Completing 10 Years In Company Quotes

What in essence happened under the Treuhand was a complete transfer without compensation of property and assets accumulated over forty years through hard work and effort by GDR citizens, as well as the land they owned (which in the GDR had no monetary value as such) to, in the main, West German owners. This transfer of a country's assets — unprecedented anywhere in the world during peacetime — amounted to billions of Euros: a robbing of ordinary people for the enrichment of a few. Of those companies and individuals who bought GDR property, 80 per cent were West Germans, only 10 per cent were from other countries, and a mere 5 per cent went to GDR citizens.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Xerox’s venture capital division wanted to be part of the second round of Apple financing during the summer of 1979. Jobs made an offer: “I will let you invest a million dollars in Apple if you will open the kimono at PARC.” Xerox accepted. It agreed to show Apple its new technology and in return got to buy 100,000 shares at about $10 each. By the time Apple went public a year later, Xerox’s $1 million worth of shares were worth $17.6 million. But Apple got the better end of the bargain. Jobs and his colleagues went to see Xerox PARC’s technology in December 1979 and, when Jobs realized he hadn’t been shown enough, got an even fuller demonstration a few days later. Larry Tesler was one of the Xerox scientists called upon to do the briefings, and he was thrilled to show off the work that his bosses back east had never seemed to appreciate. But the other briefer, Adele Goldberg, was appalled that her company seemed willing to give away its crown jewels. “It was incredibly stupid, completely nuts, and I fought to prevent giving Jobs much of anything,” she recalled.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

companies making products exhibiting “infinite variability” — experiences that maintain user interest by sustaining variability with use. For example, games played to completion offer finite variability while those played with others people have higher degrees of infinite variability because the players themselves alter the game-play throughout. World of Warcraft, the world's most popular massively multiplayer online role-playing game, still captures the attention of more than 10 million active users eight years after its first release.

This is one of the most profoundly serious decisions we can make. Program a machine that can foreseeably lead to someone’s death,” Lin said. “When we make programming decisions, we expect those to be as right as we can be.” What right looks like may differ from company to company, but according to Lin, automakers have a duty to show that they have wrestled with these complex questions — and publicly reveal the answers they reach. Lin said he has discussed the ethics of driverless cars with Google, as well as automakers including Tesla, Nissan and BMW. As far as he knows, only BMW has formed an internal group to study the issue. Many automakers remain skeptical that cars will operate completely without drivers, at least not in the next five or 10 years. Uwe Higgen, head of BMW’s group technology office in Silicon Valley, said the automaker has brought together specialists in technology, ethics, social impact, and the law to discuss a range of issues related to cars that do ever-more driving instead of people.

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.

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

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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.

Star businesses needn’t be anything to do with technology. Only one of my five stars is a technology venture. The longest-running star business is surely the Coca-Cola Company, incorporated in 1888 and a consistent star business until the 1990s. For over a century, despite two world wars, the stock market crash of 1929 and the ensuing Great Depression, Coca-Cola remained a star. The global market for cola increased on trend by more than 10 per cent every year and Coke remained the dominant player in that market. The value of the company increased with remarkable consistency, even bucking the trend and rising from 1929 to 1945.The company used World War Two to its immense advantage. After Pearl Harbor, Coke boss Robert Woodruff pledged to ‘see that every man in uniform gets a bottle of Coca-Cola for five cents, wherever he is and whatever it costs our company’. The US administration exempted Coca-Cola that was sold to the military from all sugar rationing. The US Army gave Coke employees installing plants behind the front lines the pseudo-military status of ‘technical observers’. These ‘Coca-Cola Colonels’ were exempt from the draft but actually wore Army uniforms and carried military rank according to their company salaries. General Eisenhower, a self-confessed Coke addict, cabled urgently from North Africa on 29 June, 1943: ‘On early convoy request shipment three million bottled Coca-Cola (filled) and complete equipment for bottling, washing, capping same quantity twice monthly . . .’2 Coke became familiar throughout Europe during the war and continued its remarkably cosy arrangement with the US military in Germany and Japan during the postwar occupation. From the 1950s, Coke rode the wave of internationalisation. Roberto Goizueta, the CEO from 1980 to 1997, created more wealth for shareholders than any other CEO in history. He became the first CEO who was not a founder to become a billionaire. The business now rates a value of $104 billion.

