Competitor Quotes

We teach girls to shrink themselves, to make themselves smaller. We say to girls, you can have ambition, but not too much. You should aim to be successful, but not too successful. Otherwise, you would threaten the man. Because I am female, I am expected to aspire to marriage. I am expected to make my life choices always keeping in mind that marriage is the most important. Now marriage can be a source of joy and love and mutual support but why do we teach girls to aspire to marriage and we don’t teach boys the same? We raise girls to see each other as competitors not for jobs or accomplishments, which I think can be a good thing, but for the attention of men. We teach girls that they cannot be sexual beings in the way that boys are.

No man ever got very high by pulling other people down. The intelligent merchant does not knock his competitors. The sensible worker does not work those who work with him. Don't knock your friends. Don't knock your enemies. Don't knock yourself.

Well, science and religion are not competitors, they’re two different languages trying to tell the same story. There’s room in this world for both.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

So Haymitch, what do you think of the games have one hundred percent more competitors than usual?” asks Caesar. Haymitch shrugs. “I don’t see that it makes that much difference. They’ll still be one hundred percent as stupid as usual, so I figure my odds will be roughly the same.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved. Poetry by Suzy Kassem

We raise girls to see each other as competitors—not for jobs or accomplishments, which in my opinion can be a good thing—but for the attention of men.

The truth is sometimes a poor competitor in the market place of ideas – complicated, unsatisfying, full of dilemmas, always vulnerable to misinterpretation and abuse.

If you want to succeed and leave your competitors behind, you need great plans and even greater strategies.

The alternate domination of one faction over another, sharpened by the spirit of revenge, natural to party dissension, which in different ages and countries has perpetrated the most horrid enormities, is itself a frightful despotism. But this leads at length to a more formal and permanent despotism. The disorders and miseries, which result, gradually incline the minds of men to seek security and repose in the absolute power of an individual; and sooner or later the chief of some prevailing faction, more able or more fortunate than his competitors, turns this disposition to the purposes of his own elevation, on the ruins of Public Liberty.

Always treat your competitors smarter than you are.

Market research provides information about what new changes your competitors have made which you should too before it’s too late.

The crucial part of running any kind of successful business is to keep an eye on your competitors, watch what they’re doing right and what they’re doing wrong.

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want.

Proper market research keeps you informed on what your competitors are doing, as well as their strengths and weaknesses.

Learning about any kind of changes on time gives you a head start over your competitors which helps you not just in surviving the changes but also emerging as a leader in the end.

I’ll insist my competitor is the greatest, so that when I beat him, I won’t be calling myself the greatest—I’ll be proving it through my actions.


If you want to emerge as a market leader in your industry, you should start preparing early. The sooner you decide to start, the bigger advantage you will gain over your competitors.

Competition is enjoyable only when it is a means to perfect one’s skills; when it becomes an end in itself, it ceases to be fun.

We always talk about competition and how easily others enter your industry and become your competitors, but the biggest threat comes from how easily your customers can switch to another brand’s products.

It showed me that you must always have respect for your competitor, but don’t be in awe.

One of the most critical strengths of a superior competitor in any discipline—whether we are speaking about sports, business negotiations, or even presidential debates—is the ability to dictate the tone of the battle.

He won again. I’m beginning to realize that competing for who can stay the quietest isn’t really a good idea when my competitor is naturally the quietest person I’ve ever met.

They say women have intuition, but men can smell a competitor across state lines.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved.

Competition is healthy. Especially when all your competitors are unhealthy, and hopefully sick and absent during the competition.

Most companies are not those things. They are focused on the competitor, rather than the customer.

The contest is a lion fight. So chin up, put your shoulders back, walk proud, strut a little. Don't lick your wounds. Celebrate them. The scars you bear are the sign of a competitor. You're in a lion's fight. Just because you didn't win doesn't mean you don't know how to roar.

Listen to your customers, not your competitors.

Dating is a big battlefield and proper planning becomes important to survive.

Strategy is your war plan. If you go to a war without your strategy, you might not be able to defeat the enemy.

With proper strategy, if you enter a war, you can defeat even the biggest army otherwise you can be defeated by even the smallest army.

We have become obsessed with what is good about small classrooms and oblivious about what also can be good about large classes. It’s a strange thing isn't it, to have an educational philosophy that thinks of the other students in the classroom with your child as competitors for the attention of the teacher and not allies in the adventure of learning.

Naturally, every boyfriend comes with an ex-girlfriend, every business comes with competitors, but it is entirely up to you to decide how much time you spend thinking about them.

A team that is not focused on results ... • Stagnates/fails to grow • Rarely defeats competitors • Loses achievement-oriented employees

I had a dream about you last night. We started a shoe company, and a competitor (probably someone from Nike) attacked you, so I had to stab them in the throat with a shoelace. I guess it would have been better to use that shoelace to strangle them. 


In order to become a success, a business doesn't just have to do well, it has to to better than its competitors. Being number one isn't just about bragging rights. Often it means the difference between prospering and merely hanging on.

COMPETITOR is one who can steal a few deals, but, the pinch of which, A VISIONARY Never feels...!

Always choose the most difficult way, there you will not meet competitors.

Това е златното правило в търговията!... Когато някой се дави, натисни главата му дълбоко, за да имаш един конкурент по-малко...

The rules of the Hunger Games are simple. In punishment for the uprising, each of the twelve districts must provide one girl and one boy, called tributes, to participate. The twenty-four tributes will be imprisoned in a vast outdoor arena that could hold anything from a burning desert to a frozen wasteland. Over a period of several weeks, the competitors must fight to the death. The last tribute standing wins.

Before you were born, and were still too tiny for the human eye to see, you won the race for life from among 250 million competitors. And yet, how fast you have forgotten your strength, when your very existence is proof of your greatness.

This law … defines the limits of competition in the community of life. You may compete to the full extent of your capabilities, but you may not hunt down your competitors or destroy their food or deny them access to food. In other words, you may compete but you may not wage war.

The roots of the word “compete” are the Latin con petire, which meant “to seek together.

The poor man's son, whom heaven has in its anger visited with ambition, goes beyong admiration of palaces to envy. He labours all his life to outdo his competitors, only to find the end that the rich are no happier than the poor in the things that really matter.

It’s better to have one huge filing with lots of detail, data, and use cases than a dozen failed filings of five to ten pages each. Minimum filing requirements are not minimum requirements to secure a patent. Who does your patent keep out, and how? Your goal in creating IP is for it to be valuable, to be connected to the company, to be linked to your products or service, and to keep out competitors.

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That’s how you build a first-class operation.

In business, there is nothing more valuable than a technical advantage your competitors don’t understand. In business, as in war, surprise is worth as much as force.

