Completed 4 Years In A Company Quotes

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

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

One by one, the sharers in this mortal damage have borne its burden out of the present world: Uncle Andrew, Grandpa Catlett, Grandma, Momma-pie, Aunt Judith, my father, and many more. At times perhaps I could wish them merely oblivious, and the whole groaning and travailing world at rest in their oblivion. But how can I deny that in my belief they are risen? I imagine the dead waking, dazed, into a shadowless light in which they know themselves altogether for the first time. It is a light that is merciless until they can accept its mercy; by it they are at once condemned and redeemed. It is Hell until it is Heaven. Seeing themselves in that light, if they are willing, they see how far they have failed the only justice of loving one another; it punishes them by their own judgment. And yet, in suffering that light’s awful clarity, in seeing themselves within it, they see its forgiveness and its beauty, and are consoled. In it they are loved completely, even as they have been, and so are changed into what they could not have been but what, if they could have imagined it, they would have wished to be. That light can come into this world only as love, and love can enter only by suffering. Not enough light has ever reached us here among the shadows, and yet I think it has never been entirely absent. Remembering, I suppose, the best days of my childhood, I used to think I wanted most of all to be happy—by which I meant to be here and to be undistracted. If I were here and undistracted, I thought, I would be at home. But now I have been here a fair amount of time, and slowly I have learned that my true home is not just this place but is also that company of immortals with whom I have lived here day by day. I live in their love, and I know something of the cost. Sometimes in the darkness of my own shadow I know that I could not see at all were it not for this old injury of love and grief, this little flickering lamp that I have watched beside for all these years.

Their owners returned to Philadelphia each fall, leaving the resort a ghost town. Samuel Richards realized that mass-oriented facilities had to be developed before Atlantic City could become a major resort and a permanent community. From Richards’ perspective, more working-class visitors from Philadelphia were needed to spur growth. These visitors would only come if railroad fares cost less. For several years Samuel Richards tried, without success, to sell his ideas to the other shareholders of the Camden-Atlantic Railroad. He believed that greater profits could be made by reducing fares, which would increase the volume of patrons. A majority of the board of directors disagreed. Finally in 1875, Richards lost patience with his fellow directors. Together with three allies, Richards resigned from the board of directors of the Camden-Atlantic Railroad and formed a second railway company of his own. Richards’ railroad was to be an efficient and cheaper narrow gauge line. The roadbed for the narrow gauge was easier to build than that of the first railroad. It had a 3½-foot gauge instead of the standard 4 feet 8½ inches, so labor and material would cost less. The prospect of a second railroad into Atlantic City divided the town. Jonathan Pitney had died six years earlier, but his dream of an exclusive watering hole persisted. Many didn’t want to see the type of development that Samuel Richards was encouraging, nor did they want to rub elbows with the working class of Philadelphia. A heated debate raged for months. Most of the residents were content with their island remaining a sleepy little beach village and wanted nothing to do with Philadelphia’s blue-collar tourists. But their opinions were irrelevant to Samuel Richards. As he had done 24 years earlier, Richards went to the state legislature and obtained another railroad charter. The Philadelphia-Atlantic City Railway Company was chartered in March 1876. The directors of the Camden-Atlantic were bitter at the loss of their monopoly and put every possible obstacle in Richards’ path. When he began construction in April 1877—simultaneously from both ends—the Camden-Atlantic directors refused to allow the construction machinery to be transported over its tracks or its cars to be used for shipment of supplies. The Baldwin Locomotive Works was forced to send its construction engine by water, around Cape May and up the seacoast; railroad ties were brought in by ships from Baltimore. Richards permitted nothing to stand in his way. He was determined to have his train running that summer. Construction was at a fever pitch, with crews of laborers working double shifts seven days a week. Fifty-four miles of railroad were completed in just 90 days. With the exception of rail lines built during a war, there had never been a railroad constructed at such speed. The first train of the Philadelphia-Atlantic City Railway Company arrived in the resort on July 7, 1877. Prior to Richards’ railroad,

