Cost Optimization Quotes

The world’s consultants spend their time advising on restructuring, optimizing processes and inventories, finding every possible source of cost savings and cost synergies. At the same time, the greatest cost of all is ignored: the cost of assumptions. The cost of relying on assumptions is going through the roof.

What we don’t realize is that this sense of feeling better costs the other person. It is their energy that we have stolen. Most people go through their lives in a constant hunt for someone else’s energy.

theory of optimal experience based on the concept of flow—the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.

People are at best an asset to be exploited, and at worst a cost to be endured. Everything is optimized for capital, until it runs out of world to consume.

Pessimism is a sign of decay, optimism is a sign of superficiality; "tragic optimism" is the mood of the strong man who seeks intensity and extent of experience, even at the cost of woe, and is delighted to find that strife is the law of life.

Like how there’s this optimal money/happiness equation. Once you pass a certain amount of household income, life isn’t any better. Apparently, money can’t buy happiness, or it does, but it costs less than you imagined it would.

Happiness isn't expensive, it just costs your will...

The evidence suggests that optimism is widespread, stubborn, and costly.

His idea is that if we were to optimize at every step in life, then it would cost us an infinite amount of time and energy. Accordingly,

Companies should understand their cost structure to make informed decisions, optimize operations, and enhance profitability. This knowledge enables them to identify areas for cost reduction, pricing strategies, and resource allocation, ultimately contributing to financial sustainability and competitiveness.

Refinancing options are considered to optimize a business's financial structure, potentially lowering interest costs and improving overall financial health. But it has to be to the advantage of both the borrower and the lender.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

Companies should assess the impact of debt on capital structure to maintain financial stability and optimize their cost of capital. This evaluation helps them strike the right balance between debt and equity, ensuring efficient financing, lower interest expenses, and sustainable growth.

The endgame was the same for everyone: Growth at any cost. Scale above all. Disrupt, then dominate. At the end of the idea: A world improved by companies improved by data. A world of actionable metrics, in which developers would never stop optimizing and users would never stop looking at their screens. A world freed of decision-making, the unnecessary friction of human behavior, where everything—whittled down to the fastest, simplest, sleekest version of itself—could be optimized, prioritized, monetized, and controlled.

even an ideal set of trade-offs must—and should—leave a whole spectrum of unmet needs, because the cost of wiping out the last vestige of any problem is leaving other problems in more dire condition. In short, trade-offs must be incremental rather than categorical, if limited resources are to produce optimal results in any social system as a whole.

Companies should optimize working capital management because it allows them to maximize efficiency and profitability. Efficient management of working capital ensures that a company has enough liquidity to meet its short-term obligations while minimizing excess capital tied up in non-productive assets, ultimately enhancing cash flow, reducing financing costs, and improving overall financial health.

When uncertainty is low, adaptive approaches run the risk of higher costs. When uncertainty is high, optimizing approaches run the risk of settling too early on a particular solution and stifling innovation.

flow—the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.

Flow – the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.

optimal experience based on the concept of flow—the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing

I developed a theory of optimal experience based on the concept of flow—the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.

More generally, the financial benefits of self-employment are mediocre: given the same qualifications, people achieve higher average returns by selling their skills to employers than by setting out on their own. The evidence suggests that optimism is widespread, stubborn, and costly.

your task is to find the most cost-effective way to deploy your resources—the key to optimizing all types of productive work. Bear in mind that in this and in other such situations there is a right answer, the one that can give you the best delivery time and product quality at the lowest possible cost.

When the options are few, we can be happy with what we choose since we are confident that it is the best possible choice for us. When the options are practically infinite, though, we believe that the perfect choice for us must be out there somewhere and that it’s our responsibility to find it. Choosing can become a lose-lose situation: if we make a choice quickly without fully exploring the available options, we’ll regret potentially missing out on something better; if we do exhaustively consider all the options, we’ll expend more effort (which won’t necessarily increase the quality of our final choice), and if we discover other good options, we may regret that we can’t choose them all.

If there's a cost to the age of answers, it's probably our loss of serendipity. We've honed our daily news feeds to send us stuff that already interests us, so we're less likely to stumble upon a quirky story on page B-13. We gravitate toward online cocoons of like-minded people who don't challenge our assumptions. Optimizing isn't always optimal.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations.