It is a strange thing, isn’t it, to have an educational philosophy that thinks of the other students in the classroom with your child as competitors for the attention of the teacher and not allies in the adventure of learning?

protected businesses never, never become competitive ... Halliburton, Bechtel, Parsons, KPMG, RTI, Blackwater and all other U.S. corporations that were in Iraq to take advantage of the reconstruction were part of a vast protectionist racket whereby the U.S. government had created their markets with war, barred their competitors from even entering the race, then paid them to do the work, while guaranteeing them a profit to boot - all at taxpayer expense.

Of the top 10 sources of innovation, employees are the only resource that you can control and access that your competitors cannot. Employees are the one asset you have that can actually be a sustainable competitive advantage.

Show me an organization in which employees take ownership, and I will show you one that beats its competitors.

It is much easier to be fired for being illogical than it is for being unimaginative. The fatal issue is that logic always gets you to exactly the same place as your competitors.

...It is as though in the middle of a chess tournament one competitor should suddenly begin screaming that the other is guilty of arson or bigamy. The point that is really at issue remains untouched. Libel settles nothing...

Men write more books. Men give more lectures. Men ask more questions after lectures. Men post more e-mail to Internet discussion groups. To say this is due to patriarchy is to beg the question of the behavior's origin. If men control society, why don't they just shut up and enjoy their supposed prerogatives? The answer is obvious when you consider sexual competition: men can't be quiet because that would give other men a chance to show off verbally. Men often bully women into silence, but this is usually to make room for their own verbal display. If men were dominating public language just to maintain patriarchy, that would qualify as a puzzling example of evolutionary altruism—a costly, risky individual act that helps all of one's sexual competitors (other males) as much as oneself. The ocean of male language that confronts modern women in bookstores, television, newspapers, classrooms, parliaments, and businesses does not necessarily come from a male conspiracy to deny women their voice. It may come from an evolutionary history of sexual selection in which the male motivation to talk was vital to their reproduction.

In the interests of separation, Black women have been taught to view each other as always suspect, heartless competitors for the scarce male, the all-important prize that could legitimize our existence. This dehumanizing denial of self is no less lethal than the dehumanization of racism to which it is so closely allied.

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

Market research gives you enough time to learn from your competitors’ mistakes, take inspiration from their strengths, and exploit their weaknesses.

Keep learning more and more about your customers, your competitors, your brand, your target market, and business opportunities.

There is no better tool to bring you closer to your competitors than market research. So, keep your friends close and your competitors even closer with the help of market research.

In an environment of turbulent change, as de Geus famously wrote: “The ability to learn faster than your competitors is the only sustainable competitive advantage.

I’m a competitor. I once placed fifth in a bottle of whiskey.

There comes a time in every race when a competitor meets the real opponent, and understands that it's himself.

Toxic employees pose a much bigger threat to the success of the company than all of the competitors combined.

The trouble with competitors' sycophants is they don't know where to put their tongues. Here's a suggestion: Try behind your teeth. With your mouth shut.

Naturally, the first time Garreth encountered his mate—the one he’d awaited so long—she’d seen him calling his competitors pussies and playing by dirty rules. He was shirtless, well on his way to being drunk, and filthy with blood and mud. He wasn’t even wearing shoes. And it probably appeared as if he’d been about to take part in an orgy.

When human beings give their heartfelt allegiance to and worship that which is not God, they progressively cease to reflect the image of God. One of the primary laws of human life is that you become like what you worship; what’s more, you reflect what you worship not only to the object itself but also outward to the world around. Those who worship money increasingly define themselves in terms of it and increasingly treat other people as creditors, debtors, partners, or customers rather than as human beings. Those who worship sex define themselves in terms of it (their preferences, their practices, their past histories) and increasingly treat other people as actual or potential sex objects. Those who worship power define themselves in terms of it and treat other people as either collaborators, competitors, or pawns. These and many other forms of idolatry combine in a thousand ways, all of them damaging to the image-bearing quality of the people concerned and of those whose lives they touch.

A woman isn't just one thing. The past is in us, constantly changing us. Heartache and failure shift our perspectives as do joy and triumphs. At any moment, on any given day, we can be friends, competitors, or enemies. We can be generous or stingy, loving or petty, helpful or untrustworthy.

But yet let me lament With tears as sovereign as the blood of hearts That thou my brother, my competitor In top of all design, my mate in empire, Friend and companion in the front of war, The arm of mine own body, and the heart Where mine his thoughts did kindle—that our stars Unreconcilable should divide Our equalness to this.

If you're a company, my advice is to remember that you can't have it both ways. You can’t treat your customers like family one moment and then treat them impersonally—or, even worse, as a nuisance or a competitor—a moment later when this becomes more convenient or profitable.

Markets do not automatically generate trust, cooperation or collective action for the common good. Quite the contrary: it is in the nature of economic competition that a participant who breaks the rules will triumph—at least in the short run—over more ethically sensitive competitors.

The U.S. government needs to learn from successful private businesses that run an effective and efficient operation in serving their customers and outwitting their competitors.

The ability to learn faster than your competitors is the only sustainable competitive advantage.

Execution is everything. Even if you start a business with the wrong idea or too many competitors, you can out-execute all the better ideas in the right market.

But don’t be worried about our competitors because they`re never going to send us any money anyway. Let’s be worried about our customers and stay heads-down focused.”15

We pay attention to what our competitors do but it’s not where we put our energy.

This is considered almost holy work by farmers and ranchers. Kill off everything you can't eat. Kill off anything that eats what you eat. Kill off anything that doesn't feed what you eat." "It IS holy work, in Taker culture. The more competitors you destroy, the more humans you can bring into the world, and that makes it just about the holiest work there is. Once you exempt yourself from the law of limited competition, everything in the world except your food and the food of your food becomes an enemy to be exterminated.

Be a life-long learner. Whether you are seeking to achieve peace and harmony, learn a new technology to do your work faster, or design a strategy to blow your competitors out of the water, retraining is a pivotal way to strengthen your knowledge and realize your goals

If you’re not filing patents, but your competitors are, all you have is risk. You’re taking a huge chance that no one else will enter your space and kick you out. That’s the benefit of patents; you don’t have to let everybody in. You can let just a few major players in because you want what they have, or you don’t want to worry about them. Remember, you’re not at the big boys’ lunch table. But if you partner with their competitor, they’ll be worried. Then they’ll want to see if your patent protection is strong or if they can exploit a weakness.

You have to spend a lot of time with your customers and competitors to know what’s going on in their lives. You don’t want to be the last one to know that your customers’ needs have changed and now they want to break up with your brand.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

Economically, men and women almost form two castes; all things being equal, the former have better jobs, higher wages, and greater chances to succeed than their new female competitors; they occupy many more places in industry, in politics, and so forth, and they hold the most important positions.

Today's partners can be your competitors tomorrow. And today's competitors can be your partners tomorrow.

