner sanctum of the “Breitbart Embassy,” as the town house was ironically known, and thereby conscripting them into a larger project. Bannon was inordinately proud of the movement he saw growing around him, boasting constantly of its egalitarian nature. What to an outsider could look like a cast of extras from the Island of Misfit Toys was, in Bannon’s eyes, a proudly populist and “unclubbable” plebiscite rising up in defiant protest against the “globalists” and “gatekeepers” who had taken control of both parties. Just how Phil Robertson of Duck Dynasty figured into a plan to overthrow the global power structure wasn’t clear, even to many of Bannon’s friends. But, then, Bannon derived a visceral thrill anytime he could deliver a fuck-you to the establishment. The thousands of frustrated listeners calling in to his radio show, and the millions more who flocked to Breitbart News, had left him no doubt that an army of the angry and dispossessed was eager to join him in lobbing a bomb at the country’s leaders. As guests left the party, a doorman handed out a gift that Bannon had chosen for the occasion: a silver hip flask with “Breitbart” imprinted above an image of a honey badger, the Breitbart mascot. — Bannon’s cult-leader magnetism was a powerful draw for oddballs and freaks, and the attraction ran both ways. As he moved further from the cosmopolitan orbits of Goldman Sachs and Hollywood, there was no longer any need for him to suppress his right-wing impulses. Giving full vent to his views on subjects like immigration and Islam isolated him among a radical fringe that most of political Washington regarded as teeming with racist conspiracy theorists. But far from being bothered, Bannon welcomed their disdain, taking it as proof of his authentic conviction. It fed his grandiose sense of purpose to imagine that he was amassing an army of ragged, pitchfork-wielding outsiders to storm the barricades and, in Andrew Breitbart’s favorite formulation, “take back the country.” If Bannon was bothered by the incendiary views held by some of those lining up with him, he didn’t show it. His habit always was to welcome all comers. To all outward appearances, Bannon, wild-eyed and scruffy, a Falstaff in flip-flops, was someone whom the political world could safely ignore. But his appearance, and the company he kept, masked an analytic capability that was undiminished and as applicable to politics as it had been to the finances of corrupt Hollywood movie studios. Somehow, Bannon, who would happily fall into league with the most agitated conservative zealot, was able to see clearly that conservatives had failed to stop Bill Clinton in the 1990s because they had indulged this very zealotry to a point where their credibility with the media and mainstream voters was shot. Trapped in their own bubble, speaking only to one another, they had believed that they were winning, when in reality they had already lost.

The Rockefeller Foundation was established in 1913 to maintain the control of the family’s oil empire. Today this foundation is the most important shareholder of Exxon with 4.3 million shares. Additionally, the foundation has two million shares in Standard Oil of California and 300.000 shares in Mobil Oil. Other smaller foundations belonging to the Rockefellers have three million shares in Exxon, and 400.000 shares in Standard Oil of Ohio. The total asset of this group of Rockefeller companies, amount to more than fifty billion dollars.[20] For a researcher who concentrates on the Rockefeller family, it won’t be difficult to prove that this immensely rich family has played an important role in the American politics of the twentieth century. The drift and decisions of American politics lead directly back to the Rockefeller family. The Rockefellers immigrated to America from Spain. The best-known member of this family was the influential industrialist, banker John Davidson Rockefeller. He asserted himself as the richest man of his time. Before going into oil transport, he was a wholesaler of narcotic drugs.[21] With an unbridled energy, he set up the Standard Oil Trust, which now possesses ninety percent of the oil refineries in the United States.[22] John Davidson Rockefeller also bought the Pocantico Hills territory in New York, which is the domicile of over a 100 families with the name Rockefeller. David Rockefeller, an absolute genius in the field of finances, has been managing Chase Manhattan Bank, the most important bank in the world, since 1945. The power of this bank is great enough to bring about or destroy governments, to start or end wars, and ruin companies or let them flourish worldwide, ultimately exerting great influence on the entire human race.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