Global Talent Visa programs around the world: Opportunities similar to Australia's Global Talent Visa Many countries have created programs like Australia's Global Talent Visa as they compete for the best talent to drive economic growth and innovation. These initiatives seek to attract highly skilled workers from a range of industries and provide them with opportunities to live and work in a foreign country. This blog will explore a number of nations with comparable visa policies and highlight their distinctive features, benefits and application procedures if you are considering opportunities outside of Australia. 1. United Kingdom: Global Talent Visa People who have been recognized as leaders or have the potential to be leaders in disciplines like science, engineering, the humanities, medicine, digital technology, and the arts are eligible for the UK Global Talent Visa. Compared to other visa categories, this one has less limits on the successful applicant's ability to live and work in the UK. Key Features: Endorsement required: Applicants must secure endorsement from a recognized body in their field such as UK Research and Innovation or the Royal Society. Flexible work options: Visa holders can work for themselves, start a business or work for any employer in the UK. Processing Path: After three years (or two years for exceptional talent), visa holders can apply for indefinite leave to remain leading to permanent residence. Application process: Get support: Gather evidence of your achievements and submit your application to the approving body. Submitting your visa application: Once confirmed, complete your visa application online and provide the necessary documentation. 2. Canada: Global Talent Stream The Global Talent Stream is part of Canada's Temporary Foreign Worker Program, which aims to attract highly skilled talent in specific occupations. This program is especially beneficial for technology companies that want to hire specialized workers quickly. Key Features: Two categories: Category A: For employers who have been referred by a Designated Partner and are hiring unique talent. Category B: For employers looking to fill positions in high-demand occupations on Canada's Global Talent Occupations List. Expedited processing: Applications are processed within two weeks, making it an attractive option for businesses. Application process: Employer application: Employers must apply for a labor market benefits plan and demonstrate that they need a foreign worker. Worker Application: Once approved, the foreign worker can apply for a work permit. 3. United States of America: Employment-Based Immigration (EB-2 and EB-1 Visas) In the US, the EB-2 and EB-1 visas are for highly skilled individuals. The EB-1 visa is for individuals with exceptional ability, while the EB-2 is for individuals with advanced education or exceptional ability. Key Features: EB-1 Visa: Does not require a job offer, allows self-petition for individuals with exceptional ability in their field. EB-2 Visa: Requires a job offer, but individuals with exceptional ability can apply for a National Interest Waiver (NIW), which allows them to submit their own application. Permanent Residency: Both types of visas provide a pathway to permanent residence in the US. Application process: Eligibility Determination: Assess which visa category you are eligible for based on your qualifications and achievements. File Petition: Submit Form I-140 for EB-1 or EB-2, including supporting documentation. Apply for adjustment of status: If you are already in the US, you can apply for adjustment of status to become a permanent resident. 4. Germany: EU Blue Card The German EU Blue Card is designed to attract highly skilled workers from countries outside the European Union. This program aims to fill labor shortages in specific sectors and provides an attractive option for professionals who want to work in Germany.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

We don’t simply have a problem when it comes to the amount of tax collected. We have a huge problem when it comes to the way we collect taxes. Take corporate taxes as an example. We impose taxes at the second highest rate in the rich world (35%), yet the corporate tax code is riddled with incentives, subsidies, exemptions, and loopholes.13 The result is crazy. We give firms a huge disincentive to earn money at home (because our basic tax rate is so high), while giving them huge incentives to play the system. And remember: the United States boasts some of the world’s most innovative and entrepreneurial companies. If we give those guys an incentive to find ways around our tax code, they’ll turn out to be world-beaters. World-beaters like General Electric, for example.14 GE earned $14.2 billion of profit in 2010, of which $5.1 billion was generated in the US. I’m guessing that you earned less than $5 billion that year, but I’m damn sure you had a more painful settlement with the taxman. In 2010, GE’s net corporation tax obligation to the US government was sub-zero. The firm actually derived a net benefit from the government. In the five years to 2010, GE accumulated $26 billion in American profits and booked a net benefit of $4.1 billion from the IRS. That’s completely insane. You don’t, however, need to be GE to outperform in this way. Big Oil can play the same game to almost equal effect. According to a Citizens for Tax Justice report out in 2011, ‘Over the past two years, Exxon Mobil reported $9,910 million in pretax US profits. But it enjoyed so many tax subsidies that its federal income tax bill was only $39 million‌—‌a tax rate of only 0.4%.’15

