Corporate Protocol Quotes

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Looking into the VAX, West had imagined he saw a diagram of DEC’s corporate organization. He felt that VAX was too complicated. He did not like, for instance, the system by which various parts of the machine communicated with each other; for his taste, there was too much protocol involved. He decided that VAX embodied flaws in DEC’s corporate organization. The machine expressed that phenomenally successful company’s cautious, bureaucratic style. Was this true? West said it didn’t matter, it was a useful theory.
Tracy Kidder (The Soul of A New Machine)
Looking into the VAX, West had imagined he saw a diagram of DEC’s corporate organization. He felt that VAX was too complicated. He did not like, for instance, the system by which various parts of the machine communicated with each other; for his taste, there was too much protocol involved. He decided that VAX embodied flaws in DEC’s corporate organization.
Tracy Kidder (The Soul of A New Machine)
The physical structure of the Internet presents a suggestive story about the concentration of power - it contains "backbones" and "hubs" - but power on the Internet is not spatial but informational; power inheres in protocol. The techno-libertarian utopianism associated with the Internet, in the gee-whiz articulations of the Wired crowd, is grounded in an assumption that the novelty of governance by computer protocols precludes control by corporation or state. But those entities merely needed to understand the residence of power in protocol and to craft political and technical strategies to exert it. In 2006, U.S. telecommunications providers sought to impose differential pricing on the provision of Internet services. The coalition of diverse political interests that formed in opposition - to preserve "Net Neutrality" - demonstrated a widespread awareness that control over the Net's architecture is control of its politics.
Samir Chopra (Decoding Liberation: The Promise of Free and Open Source Software (Routledge Studies in New Media and Cyberculture))
Like any place in Reality, the Street is subject to development. Developers can build their own small streets feeding off of the main one. They can build buildings, parks, signs, as well as things that do not exist in Reality, such as vast hovering overhead light shows, special neighborhoods where the rules of three-dimensional spacetime are ignored, and free-combat zones where people can go to hunt and kill each other. The only difference is that since the Street does not really exist -- it's just a computer-graphics protocol written down on a piece of paper somewhere -- none of these things is being physically built. They are, rather, pieces of software, made available to the public over the worldwide fiber-optics network. When Hiro goes into the Metaverse and looks down the Street and sees buildings and electric signs stretching off into the darkness, disappearing over the curve of the globe, he is actually staring at the graphic representations -- the user interfaces -- of a myriad different pieces of software that have been engineered by major corporations. In order to place these things on the Street, they have had to get approval from the Global Multimedia Protocol Group, have had to buy frontage on the Street, get zoning approval, obtain permits, bribe inspectors, the whole bit. The money these corporations pay to build things on the Street all goes into a trust fund owned and operated by the GMPG, which pays for developing and expanding the machinery that enables the Street to exist. Hiro has a house in a neighborhood just off the busiest part of the Street. it is a very old neighborhood by Street standards. About ten years ago, when the Street protocol was first written, Hiro and some of his buddies pooled their money and bought one of the first development licenses, created a little neighborhood of hackers. At the time, it was just a little patchwork of light amid a vast blackness. Back then, the Street was just a necklace of streetlights around a black ball in space. Since then, the neighborhood hasn't changed much, but the Street has. By getting in on it early, Hiro's buddies got a head start on the whole business. Some of them even got very rich off of it. That's why Hiro has a nice big house in the Metaverse but has to share a 20-by- 30 in Reality. Real estate acumen does not always extend across universes.
Neal Stephenson (Snow Crash)
After the Kyoto Protocol was signed in 1997, multinational corporations began to leave the GCC. They thought that in the wake of Kyoto they would have to accommodate themselves to a carbon-constrained world and they were becoming increasingly uncomfortable with the GCC’s “slash and burn” tactics. In 2002 the GCC became dormant, but only after spending tens of millions of dollars attacking climate science and policy.
Dale Jamieson (Reason in a Dark Time: Why the Struggle Against Climate Change Failed -- and What It Means for Our Future)
credit corporative, wrote a conciliation protocol, and made a settlement (accepted case). These are good examples of protective measures on the protection of public interest
At the turn of the twentieth into the twenty-first century, Almack’s like clubs exist in forums such as Davos[8], Cannes[9] and the Allen & Company Sun Valley Conference[10]. Of course, gatherings in the twenty-first century such as the Davos one are meant for the rich and powerful to collectively strategize on how the world growth engine can be kept going full throttle so that their personal fortunes and status can keep increasing. But attend one and it is obvious that rules of etiquette and protocol have to be observed to fit in and be accepted. God help you if you don’t know how to swirl your cognac, delicately sniff at the goblet and pretend you know the vintage. A worse gaffe would be picking up the wrong fork at a sit-down dinner.
Lata Subramanian (A Dance with the Corporate Ton: Reflections of a Worker Ant)
An often-overlooked reality is that most leaders of major corporations grew up in a world without the Internet. Their dreams were capped by the realities of the post–Industrial Revolution. Hence, their outlook on the world today and the ensuing protocols of major corporations is riddled with bureaucracy and the path most taken. This affects how big companies build their culture, make hiring decisions, and plan their futures.
Matt Britton (YouthNation: Building Remarkable Brands in a Youth-Driven Culture)
a blog titled, “Fat Protocols.” Monegro’s thesis is as follows: The Web is supported by protocols like the transmission control protocol/Internet protocol (TCP/IP), the hypertext transfer protocol (HTTP), and simple mail transfer protocol (SMTP), all of which have become standards for routing information around the Internet. However, these protocols are commoditized, in that while they form the backbone of our Internet, they are poorly monetized. Instead, what is monetized is the applications on top of the protocols. These applications have turned into mega-corporations, such as Facebook and Amazon, which rely on the base protocols of the Web and yet capture the vast majority of the value.