We began the show by asking: Who did more for the world, Michael Milken or Mother Teresa? This seems like a no-brainer. Milken is the greedy junk-bond king. One year, his firm paid him $550 million. Then he went to jail for breaking securities laws. Mother Teresa is the nun who spent her lifetime helping the poor and died without a penny. Her good deeds live on even after her death; several thousand sisters now continue the charities she began. At first glance, of course Mother Teresa did more for the world. But it's not so simple. Milken's selfish pursuit of profit helped a lot of people, too. Think about it: By pioneering a new way for companies to raise money, Milken created millions of jobs. The ignorant media sneered at 'junk bonds', but Milken's innovative use of them meant exciting new ideas flourished. We now make calls on a national cellular network established by a company called McCaw Cellular, which Milken financed. And our calls are cheaper because Milken's junk bonds financed MCI. CEO Bill McGowan simply couldn't get the money anywhere else. Without Milken, MCI wouldn't have grown from 11 to 50,000 employees. CNN's 24-hour news and Ted Turner's other left-wing ventures were made possible by Milken's 'junk'. The world's biggest toy company, Mattel, the cosmetics company Revlon, and the supermarket giant Safeway were among many rescued from bankruptcy by Milken's junk bonds. He financed more than 3,000 companies, including what are now Barnes & Noble, AOL Time Warner, Comcast, Mellon Bank, Occidental Petroleum, Jeep Eagle, Calvin Klein, Hasbro, Days Inn, 7-Eleven, and Computer Associates. Millions of people have productive employment today because of Michael Milken. (Millions of jobs is hard to believe, and when 'Greed' aired, I just said he created thousands of jobs; but later I met Milken, and he was annoyed with me because he claimed he'd created millions of jobs. I asked him to document that, to name the companies and the jobs, and he did.)

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Another obstacle was the stubbornness of the countries the pipeline had to cross, particularly Syria, all of which were demanding what seemed to be exorbitant transit fees. It was also the time when the partition of Palestine and the establishment of the state of Israel were aggravating American relations with the Arab countries. But the emergence of a Jewish state, along with the American recognition that followed, threatened more than transit rights for the pipeline. Ibn Saud was as outspoken and adamant against Zionism and Israel as any Arab leader. He said that Jews had been the enemies of Arabs since the seventh century. American support of a Jewish state, he told Truman, would be a death blow to American interests in the Arab world, and should a Jewish state come into existence, the Arabs “will lay siege to it until it dies of famine.” When Ibn Saud paid a visit to Aramco’s Dhahran headquarters in 1947, he praised the oranges he was served but then pointedly asked if they were from Palestine—that is, from a Jewish kibbutz. He was reassured; the oranges were from California. In his opposition to a Jewish state, Ibn Saud held what a British official called a “trump card”: He could punish the United States by canceling the Aramco concession. That possibility greatly alarmed not only the interested companies, but also, of course, the U.S. State and Defense departments. Yet the creation of Israel had its own momentum. In 1947, the United Nations Special Committee on Palestine recommended the partition of Palestine, which was accepted by the General Assembly and by the Jewish Agency, but rejected by the Arabs. An Arab “Liberation Army” seized the Galilee and attacked the Jewish section of Jerusalem. Violence gripped Palestine. In 1948, Britain, at wit’s end, gave up its mandate and withdrew its Army and administration, plunging Palestine into anarchy. On May 14, 1948, the Jewish National Council proclaimed the state of Israel. It was recognized almost instantly by the Soviet Union, followed quickly by the United States. The Arab League launched a full-scale attack. The first Arab-Israeli war had begun. A few days after Israel’s proclamation of statehood, James Terry Duce of Aramco passed word to Secretary of State Marshall that Ibn Saud had indicated that “he may be compelled, in certain circumstances, to apply sanctions against the American oil concessions… not because of his desire to do so but because the pressure upon him of Arab public opinion was so great that he could no longer resist it.” A hurriedly done State Department study, however, found that, despite the large reserves, the Middle East, excluding Iran, provided only 6 percent of free world oil supplies and that such a cut in consumption of that oil “could be achieved without substantial hardship to any group of consumers.