That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors.

Complements from your companion will do you no good, but if you get complements from your competitors it means you are really doing good.

The government enforces a monopoly over the production and distribution of its alleged 'services' and brings violence to bear against would-be competitors. In so doing, it reveals the fraud at the heart of its impudent claims and gives sufficient proof that it is not a genuine protector, but a mere protection racket.

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.

But the player librarians all over the country were raving about most was Marjory Muldauer from Bloomfield Hills, Michigan. A gangly seventh grader, a foot taller than any of her competitors, Marjory Muldauer had memorized the ten categories of the Dewey decimal system before she entered preschool.

If your success is not amazing to your critics, it disturbs, infuriates, and frustrates them, and if they're not careful; may go hang themselves and go to hell.

Intelligence is the ability to solve a problem, to decipher a riddle, to master a set of facts. Judgment is the ability to orbit a problem or a set of facts and see it as it might be seen through other eyes, by observers with different biases, motives, and backgrounds. It is also the ability to take a set of facts and move it in place and time—perhaps to a hearing room or a courtroom, months or years in the future—or to the newsroom of a major publication or the boardroom of a competitor. Intelligence is the ability to collect and report what the documents and witnesses say; judgment is the ability to say what those same facts mean and what effect they will have on other audiences.

We raise girls to see each other as competitors—not for jobs or accomplishments, which in my opinion can be a good thing—but for the attention of men. We teach girls that they cannot be sexual beings in the way boys are. If we have sons, we don’t mind knowing about their girlfriends. But our daughters’ boyfriends? God forbid. (But we of course expect them to bring home the perfect man for marriage when the time is right.)

So you got rid of your astonishment that someone could write so much more dynamically than you. You stopped cherishing your aloneness and poetic differentness to your delicately flat little bosom. You said: she's to good to forget. How about making her a friend and competitor — you could learn alot from her. So you'll try. So maybe she'll laugh in your face. So maybe she'll beat you hollow in the end. So anyhow, you'll try, and maybe, possibly, she can stand you. Here's hoping!

When you're Singapore's leader and your existence depends on performance - extraordinary performance, better than your competitors - when that performance disappears because the system on which it's been based becomes eroded, then you've lost everything... I try to tell the younger generation that and they say the old man is playing the same record, we've heard it all before. I happen to know how we got here and I know how we can unscramble it." - On one freak election result ruining Singapore

Existing political philosophies all developed before evolutionary game theory, so they do not take equilibrium selection into account. Socialism pretends that individuals are not selfish sexual competitors, so it ignores equilibria altogether. Conservatism pretends that there is only one possible equilibrium—a nostalgic version of the status quo—that society could play. Libertarianism ignores the possibility of equilibrium selection at the level of rational social discourse, and assumes that decentralized market dynamics will magically lead to equilibria that yield the highest aggregate social benefits. Far from being a scientific front for a particular set of political views, modern evolutionary psychology makes most standard views look simplistic and unimaginitive.

The struggle for existence never gets easier. However well a species may adapt to its environment, it can never relax, because its competitors and its enemies are also adapting to their niches. Survival is a zero-sum game.

Remember that when a women gets the job you wanted or dates that bloke you fancied or wears a dress you loved but couldn't afford, she hasn't taken anything from you. There is time and space for you to do it too. One of the cleverest things the patriarchy did was make us believe that there is only one tiny sliver of success cake available; that we all have to fight over it; that a woman who tramples on her competitors to chow it down first is somehow 'ruthless' or to borrow a phrase from Apprentice-ese, 'a natural business mind.' This is a scare-mongering lie. There are so many cakes to eat. And if you can't find the slice you want, try baking one. Cake for everyone! Let them eat cake! I've got lost in the metaphor.

The businessman who wishes to gain a market by throttling a superior competitor, the worker who wants a share of his employer's wealth, the artist who envies a rival's higher talent - they're all wishing facts out of existence and destruction is the only means of their wish. If they pursue it, they will not achieve a market, a fortune, or an immortal fame - they will merely destroy production

Here’s Ohga: “At Sony, we assume that all products of our competitors have basically the same technology, price, performance, and features. Design is the only thing that differentiates one product from another in the marketplace.

consumers tend to be more price sensitive if they are purchasing products that are undifferentiated, expensive relative to their incomes, or of a sort where quality is not particularly important to them.

But I didn't. I didn't say anything, if only because I had no idea how to respond to such an overture. If my experience with friends was sparse, what I knew about boys- other than a competitors for grades or class rank- was nonexistent

We cannot do without reality and we cannot do without illusion. Each serves a purpose, each imposes a limit on the influence of the other, and our experience of the world is the artful compromise that these tough competitors negotiate.

Interviews generally involve a smaller group but still help you in collecting detailed information on a subject of your choice.

Defining the time frame helps in finishing the project on time.

We teach females, that in relationships, ‘compromise’ is what women do. We raise girls to see each other as competitors, not for jobs, or for accomplishments — which I think can be a good thing — but for the attention of men. We teach girls that they cannot be sexual beings in the way that boys are.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

Hug your customers but also offer handshake to your competitors.

In a world full of cynics, critics, and competitors, we get to choose instead to be cheerleaders for others.

I just always expect the best because I'm a competitor and if I'm competing, then obviously I'm trying to be better in everything.

A business plan is like a war plan, when you competitors know about it, it's no longer of any use

Big business learned that if you stopped fighting big government, you could profit from it by killing your smaller competitors.

Talent silences your competition; genius deafens them.

When a man takes good care of the woman, she takes care of his competitors.

If the data reveals that your customers are unhappy with your product, then not making a decision to improve your product is a waste of your resources and time spent on learning this.

I profoundly believer, as Grammen's experience over twenty years has shown, that personal gains is not the only possible fuel for free enterprise. Social goals can replace greed as a powerful motivational force. Social-consciousness-driven enterprises can be formidable competitors for the greed-based enterprises. I believe that if we play our cards right, social-consciousness-driven enterprises can do very well in the marketplace.

You can segment your market according to demographics, psychographics, a combination of these two, or something else. In the end, it is all going to depend on your current marketing plan.

He’d use the Tracey money to open a small RenCen office, stand in the lobby, and direct his competitors’ lost clients to his office rather than theirs. There’s no loyalty in this business anyway. Lawyers were a dime a dozen. Look how easily his asshole ex-partners were able to convince his clients to stay with them.

It has happened that a species has tried to live in violation of the Law of Limited Competition. Or rather it has happened one time, in one human culture—ours. That’s what our agricultural revolution is all about. That’s the whole point of totalitarian agriculture: We hunt our competitors down, we destroy their food, and we deny them access to food. That’s what makes it totalitarian.