It is difficult and stressful due to the goals we have in our organisations; to experience higher yields and eventual capital growth in years to come, which were almost completely wiped out due to more than 10 years setbacks

How crypto mining is impacting enviorment? Crypto mining is the backbone of Proof-of-Work cryptocurrencies since miners handle all the transactions and the inclusion of new crypto coins in the network. If a network does not have a diverse mining network, it is prone to both malicious attacks and network halts. Since Bitcoin is highly correlated with the whole market, Bitcoin mining is the backbone of all cryptocurrencies. Many companies and mining rigs worldwide handle Bitcoin mining, and even individuals like you and I can perform mining with proper equipment. Bitcoin mining is a lucrative responsibility with high returns, but the mining community is recently facing a severe backlash because mining is hazardous to the environment. Bitcoin mining - a brief introduction Bitcoin mining is actually a bunch of codes trying to solve complex mathematical problems with the help of a machine's computation power. The complexity of these problems has been algorithmically set in a way that it would take around ten minutes to solve each problem, and hence every transaction takes around ten minutes to complete. The problem's complexity is increased if the time taken is less than 10 minutes and vice versa. Since its inception, when Bitcoin mining was as easy as mining on a 16-bit laptop, the field is getting cut-throat day by day, with millions of miners using high-tech ASIC mining machines costing around INR 1.5 lakhs a piece. Since there are a lot of miners, the program, which is set to release every transaction at around 10 minutes, has to exponentially increase its complexity which means high power-consuming machines with exceedingly high carbon emissions. How bad is it, really? An estimate by Digicomist, a crypto analyst website, said that Bitcoin mining consumes around 130 Terrawatt-hours of energy based on the estimates measured on July 9, 2022. These figures point out that a Bitcoin transaction takes 1455 Kilowatts of electricity, the amount of energy an average American household consumes in 49.5 days. Data by Cambridge Bitcoin Electric Consumption Index (CBECI) estimates that Bitcoin takes 0.36% of global electricity consumption. This data means that if Bitcoin were a country, it would be the 36th biggest country in terms of electricity consumption, ahead of Finland and Belgium. The above comparison is in accordance with the latest country energy data by the US. The second largest cryptocurrency, Ethereum, consumes 62.77 Terrawatt-hours of electricity per year which is comparable to Switzerland's yearly electric consumption. If the above data might not sound alarming, due to the inconsistencies of mining rigs, a massive chunk of electricity consumed is concentrated in countries with low electricity costs like Kazakhstan. The local flora and fauna of the region are duly hurting due to crypto mining, which will consume more electricity with the advancement of mining hardware. Bitcoin mining in the US alone is creating an estimated 40 Billion pounds of carbon emissions. There are several incidents of Bitcoin mining damaging the environment; one of the examples is Greenidge generation, a former coal power plant that then switched to natural gas. When Greenidge started mining Bitcoin, it used to draw water from a nearby lake in Dresden, New York, which increased the lake's temperature by around 50°F, endangering the fauna of the lake and its nearby region. After China's recent crackdown on cryptocurrency and mining, many rigs moved to Kazakhstan, a cost-effective alternative but the implications on Kazakhstan were higher. Many reports have come out of the country regarding constant blackouts due to the high power consumption of crypto miners. Kazakhstan, a country that mainly relies on fossil for its energy, does not have enough electricity to cater to the needs of both miners and its civilians.

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.

This is in contrast with companies making products exhibiting infinite variability—experiences that maintain user interest by sustaining variability with use. For example, games played to completion offer finite variability, while those played with other people have higher degrees of infinite variability because the players themselves alter the gameplay throughout. World of Warcraft, the world’s most popular massively multiplayer online role-playing game, still captures the attention of more than 10 million active users eight years after its release.31 FarmVille is played mostly in solitude, but World of Warcraft is frequently played with teams; it is the hard-to-predict behavior of other people that keeps the game interesting.