Have you been crying?” She glanced away. “I’m sorry. I had one of those days.” He put his thumb and forefinger on her chin and pulled her eyes back to his. “What’s up?” he asked softly. “Need to talk about it?” “No,” she said, shaking her head. “I know you don’t want to—” “It’s okay. What made you cry? Homesick? Lonesome?” She took a deep breath. “It was a year ago today. Snuck up on me, I guess.” “Ah,” he said. He put his big arms around her. “That would make some tears, I guess. I’m sorry, Marcie. I’m sure it still hurts sometimes.” “That’s just it—it doesn’t exactly hurt. It’s just that I feel so useless.” She leaned against him. “Sometimes I feel all alone. I have lots of people in my life and can still feel so alone without Bobby.” She laughed softly. “And God knows, he wasn’t much company.” He tightened his embrace. “I think I understand.” Yeah, she thought, he might. Here was a guy who was around people regularly, yet completely unconnected to them. She pulled away and asked, “Why did you do this?” “I thought I could clean up a little and take you somewhere.” “Wait. You didn’t think I needed you to do this for me, did you? Because of Erin?” He laughed, and she could actually see the emotion on his face, given the absence of wild beard. “Actually, if you’d asked me to, I probably wouldn’t have. You really think you can match me for stubborn? Probably not. I kept the beard because of the scar,” he said, leaning his left cheek toward her. “That, and maybe a bit of attitude of who cares?” She gently fingered the beard apart to reveal a barely noticeable scar. “It’s hardly there at all. Ian, it’s only a thin line. You don’t have to cover it. You’re not disfigured.” She smiled at him. “You’re handsome.” “Memories from the scar, probably. Anyway, tonight is the truckers’ Christmas parade. A bunch of eighteen-wheelers in the area dress up their rigs and parade down the freeway. I see it every year—fantastic. You think you’re up to it? With it being that anniversary?” “Maybe it’s a good idea,” she said. “Getting out, changing the mood.” “We’ll eat out and—” “What’s all this?” she asked, looking at the bags and boxes. “Snow’s forecast. It’s just what you do up here. Be ready. But this time I got some different things, in case you’re sick of stew. And I never do this—but you’re a girl, so I bought some fresh greens. And fresh eggs. Just enough to last a couple of days. No fridge; and they’ll freeze if we leave ’em in the shed.” “Ian, what about the bathroom? What will we do about the bathroom if there’s a heavy snow?” He laughed at her. “No problem. We’ll tromp out there fine—but I’ll shovel a path. And I’ll plow out to the road, but it’s slow going and if the snow keeps coming, it’s going to be even slower.” “Wow. Is it safe to leave tonight? For the parade? Will we get back in?” “We don’t have blizzards, Marcie. Snow falls slow, but steady. Now, I’m thinking bath day. How about you?” She put her hands on her hips and looked up at him with a glare. “All right, be very careful here. I’ve had my bath. And a hair wash. I’m wearing makeup, Ian. Jesus. You wanna try to clean me up?” His eyes grew large for a moment. Then he said. “Bath day for me, I meant. I knew. You look great.” His thumb ran along her cheek under one eye. “Just a couple of tear marks, but you can take care of that. Let me put this stuff away and get my water ready. You have something to read? Or are you looking for the thrill of your life?” “I have something to read,” she said. And, she thought, at the end of the day, they all turn out to be just men. *