A BS DETECTION HEURISTIC The heuristic here would be to use education in reverse: hire, conditional on an equal set of skills, the person with the least label-oriented education. It means that the person had to succeed in spite of the credentialization of his competitors and overcome more serious hurdles. In addition, people who didn’t go to Harvard are easier to deal with in real life.

The sample includes who are you planning to study and how many participants will be there for this study as you can’t study everyone. You will be required to further divide them into various groups.

I guess these days this is a politically charged statement, but it seems to me manifestly true: You make nothing alone. Human beings are not mere competitors, and human life is not merely competition. We are collaborators. To be human is to catch the falling person.

Science and religion, then, are competitors in the business of finding out what is true about our universe. In this goal religion has failed miserably, for its tools for discerning “truth” are useless. These areas are incompatible in precisely the same way, and in the same sense, that rationality is incompatible with irrationality.

Here, as so often, the best defense is a good offense. If you can develop technology that’s simply too hard for competitors to duplicate, you don’t need to rely on other defenses. Start by picking a hard problem, and then at every decision point, take the harder choice.

Big Mountains are a completely different world. You can not conquer them, only rise to their height for a short time; & for that they demand a great deal. The struggle is not with the enemy, or a competitor like in sports, but with yourself, with the feelings of weakness & inadequacy. That struggle appeals to me. It is why I became a mountaineer.

Always try to connect your decision-making to some sort of data. If you don’t have data, start a market research project and gain data on that topic. Don’t make any decision just on the basis of your “intuition.

The political enemy need not be morally evil or aesthetically ugly; he need not appear as an economic competitor, and it may even be advantageous to engage with him in business transactions. But he is, nevertheless, the other, the stranger; and it is sufficient for his nature that he is, in a specially intense way, existentially something different and alien, so that in the extreme case conflicts with him are possible. These can neither be decided by a previously determined general norm nor by the judgment of a disinterested and therefore neutral third party.

A sampling plan is all about how you’re planning to gather data for your market research. It is going to include a sample of all those people who can represent your target audience and can also be easily studied.

If you’re segmenting based on gender and your target audience is made up of all the genders, then make sure that people from all the genders form a part of your study. This way, you will get more accurate results.

Most big technology companies are competitor focused. They see what others are doing, and then work to fast follow. In contrast, 90 to 95 percent of what we build in AWS is driven by what customers tell us they want.

The most important thing you have to remember is to always move forward, irrespective of any unexpected obstacles coming your way. You have to make sure that every step is moving you closer towards your research goals.

Whenever I see someone carrying a cup of coffee from a Starbucks competitor, whether it’s an independent coffee shop or a fast-food chain, I take their decision not to come to Starbucks personally. I wonder what I, as Starbucks’ chairman and ceo, might have done to keep them away and what I might do to encourage them to come back or to try us for the first time.

Her (Beverly Powers) face was round and sweet, but her eyes were another matter. Whatever sport she’d played, this woman had been a ferocious competitor. I was profoundly glad I hadn’t been having an affair with her husband.

By the 1980s beauty had come to play in women’s status-seeking the same role as money plays in that of men: a defensive proof to aggressive competitors of womanhood or manhood. Since both value systems are reductive, neither reward is ever enough, and each quickly loses any relationship to real-life values.

Shin’s story of survival is different. His mother beat him, and he viewed her as a competitor for food. His father, who was allowed by guards to sleep with his mother just five nights a year, ignored him. His brother was a stranger.

Might not too much investment in teaching Shelley mean falling behind our economic competitors? But there is no university without humane inquiry, which means that universities and advanced capitalism are fundamentally incompatible. And the political implications of that run far deeper than the question of student fees.

Simons and his team are among the most secretive traders Wall Street has encountered, loath to drop even a hint of how they’d conquered financial markets, lest a competitor seize on any clue. Employees avoid media appearances and steer clear of industry conferences and most public gatherings. Simons once quoted Benjamin, the donkey in Animal Farm , to explain his attitude: “‘God gave me a tail to keep off the flies. But I’d rather have had no tail and no flies.’ That’s kind of the way I feel about publicity.

Running cured almost anything. It eased pain; it exhilarated; it served as penance and validation. It turned lone wolf into a compliment. Running was objective – the stop-watch never lied. Races judged competitors on how long and hard they could run fast, not on a coach’s decision to play favorites with the starting lineup. Running was pure.

With their aggression, intensity, self-absorption, and endless self-promotion, our competitors don’t realize how they jeopardize their own efforts (to say nothing of their sanity). We will challenge the myth of the self-assured genius for whom doubt and introspection is foreign, as well as challenge the myth of pained, tortured artist who must sacrifice his health for his work. Where they are both divorced from reality and divorced from other people, we will be deeply connected, aware, and learning from all of it.

Science’s skeptical core makes it a poor competitor for human hearts and minds, which recoil from its ongoing controversies and prefer the security of seemingly eternal truths. If the scientific approach were just one more interpretation of the cosmos, it would never have amounted to much; but science’s big-time success rests on the fact that it works. If you board an aircraft built according to science – with principles that have survived numerous attempts to prove them wrong – you have a far better chance of reaching your destination than you do in an aircraft constructed by the rules of Vedic astrology.

He'd met other prodigies in mathematical competitions. In fact he'd been thoroughly trounced by competitors who probably spent literally all day practising maths problems and who'd never read a science-fiction book and who would burn out completely before puberty and never amount to anything in their future lives because they'd just practised known techniques instead of learning to think creatively. (Harry was something of a sore loser.)

If you're just going to be like everyone else, why are you even doing this? If you merely replicate competitors, there's no point for your existence. Even if you wind up losing, it's better to go down fighting for what you believe in instead of just imitating others.

But when the leaders choose to make themselves bidders at an auction of popularity, their talents, in the construction of the state, will be of no service. They will become flatterers instead of legislators; the instruments, not the guides, of the people. If any of them should happen to propose a scheme of liberty, soberly limited, and defined with proper qualifications, he will be immediately outbid by his competitors, who will produce something more splendidly popular. Suspicions will be raised of his fidelity to his cause. Moderation will be stigmatized as the virtue of cowards; and compromise as the prudence of traitors; until, in hopes of preserving the credit which may enable him to temper, and moderate, on some occasions, the popular leader is obliged to become active in propagating doctrines, and establishing powers, that will afterwards defeat any sober purpose at which he ultimately might have aimed.

But for most trees, height is all about getting more sun. A forest is an intensely competitive place, and sunlight is a scarce but critical resource. And even when you’re a redwood, the tallest of all tree species, you still have to worry about getting enough sun because you’re in a forest of other redwoods. Often a species’ most important competitor is itself. Thus the redwood is locked in an evolutionary arms race—or in this case, a “height race”—with itself. It grows tall because other redwoods are tall, and if it doesn’t throw most of its effort into growing upward as fast as possible, it will literally wither and die in the shadows of its rivals.