Chris Burniske (Cryptoassets: The Innovative Investor's Guide to Bitcoin and Beyond)
There is no need for this ‘fluid situation,’ as you say,” he said. “The system only works if we catch the guy,” Ballard said. “Don’t you see? Stopping the card from being used is only part of it. That protects your corporate client. It doesn’t protect Mrs. Lantana, who had someone inside her house.” “I am sorry,” the supervisor said. “I cannot help you without documentation from the courts. It is our protocol.” “What is your name?” “My name is Irfan.” “Where are you, Irfan?” “How do you mean?” “Are you in Mumbai? Delhi? Where?” “I am in Mumbai, yes.” “And that’s why you don’t give a shit. Because this guy’s never going to come into your house and steal your wallet in Mumbai. Thanks very much.” She stepped back into the kitchen and hung up the phone before the useless supervisor could respond.
Michael Connelly (The Late Show (Renée Ballard, #1; Harry Bosch Universe, #30))
Apply yourself diligently in a schooling system built to turn out factory workers in the nineteenth century that now cannot even do that. Earn a college degree that guarantees “good, safe employment.” Have a “career” working your way up through large, stable corporations. Use your below-inflation-growth salary to acquire a mortgage for a suburban home from which you commute to your “career” using high amounts of increasingly expensive energy. Fill your mortgaged house with appliances and offspring so that the cycle may perpetuate. Allow inflation to convince you that your suburban house has appreciated in value so that you can sell it and move either to a larger one if you still have offspring or a smaller one if you don’t. See Europe on a coach tour with other Americans at some stage. Die.
Gordon White (The Chaos Protocols: Magical Techniques for Navigating the New Economic Reality)
As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.
Barry M. Katz (Make It New: A History of Silicon Valley Design (The MIT Press))
The overwhelming favorites to dominate the race to become the so-called Information Superhighway were competing proprietary technologies from industry powerhouses such as Oracle and Microsoft. Their stories captured the imagination of the business press. This was not so illogical, since most companies didn’t even run TCP/IP (the software foundation for the Internet)—they ran proprietary networking protocols such as AppleTalk, NetBIOS, and SNA. As late as November 1995, Bill Gates wrote a book titled The Road Ahead, in which he predicted that the Information Superhighway—a network connecting all businesses and consumers in a world of frictionless commerce—would be the logical successor to the Internet and would rule the future. Gates later went back and changed references from the Information Superhighway to the Internet, but that was not his original vision. The implications of this proprietary vision were not good for business or for consumers. In the minds of visionaries like Bill Gates and Larry Ellison, the corporations that owned the Information Superhighway would tax every transaction by charging a “vigorish,” as Microsoft’s then–chief technology officer, Nathan Myhrvold, referred to it. It’s difficult to overstate the momentum that the proprietary Information Superhighway carried. After Mosaic, even Marc and his cofounder, Jim Clark, originally planned a business for video distribution to run on top of the proprietary Information Superhighway, not the Internet. It wasn’t until deep into the planning process that they decided that by improving the browser to make it secure, more functional, and easier to use, they could make the Internet the network of the future. And that became the mission of Netscape—a mission that they would gloriously accomplish.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.
Tom Goodwin (Digital Darwinism: Survival of the Fittest in the Age of Business Disruption (Kogan Page Inspire))
Medieval Armed Combat as Universal Metaphor and All-Purpose Protocol Interface Schema (MACUMAPPIS). Since Medieval Armed Combat was the oxygen they breathed, even mentioning it seemed gratuitous, so this got shortened to UMAPPIS and then, since the “metaphor” thing made some of the businesspeople itchy, it became APPIS, which they liked enough to trademark. And since APPIS was one letter away from APIS, which was the Latin word for bee, they then went on to create and trademark some bee- and hive-related logo art. As Corvallis patiently told Richard, it was all a kind of high-tech in-joke. In that world, API stood for “application programming interface,” which meant the software control panels that tech geeks slapped onto their technologies in order to make it possible for other tech geeks to write programs that made use of them. All of which was one or two layers of abstraction beyond the point where Richard could give a shit. “All I am trying to say with this memo,” he told Corvallis, “is that anyone who feels like it ought to be able to grab hold of our game by the technological short hairs and make it solve problems for them.” And Corvallis assured him that this was precisely synonymous with having an API and that everything else was just marketing. The problems Richard had in mind were not game- or even entertainment-related ones. Corporation 9592 had already covered as many of those bases as their most imaginative people could think of, and then they had paid lawyers to pore over the stuff that they’d thought of and extrapolate whole abstract categories of things that might be thought of later. And wherever they went, they found that the competition had been there five years earlier and patented everything that was patentable and, in one sense or another, pissed on everything that wasn’t. Which explained a lot about Phase 3.
Neal Stephenson (Reamde)
You didn’t get the Retrieved Client Protocol?” They had offered it to Ayda on the gunship after the attack, standard for clients who survive traumatic incidents like being abducted and held hostage by corporate rivals. “No, no, I didn’t.” She didn’t want a corporation’s excuse for a trauma support specialist poking around in her emotions. She almost adds, I didn’t need it, which would be a dead giveaway. And then it occurs to her, a giveaway of what? What is she worried about giving away, here among these people she trusts with her life.
Martha Wells (Home: Habitat, Range, Niche, Territory (The Murderbot Diaries, #4.5))
What I know is that Immari Corporation is somehow involved in 9/11, maybe in other terrorist plots before and after, and that they’re working on something much, much bigger: Toba Protocol.
A.G. Riddle (The Atlantis Gene (The Origin Mystery, #1))