Months later, Time magazine would run its now infamous article bragging about how it had been done. Without irony or shame, the magazine reported that “[t]here was a conspiracy unfolding behind the scenes” creating “an extraordinary shadow effort” by a “well-funded cabal of powerful people” to oppose Trump.112 Corporate CEOs, organized labor, left-wing activists, and Democrats all worked together in secret to secure a Biden victory. For Trump, these groups represented a powerful Washington and Democratic establishment that saw an unremarkable career politician like Biden as merely a vessel for protecting their self-interests. Accordingly, when Trump was asked whom he blames for the rigging of the 2020 election, he quickly responded, “Least of all Biden.” Time would, of course, disingenuously frame this effort as an attempt to “oppose Trump’s assault on democracy,” even as Time reporter Molly Ball noted this shadow campaign “touched every aspect of the election. They got states to change voting systems and laws and helped secure hundreds of millions in public and private funding.” The funding enabled the country’s sudden rush to mail-in balloting, which Ball described as “a revolution in how people vote.”113 The funding from Democratic donors to public election administrators was revolutionary. The Democrats’ network of nonprofit activist groups embedded into the nation’s electoral structure through generous grants from Democratic donors. They helped accomplish the Democrats’ vote-by-mail strategy from the inside of the election process. It was as if the Dallas Cowboys were paying the National Football League’s referee staff and conducting all of their support operations. No one would feel confident in games won by the Cowboys in such a scenario. Ball also reported that this shadowy cabal “successfully pressured social media companies to take a harder line against disinformation and used data-driven strategies to fight viral smears.” And yet, Time magazine made this characterization months after it was revealed that the New York Post’s reporting on Hunter Biden’s corrupt deal-making with Chinese and other foreign officials—deals that alleged direct involvement from Joe Biden, resulting in the reporting’s being overtly censored by social media—was substantially true. Twitter CEO Jack Dorsey would eventually tell Congress that censoring the New York Post and locking it out of its Twitter account over the story was “a mistake.” And the Hunter Biden story was hardly the only egregious mistake, to say nothing of the media’s willful dishonesty, in the 2020 election. Republicans read the Time article with horror and as an admission of guilt. It confirmed many voters’ suspicions that the election wasn’t entirely fair. Trump knew the article helped his case, calling it “the only good article I’ve read in Time magazine in a long time—that was actually just a piece of the truth because it was much deeper than that.

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.

Get acquainted along with a fitness home business. If you attempt earnestly, you are able to get started a productive fitness business. Many variables need to be considered once you determine to begin a fitness enterprise. If you understand how to set up a fitness online business, it can be effortless. It is advisable to have expertise in the fitness market to become capable to begin a fitness organization. Folks from any walk of life can commence their very own fitness business. A fitness small business is some thing that people would encourage by becoming consumers on the company. If you strategy to begin a online business inside the fitness niches, you ought to read all about how you can commence a fitness small business. You could study from blogs and web-sites related to establishing such a company. You must in no way attempt to get started a organization with out 1st understanding all about it. It truly is not quick to start a organization in the fitness niches. We're normally extremely eager to obtain fit. It really is essential that we give enough time and believed to our fitness business. Individuals who fail to perform on their fitness by no means realize beneficial benefits. You in no way going to attain excellent levels of fitness without functioning on it. Diet program is a thing that people rarely consider fitness business about when having match. What you eat is also necessary relating to fitness. One factor you need to understand is that fitness under no circumstances comes rather simply. You don't constantly must go to the health club for becoming match. It's going to expense funds to setup your business within the fitness niche. You will need help in some aspects on the business enterprise. A fitness enterprise may be simple if you have the suitable assistance. If you do not have the education, consumers won't rely on you with their fitness needs. It really is very important which you have some training in fitness. Fitness is all about expertise and you require to possess the expertise for the online business. A fitness trainer would have no difficulty in starting his personal fitness business. You need to look and really feel fit in order to attract other many people as consumers. A fitness company will take up your time and your dollars to set it up appropriately. It's essential to take various aspects into account for instance the place for the home business. Women are extremely keen to lose weight, as they prefer to look appealing. It's the worry of obesity and the resulting ugliness that makes women and men go in to get a fitness system. Middle aged guys are frequently obese and must make an enormous work to regain fitness. You'll need to invest a whole lot of your time to have the ability to create a foothold in this niche. You could possibly not know it, nevertheless it is feasible to develop a lucrative enterprise in the fitness niche. The idea of fitness is spreading far and wide. People of every age group prefer fitness. Health is much more vital than wealth. It can be vital to acquire fit if you desire to get the perfect out of life. Establishing a online business that is certainly centered on fitness is usually a very good notion. The fitness market holds a great deal of promise for tough functioning business owners.