Science and technology are the engines of prosperity. Of course, one is free to ignore science and technology, but only at your peril. The world does not stand still because you are reading a religious text. If you do not master the latest in science and technology, then your competitors will.

She was the quintessential twenty-first-century woman: She could build a high-rise in a Chanel suit and Jimmy Choos, give lessons in multitasking, and freeze the heart of the coldest competitor with a single unblinking gaze over the rim of her ebony-framed reading glasses. But that persona was like a bodysuit that she pulled on at eight in the morning and peeled out of at five in the afternoon.

Inevitably, the manufacturers of processed food argue that they have allowed us to become the people we want to be, fast and busy, no longer slaves to the stove. But in their hands, the salt, sugar, and fat they have used to propel this social transformation are not nutrients as much as weapons—weapons they deploy, certainly, to defeat their competitors but also to keep us coming back for more.

The American bards shall be marked for generosity and affection and for encouraging competitors… . The great poets are also to be known by the absence in them of tricks and by the justification of perfect personal candor… . How beautiful is candor! All faults may be forgiven of him who has perfect candor.

At moments like this, his misanthropy sensitized him to the people packed tight around him, no longer fellow travelers but adversaries, competitors in a slow race. And he could not help himself: he was on the lookout for one of those cheats who edge up on the periphery of vision, moving while pretending not to, cutting in with a sly shuffle, a subtle turn of the shoulder. Burdening others by stealing time.

Progress and success are always relative. When the land was unoccupied by animals, the first amphibian to emerge from the sea could get away with being slow, lumbering, and fish-like, for it had no enemies and no competitors. But if a fish were to take to the land today, it would be gobbled up by a passing fox as surely as a Mongol horde would be wiped out by machine guns. In history and in evolution, progress is always a futile, Sisyphean struggle to stay in the same relative place by getting ever better at things.

I remember how the book talked about the pressure to please and be perfect that every woman falls into and then projects onto her daughter. Nothing is ever good enough. No woman can ever outrun what she has to do. No one can be all things - a mother, a good partner, a lover, as well as a competitor in the workplace.

And then there was that key point in On the Origin of Species. That crucial point that somehow both David and before him Francis Galton had missed. What does Darwin say is the best way of building a strong species, of allowing it to endure into the future, to withstand the blows of Chaos in all her mighty forms—flood, drought, rising sea levels, fluctuating temperatures, invasions of competitors, predators, pests? Variation. Variation in genes, and hence in behavior and physical traits. Homogeneity is a death sentence. To rid a species of its mutants and outliers is to make that species dangerously vulnerable to the elements.

The practice of that which is ethically best—what we call goodness or virtue—involves a course of conduct which, in all respects, is opposed to that which leads to success in the cosmic struggle for existence. In place of ruthless self-assertion it demands self-restraint; in place of thrusting aside, or treading down, all competitors, it requires that the individual shall not merely respect, but shall help his fellows... It repudiates the gladiatorial theory of existence... Laws and moral precepts are directed to the end of curbing the cosmic process.

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

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad. Elon gets hyperrational. He’s still able to make very clear, long-term decisions. The harder it gets, the better he gets. Anyone who saw what he went through firsthand came away with more respect for the guy. I’ve just never seen anything like his ability to take pain.

Markets mean patrons, buyers, consumers. There is under capitalism one way to wealth: to serve the consumers better and cheaper than other people do. But in the shop and factory, the owner—or in the corporations, the representative of the shareholders, the president—is the boss. The mastership is merely apparent and conditional. He is subject to the supremacy of the consumer. The consumer is king—the real boss—and the manufacturer is done for if he does not outstrip his competitors in best serving the consumers. It was this great economic transformation that changed the face of the world.

Today's opponents can be your allies tomorrow. And today's allies can be tomorrow's opponents.

The world is an arena where things represents things. It is a stage where the same thing is seen from different lenses as a different thing.

Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Skills have been de-emphasised in art, as elsewhere in the culture. The atomistic nature of our individuality is made clear in Warhol’s tongue-in-cheek ambition for us each to be ‘famous for fifteen minutes’. We’ve all got to be as creative as one another: to accept that some people will always be exceptional is uncomfortable for us. Instead of seeing great art as an indication of what humanity can achieve, it comes to be seen as an expression of what another being, a potential competitor, has achieved.

To make his way, the Negro must have firm resolve, persistence, tenacity. He must gear himself to hard work all the way. He can never let up. He can never have too much preparation and training. He must be a strong competitor. He must adhere staunchly to the basic principle that anything less than full equality is not enough. If he compromises on that principle his soul is dead.

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

Stripped of the kind of judgments that are at the very heart of the idea of "credit", shot through with bad faith, [the mortgage broker's] work is now predicated on irresponsibility, rooted in the absence of community. Whatever lingering fiduciary consciousness he may have has become a liability, given the general rush to irresponsibility by his competitors. The work cannot sustain him as a human being. Rather, it damages the best part of him, and it becomes imperative to partition work off from the rest of life.

Today's enemies can be your friends tomorrow. And today's friends can be tomorrow's enemies. Today's opponents can be your allies tomorrow. And today's allies can be tomorrow's opponents. Today's partners can be your competitors tomorrow. And today's competitors can be your partners tomorrow. What you reject today, you could accept tomorrow. And what you accept today, you could reject tomorrow.

I would run to rejoin the children. Especially when it was time for the kite-flying contests- where the boys would skilfully try to cut down their competitors' kite strings. It plunges. It was beautiful, and also a bit melancholy for me to see the pretty kites sputter to the ground. Maybe it was because I could see a future that would be cut down just like those kites- simply because I was a girl.

When we play it safe, we sabotage our chance to make our mark in a memorable, authentic way. Health care organizations confront pressures to provide more responsive, personal care with cost efficiency, striving to provide the industry’s “patient-centered care” goal. However, when every hospital system and specialty clinic cautiously claims to provide “patient-centered care”— because all of their competitors claim to provide “patient-centered care”—their claim becomes so safe that they disappear into the din of their competitors’ identical claims.