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

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In his 1920 report, Ivar was arguing that the syndicate should abandon the traditional approach to book value. His reasoning was persuasive: if you know land is now worth 15,000 dollars, why would you continue to record its value at 10,000 dollars? The same was true of other investments. If the actual value of an investment increased, why shouldn’t the recorded value of that investment also increase? Thus, as Ivar argued, it was “completely justifiable to increase the book values.” He was simply marking those values to market. For example, the syndicate had purchased shares of one company for just over 4.4 million kronor. Ivar argued that those shares had increased in value to 6.8 million kronor. Why show the investment as worth just 4.4 million, when everyone knew it was worth 50 percent more? Ivar didn’t wait for Rydbeck or the syndicate members to endorse his “mark to market” reasoning. Instead, he simply increased the recorded, or “marked,” value of these shares to reflect the gains. A year later, he again increased the marked value of the same investment to 11.4 million kronor.9 Once more, he argued, the value of the investment had gone up, so the financial statements should show that.

I believe the technological industry is switching in a different direction that one may think in the Metaverse. Why spend trillions of dollars on big data when it is becoming more useless? We need dynamic content to create a boom in the tech industry for the next millennium. Why hire someone with a 4 year degree from college for a career in database administration when companies can't afford to pay 100k a year? We can manage it quite fine in google sheets or excel. The utilization of AI will then completely defeat the purpose of Data As A Service when a program can dynamically build hash objects in random access memory by simply using a small script like (via switch) while creating a [5th XYZ Stargate] just like the Diablo version, but with a smaller seed. You could then store those objects for the blockchain Inna virtualized file container ;)." - Jonathan Roy Mckinney

I define that the tech industry switches in all directions contrary to what people believe as the norm for the new Metaverse. Why spend trillions of dollars on big data when it is becoming more useless? We need dynamic content to create a boom in the tech industry for the next millennium. Why hire someone with a 4 year college degree for a career in database administration when companies can't afford to pay 100k a year? We can manage information stores perfectly fine with google sheets or microsoft excel. I thought that utilizing AI would completely switch off problematics in relationship to Data As A Service when programs are dynamically building hash tables for objects in random access memory, storing them as blockchains Inna virtualized file container ;)." - Jonathan Roy Mckinney

I believe the technology industry is going in a different direction in which one may think about the Metaverse. Why spend trillions of dollars on big data when big data is becoming more useless? We need dynamic content to create a boom in the tech industry for the next millennium. Why hire someone with a 4 year degree in college for a career in database administration when companies can't afford to pay 100k a year? We can manage that quite fine in Google sheets or excel. The creation of AI would then completely defeat the purpose of data as a service when a program can dynamically build meta searcheable objects in random access memory and store them Inna virtualized file container ;)." - Jonathan Roy Mckinney

Morning, July 3 "The ill favored and leanfleshed kine did eat up the seven wellfavored and fat kine." Genesis 41:4 Pharaoh's dream has too often been my waking experience. My days of sloth have ruinously destroyed all that I had achieved in times of zealous industry; my seasons of coldness have frozen all the genial glow of my periods of fervency and enthusiasm; and my fits of worldliness have thrown me back from my advances in the divine life. I had need to beware of lean prayers, lean praises, lean duties, and lean experiences, for these will eat up the fat of my comfort and peace. If I neglect prayer for never so short a time, I lose all the spirituality to which I had attained; if I draw no fresh supplies from heaven, the old corn in my granary is soon consumed by the famine which rages in my soul. When the caterpillars of indifference, the cankerworms of worldliness, and the palmerworms of self-indulgence, lay my heart completely desolate, and make my soul to languish, all my former fruitfulness and growth in grace avails me nothing whatever. How anxious should I be to have no lean-fleshed days, no ill-favored hours! If every day I journeyed towards the goal of my desires I should soon reach it, but backsliding leaves me still far off from the prize of my high calling, and robs me of the advances which I had so laboriously made. The only way in which all my days can be as the "fat kine," is to feed them in the right meadow, to spend them with the Lord, in His service, in His company, in His fear, and in His way. Why should not every year be richer than the past, in love, and usefulness, and joy?--I am nearer the celestial hills, I have had more experience of my Lord, and should be more like Him. O Lord, keep far from me the curse of leanness of soul; let me not have to cry, "My leanness, my leanness, woe unto me!" but may I be well-fed and nourished in thy house, that I may praise thy name.

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