In my lifelong study of the scores of species of ants to be found in the tropical forests of Dal Hon, I am led to the conviction that all forms of life are engaged in a struggle to survive, and that within each species there exists a range of natural but variable proclivities, of physical condition and of behaviour, which in turn weighs for or against in the battle to survive and procreate. Further, it is my suspicion that in the act of procreation, such traits are passed on. By extension, one can see that ill traits reduce the likelihood of both survival and procreation. On the basis of these notions, I wish to propose to my fellow scholars at this noble gathering a law of survival that pertains to all forms of life. But before I do so, I must add one more caveat, drawn from the undeniable behavioural characteristics of, in my instance of speciality, ants. To whit, success of one form of life more often than not initiates devastating population collapse among competitors, and indeed, sometimes outright extinction. And that such annihilation of rivals may in fact be a defining feature of success. Thus, my colleagues, I wish to propose a mode of operation among all forms of life, which I humbly call-in my four-volume treatise-‘The Betrayal of the Fittest’. Obsessional Scrolls Sixth Day Proceedings Address Of Skavat Gill Unta, Malazan Empire, 1097 Burn's Sleep

In neo-classical economic theory, it is claimed without evidence that people are basically self-seeking, that they want above all the satisfaction of their material desires: what economists call "maximising utility". The ultimate objective of mankind is economic growth, and that is maximized only through raw, and lightly regulated, competition. If the rewards of this system are spread unevenly, that is a necessary price. Others on the planet are to be regarded as either customers, competitors or factors of production. Effects upon the planet itself are mere "externalities" to the model, with no reckoning of the cost - at least for now. Nowhere in this analysis appears factors such as human cooperation, love, trust, compassion or hatred, curiosity or beauty. Nowhere appears the concept of meaning. What cannot be measured is ignored. But the trouble is that once our basic needs for shelter and food have been met, these factors may be the most important of all.

The television commercial has mounted the most serious assault on capitalist ideology since the publication of Das Kapital. To understand why, we must remind ourselves that capitalism, like science and liberal democracy, was an outgrowth of the Enlightenment. Its principal theorists, even its most prosperous practitioners, believed capitalism to be based on the idea that both buyer and seller are sufficiently mature, well informed and reasonable to engage in transactions of mutual self-interest. If greed was taken to be the fuel of the capitalist engine, the surely rationality was the driver. The theory states, in part, that competition in the marketplace requires that the buyer not only knows what is good for him but also what is good. If the seller produces nothing of value, as determined by a rational marketplace, then he loses out. It is the assumption of rationality among buyers that spurs competitors to become winners, and winners to keep on winning. Where it is assumed that a buyer is unable to make rational decisions, laws are passed to invalidate transactions, as, for example, those which prohibit children from making contracts...Of course, the practice of capitalism has its contradictions...But television commercials make hash of it...By substituting images for claims, the pictorial commercial made emotional appeal, not tests of truth, the basis of consumer decisions. The distance between rationality and advertising is now so wide that it is difficult to remember that there once existed a connection between them. Today, on television commercials, propositions are as scarce as unattractive people. The truth or falsity of an advertiser's claim is simply not an issue. A McDonald's commercial, for example, is not a series of testable, logically ordered assertions. It is a drama--a mythology, if you will--of handsome people selling, buying and eating hamburgers, and being driven to near ecstasy by their good fortune. No claim are made, except those the viewer projects onto or infers from the drama. One can like or dislike a television commercial, of course. But one cannot refute it.

Professional investment may be likened to those newspaper competitions in which the competitors have to pick out the six prettiest faces from a hundred photographs, the prize being awarded to the competitor whose choice most nearly corresponds to the average preferences of the competitors as a whole; so that teach competitor has to pick not those faces which he himself finds prettiest, but those which he thinks likeliest to catch the fancy of the other competitors, all of whom are looking at the problem from the same point of view. It is not a case of choosing those which, to the best of one's judgement are really the prettiest, nor even those which average opinion genuinely thinks the prettiest. We have reached the third degree where we devote our intelligences to anticipating what average opinion expects the average opinion to be. And there are some, I believe, who practice the fourth, fifth and higher degrees.

Rudeness is not cool. Defeating tiny guys is not cool. Close-following is not cool. Young is cool. Risk taking is cool. Winning is cool. Polite is cool. Defeating bigger, unsympathetic guys is cool. Inventing is cool. Explorers are cool. Conquerors are not cool. Obsessing over competitors is not cool. Empowering others is cool. Capturing all the value only for the company is not cool. Leadership is cool. Conviction is cool. Straightforwardness is cool. Pandering to the crowd is not cool. Hypocrisy is not cool. Authenticity is cool. Thinking big is cool. The unexpected is cool. Missionaries are cool. Mercenaries are not cool.

Prejudice against other animals arises from socially promulgated beliefs that reflect a speciesist ideology, created to legitimate economic exploitation or elimination of a competitor. Oppressive practices have deep roots in economic and political arrangements. Therefore, for injustices to be addressed effectively, it is not enough to try to change socially acquired prejudice or to focus only on moral change. The structure of the oppressive system itself must be challenged and changed.

If you wanted to control the nation's manufacturing, commerce, finance, transportation and natural resources, you would need only to control the apex, the power pinnacle, of an all-powerful SOCIALIST government. Then you would have a monopoly and could squeeze out all your competitors. If you wanted a national monopoly, you must control a national socialist government. If you want a worldwide monopoly, you must control a world socialist government. That is what the game is all about. "Communism" is not a movement of the downtrodden masses but is a movement created, manipulated and used by power-seeking billionaires in order to gain control over the world ...

It was not for nothing that Adam Smith wrote that “people of the same trade seldom meet together, even for merriment and diversion, but the conversation ends in a conspiracy against the public, or in some contrivance to raise prices.” The romantic notion of politics holds that Big Business is synonymous with capitalism and the archenemy of socialism. In fact, Big Business is reliably against most of what must go into any modern definition of capitalism: free trade, free enterprise, free markets, and the impartial rule of law. Big Business reliably seeks to use the state to seek advantages in trade and to crush smaller (and often more innovative) competitors.

The heroic and often tragic stories of American whalemen were renowned. They sailed the world’s oceans and brought back tales filled with bravery, perseverance, endurance, and survival. They mutinied, murdered, rioted, deserted, drank, sang, spun yarns, scrimshawed, and recorded their musings and observations in journals and letters. They survived boredom, backbreaking work, tempestuous seas, floggings, pirates, putrid food, and unimaginable cold. Enemies preyed on them in times of war, and competitors envied them in times of peace. Many whalemen died from violent encounters with whales and from terrible miscalculations about the unforgiving nature of nature itself. And through it all, whalemen, those “iron men in wooden boats” created a legacy of dramatic, poignant, and at times horrific stories that can still stir our emotions and animate the most primal part of our imaginations. “To produce a mighty book, you must choose a mighty theme,” proclaimed Herman Melville, and the epic story of whaling is one of the mightiest themes in American history.

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

Violence promises us something we all deeply desire, something we genuinely want; violence promises us peace. Violence promises us, that in the end, when the last battle is fought, the last bomb is dropped, and the last enemy is slain, we will have what we always dreamed of – safety, a world without suffering, death or bloodshed; a world at rest. Yet, these are the very things Christ offers with the Kingdom of God. A world where the lamb will lay down with the lion, where swords are beaten into plowshares, where mercy and justice flow down like the waters, where every tear will be wiped away from our eyes, and where there will be no more death or sorrow or crying or pain. Christ and violence seem to offer the same final result, the two being competitors for our allegiance.

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

You’ve probably heard about “first mover advantage”: if you’re the first entrant into a market, you can capture significant market share while competitors scramble to get started. But moving first is a tactic, not a goal. What really matters is generating cash flows in the future, so being the first mover doesn’t do you any good if someone else comes along and unseats you. It’s much better to be the last mover—that is, to make the last great development in a specific market and enjoy years or even decades of monopoly profits. The way to do that is to dominate a small niche and scale up from there, toward your ambitious long-term vision. In this one particular at least, business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else.

It was this intense self-discipline and objectivity that allowed Rockefeller to seize advantage from obstacle after obstacle in his life, during the Civil War, and the panics of 1873, 1907, and 1929. As he once put it: He was inclined to see the opportunity in every disaster. To that we could add: He had the strength to resist temptation or excitement, no matter how seductive, no matter the situation. Within twenty years of that first crisis, Rockefeller would alone control 90 percent of the oil market. His greedy competitors had perished. His nervous colleagues had sold their shares and left the business. His weak-hearted doubters had missed out.

My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants to achieve is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? I will beat my competitors primarily because of? My biggest risk to financial viability is? My biggest technical or engineering risk is? What assumptions do we have that, if proven wrong, would cause this business to fail?  (Tip: include market size in this list) You should be able to look at this list and spot

As Darwin noted, “It is certain that with almost all animals there is a struggle between the males for the possession of the female.” When males of a species battle it out directly, be it through the clashing antlers of deer, the stabbing horns of the stag beetle, the head butting of stalk-eyed flies, or the bloody battles of massive elephant seals, they win access to females by driving off competitors. Selection will favor any trait that promotes such victories so long as the increased chance of getting mates more than offsets any reduced survival. This kind of selection produces armaments: stronger weapons, larger body size, or anything that helps a male win physical contests.

I feel life today is too competitive to be enjoyable. Even if you don't want it to be, life is one intense competition, and how well you fare in it will determine your happiness and success. Most people just want to look like a winner more than they want to be a winner. I detest the competitiveness that permeates the society and how everything revolves around establishing yourself as a unique individual and honing skills that you can advertise in the market place. Contrary to popular belief, competition is not always beneficial. It adds a lot of unwanted frustration and stress. It can be destructive to one's self-esteem. Competition makes us imitate our competitors and we lose our identity in the midst of it. Why does it matter how successful someone else is in comparison to me? To be honest, I don't really care about being successful now. I just want the freedom to do anything I want without having to worry about social standards.

Complainers, like the friend on the phone, who complain endlessly without looking for solutions. Life is a problem that will be hard if not impossible to solve. Cancellers, who take a compliment and spin it: “You look good today” becomes “You mean I looked bad yesterday?” Casualties, who think the world is against them and blame their problems on others. Critics, who judge others for either having a different opinion or not having one, for any choices they’ve made that are different from what the critic would have done. Commanders, who realize their own limits but pressure others to succeed. They’ll say, “You never have time for me,” even though they’re busy as well. Competitors, who compare themselves to others, controlling and manipulating to make themselves or their choices look better. They are in so much pain that they want to bring others down. Often we have to play down our successes around these people because we know they can’t appreciate them. Controllers, who monitor and try to direct how their friends or partners spend time, and with whom, and what choices they make. You can have fun with this list, seeing if you can think of someone to fit each type. But the real point of it is to help you

According to Teleology, each organism is like a rifle bullet fired straight at a mark; according to Darwin, organisms are like grapeshot of which one hits something and the rest fall wide. For the teleologist an organism exists because it was made for the conditions in which it is found; for the Darwinian an organism exists because, out of many of its kind, it is the only one which has been able to persist in the conditions in which it is found. Teleology implies that the organs of every organism are perfect and cannot be improved; the Darwinian theory simply affirms that they work well enough to enable the organism to hold its own against such competitors as it has met with, but admits the possibility of indefinite improvement.

While other tributes that year were hard-pressed to get a handful of grain or some matches for a gift, Finnick never wanted for anything, not food or medicine or weapons. It took about a week for his competitors to realize that he was the one to kill, but it was too late. He was already a good fighter with the spears and knives he had found in the Cornucopia. When he received a silver parachute with a trident – which may be the most expensive gift I’ve ever seen given in the arena – it was all over. District 4’s industry is fishing. He’d been on boats his whole life. The trident was a natural, deadly extension of his arm. He wove a net out of some kind of vine he found, used it to entangle his opponents so he could spear them with the trident, and within a matter of days the crown was his.

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

According to Massimo Maffei from the University of Turin, plants-and that includes trees-are perfectly capable of distinguishing their own roots from the roots of other species and even from the roots of related individuals. But why are trees such social beings? Why do they share food with their own species and sometimes even go so far as to nourish their competitors? The reasons are the same as for human communities: there are advantages to working together. A tree is not a forest. On its own, a tree cannot establish a consistent local climate. It is at the mercy of wind and weather. But together, many trees create an ecosystem that moderates extremes of heat and cold, stores a great deal of water, and generates a great deal of humidity. And in this protected environment, trees can live to be very old. To get to this point, the community must remain intact no matter what. If every tree were looking out only for itself, then quite a few of them would never reach old age. Regular fatalities would result in many large gaps in the tree canopy, which would make it easier for storms to get inside the forest and uproot more trees. The heat of summer would reach teh forest floor and dry it out. Every tree would suffer.

The technology has proven so valuable that SpaceX’s competitors have started to copy it and have tried to poach some of the company’s experts in the field. Blue Origin, Jeff Bezos’s secretive rocket company, has been particularly aggressive, hiring away Ray Miryekta, one of the world’s foremost friction stir welding experts and igniting a major rift with Musk. “Blue Origin does these surgical strikes on specialized talent* offering like double their salaries. I think it’s unnecessary and a bit rude,” Musk said. Within SpaceX, Blue Origin is mockingly referred to as BO and at one point the company created an e-mail filter to detect messages with “blue” and “origin” to block the poaching. The relationship between Musk and Bezos has soured, and they no longer chat about their shared ambition of getting to Mars. “I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.

That was when the Venetians made an important discovery. More money could be made buying and selling salt than producing it. Beginning in 1281, the government paid merchants a subsidy on salt landed in Venice from other areas. As a result, shipping salt to Venice became so profitable that the same merchants could afford to ship other goods at prices that undersold their competitors. Growing fat on the salt subsidy, Venice merchants could afford to send ships to the eastern Mediterranean, where they picked up valuable cargoes of Indian spices and sold them in western Europe at low prices that their non-Venetian competitors could not afford to offer. This meant that the Venetian public was paying extremely high prices for salt, but they did not mind expensive salt if they could dominate the spice trade and be leaders in the grain trade. When grain harvests failed in Italy, the Venetian government would use its salt income to subsidize grain imports from other parts of the Mediterranean and thereby corner the Italian grain market.

However, even before the orgies of neoliberalism it was obvious that capitalism is not socially efficient. Market failures are everywhere, from environmental calamities to the necessity of the state’s funding much socially useful science to the existence of public education and public transportation (not supplied through the market) to the outrageous incidence of poverty and famine in countries that have had capitalism foisted on them.3 All this testifies to a “market failure,” or rather a failure of the capitalist, competitive, profit-driven mode of production, which, far from satisfying social needs, multiplies and aggravates them. This should not be surprising. An economic system premised on two irreconcilable antagonisms—that between worker and supplier-of-capital and that between every supplier-of-capital and every other4—and which is propelled by the structural necessity of exploiting and undermining both one’s employees and one’s competitors in order that ever-greater profits may be squeezed out of the population, is not going to lead to socially harmonious outcomes. Only in the unreal world of standard neoclassical economics, which makes such assumptions as perfect knowledge, perfect capital and labor flexibility, the absence of firms with “market power,” the absence of government, and in general the myth of homo economicus—the person susceptible of no other considerations than those of pure “economic rationality”—is societal harmony going to result.

Use difficulty as a guide not just in selecting the overall aim of your company, but also at decision points along the way. At Via web one of our rules of thumb was run upstairs. Suppose you are a little, nimble guy being chased by a big, fat, bully. You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him. What this meant in practice was that we deliberately sought hard problems. If there were two features we could add to our software, both equally valuable in proportion to their difficulty, we’d always take the harder one. Not just because it was more valuable, but because it was harder. We delighted in forcing bigger, slower competitors to follow us over difficult ground. Like guerillas, startups prefer the difficult terrain of the mountains, where the troops of the central government can’t follow. I can remember times when we were just exhausted after wrestling all day with some horrible technical problem. And I’d be delighted, because something that was hard for us would be impossible for our competitors.

The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.

The Book of Oogenesis In the beginning were the gametes. And though there was sex, lo, there was no gender, and life was in balance. And God said, “Let there be Sperm”: and some seeds did shrivel in size and grow cheap to make, and they did flood the market. And God said, “Let there be Eggs”: and other seeds were afflicted by a plague of Sperm. And yea, few of them bore fruit, for Sperm brought no food for the zygote, and only the largest Eggs could make up the shortfall. And these grew yet larger in the fullness of time. And God put the Eggs into a womb, and said, “Wait here: for thy bulk has made thee unwieldy, and Sperm must seek thee out in thy chambers. Henceforth shalt thou be fertilized internally.” And it was so. And God said to the gametes, “The fruit of thy fusion may abide in any place and take any shape. It may breathe air or water or the sulphurous muck of hydrothermal vents. But do not forget my one commandment unto you, which has not changed from the beginning of time: spread thy genes.” And thus did Sperm and Egg go into the world. And Sperm said, “I am cheap and plentiful, and if sowed abundantly I will surely fulfill God’s plan. I shall forever seek out new mates and then abandon them when they are with child, for there are many wombs and little time.” But Egg said, “Lo, the burden of procreation weighs heavily upon me. I must carry flesh that is but half mine, gestate and feed it even when it leaves my chamber,” for by now many of Egg’s bodies were warm of blood, and furry besides. “I can have but few children, and must devote myself to those, and protect them at every turn. And I will make Sperm help me, for he got me into this. And though he doth struggle at my side, I shall not let him stray, nor lie with my competitors.” And Sperm liked this not. And God smiled, for Its commandment had put Sperm and Egg at war with each other, even unto the day they made themselves obsolete.

At least she was good at archaeology, she mused, even if she was a dismal failure as a woman in Tate’s eyes. “She’s been broody ever since we got here,” Leta said with pursed lips as she glanced from Tate to Cecily. “You two had a blowup, huh?” she asked, pretending innocence. Tate drew in a short breath. “She poured crab bisque on me in front of television cameras.” Cecily drew herself up to her full height. “Pity it wasn’t flaming shish kebab!” she returned fiercely. Leta moved between them. “The Sioux wars are over,” she announced. “That’s what you think,” Cecily muttered, glaring around her at the tall man. Tate’s dark eyes began to twinkle. He’d missed her in his life. Even in a temper, she was refreshing, invigorating. She averted her eyes to the large grass circle outlined by thick corded string. All around it were make-shift shelters on poles, some with canvas tops, with bales of hay to make seats for spectators. The first competition of the day was over and the winners were being announced. A woman-only dance came next, and Leta grimaced as she glanced from one warring face to the other. If she left, there was no telling what might happen. “That’s me,” she said reluctantly, adjusting the number on her back. “Got to run. Wish me luck.” “You know I do,” Cecily said, smiling at her. “Don’t disgrace us,” Tate added with laughter in his eyes. Leta made a face at him, but smiled. “No fighting,” she said, shaking a finger at them as she went to join the other competitors. Tate’s granitelike face had softened as he watched his mother. Whatever his faults, he was a good son.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

A wealth of research confirms the importance of face-to-face contact. One experiment performed by two researchers at the University of Michigan challenged groups of six students to play a game in which everyone could earn money by cooperating. One set of groups met for ten minutes face-to-face to discuss strategy before playing. Another set of groups had thirty minutes for electronic interaction. The groups that met in person cooperated well and earned more money. The groups that had only connected electronically fell apart, as members put their personal gains ahead of the group’s needs. This finding resonates well with many other experiments, which have shown that face-to-face contact leads to more trust, generosity, and cooperation than any other sort of interaction. The very first experiment in social psychology was conducted by a University of Indiana psychologist who was also an avid bicyclist. He noted that “racing men” believe that “the value of a pace,” or competitor, shaves twenty to thirty seconds off the time of a mile. To rigorously test the value of human proximity, he got forty children to compete at spinning fishing reels to pull a cable. In all cases, the kids were supposed to go as fast as they could, but most of them, especially the slower ones, were much quicker when they were paired with another child. Modern statistical evidence finds that young professionals today work longer hours if they live in a metropolitan area with plenty of competitors in their own occupational niche. Supermarket checkouts provide a particularly striking example of the power of proximity. As anyone who has been to a grocery store knows, checkout clerks differ wildly in their speed and competence. In one major chain, clerks with differing abilities are more or less randomly shuffled across shifts, which enabled two economists to look at the impact of productive peers. It turns out that the productivity of average clerks rises substantially when there is a star clerk working on their shift, and those same average clerks get worse when their shift is filled with below-average clerks. Statistical evidence also suggests that electronic interactions and face-to-face interactions support one another; in the language of economics, they’re complements rather than substitutes. Telephone calls are disproportionately made among people who are geographically close, presumably because face-to-face relationships increase the demand for talking over the phone. And when countries become more urban, they engage in more electronic communications.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.