I suspect that self-deception is similar to its cousins, overconfidence and optimism, and as with these other biases, it has both benefits and disadvantages. On the positive side, an unjustifiably elevated belief in ourselves can increase our general well-being by helping us cope with stress; it can increase our persistence while doing difficult or tedious tasks; and it can get us to try new and different experiences. We persist in deceiving ourselves in part to maintain a positive self-image. We gloss over our failures, highlight our successes (even when they’re not entirely our own), and love to blame other people and outside circumstances when our failures are undeniable. Like our friend the crab, we can use self-deception to boost our confidence when we might not otherwise feel bold. Positioning ourselves on the basis of our finer points can help us snag a date, finish a big project, or land a job. (I am not suggesting that you puff up your résumé, of course, but a little extra confidence can often work in our favor.) On the negative side, to the extent that an overly optimistic view of ourselves can form the basis of our actions, we may wrongly assume that things will turn out for the best and as a consequence not actively make the best decisions. Self-deception can also cause us to “enhance” our life stories with, say, a degree from a prestigious university, which can lead us to suffer a great deal when the truth is ultimately revealed. And, of course, there is the general cost of deception. When we and those around us are dishonest, we start suspecting everyone, and without trust our lives become more difficult in almost every way.

If being alone is seen as a chance to accomplish goals that cannot be reached in the company of others, then instead of feeling lonely, a person will enjoy solitude and might be able to learn new skills in the process. On the other hand, if solitude is seen as a condition to be avoided at all costs instead of as a challenge, the person will panic and resort to distractions that cannot lead to higher levels of complexity.

More generally, the financial benefits of self-employment are mediocre: given the same qualifications, people achieve higher average return by selling their skills to employers than by setting out on their own. The evidence suggests that optimism is widespread, stubborn, and costly. Psychologists have confirmed that most people genuinely believe they are superior to most others on most desirable traits - they are willing to bet small amounts of money on these beliefs in the laboratory.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed.

Treating strategy like a problem in deduction assumes that anything worth knowing is already known—that only computation is required. Like computation, deduction applies a fixed set of logical rules to a fixed set of known facts. For example, given Newton’s law of gravity, one can deduce (calculate) the period of Mars’s orbit around the sun. Or given the costs and capacities of tankers, pipelines, and refineries, one can optimize the flow of oil and refined product within an integrated oil company. If everything worth knowing is already known, the problem of action reduces to crank winding.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

Sexual reproduction is thus a costly investment that has to pay for itself in the short run. The details of theory and experiment on this topic are fascinating (see, e.g., Maynard Smith, 1978; Ridley, 1993), but for our purposes a few highlights from the currently front-running theory are most instructive: sex (in vertebrates like us, at least) pays for itself by making our offspring relatively inscrutable to the parasites we endow them with from birth. Parasites have short lifespans compared with their hosts, and typically reproduce many times during their host’s lifetime. Mammals, for instance, are hosts to trillions of parasites. (Yes, right now, no matter how healthy and clean you are, there are trillions of parasites of thousands of different species inhabiting your gut, your blood, your skin, your hair, your mouth, and every other part of your body. They have been rapidly evolving to survive against the onslaught of your defenses since the day you were born.) Before a female can mature to reproductive age, her parasites evolve to fit her better than any glove. (Meanwhile, her immune system evolves to combat them, a standoff—if she is healthy—in an ongoing arms race.) If she gave birth to a clone, her parasites would leap to it and find themselves at home from the outset. They would be already optimized to their new surroundings. If instead she uses sexual reproduction to endow her offspring with a mixed set of genes (half from her mate), many of these genes—or, more directly, their products, in the offspring’s internal defenses—will be alien or cryptic to the ship-jumping parasites. Instead of home sweet home, the parasites will find themselves in terra incognita. This gives the offspring a big head start in the arms race.

HOW TO CREATE A GOOD HABIT The 1st Law: Make It Obvious 1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3: Use habit stacking: “After I [CURRENT HABIT], I will [NEW HABIT].” 1.4: Design your environment. Make the cues of good habits obvious and visible. The 2nd Law:Make It Attractive 2.1: Use temptation bundling. Pair an action you want to do with an action you need to do. 2.2: Join a culture where your desired behavior is the normal behavior. 2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit. The 3rd Law: Make It Easy 3.1: Reduce friction. Decrease the number of steps between you and your good habits. 3.2: Prime the environment. Prepare your environment to make future actions easier. 3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact. 3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less. 3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior. The 4th Law: Make It Satisfying 4.1: Use reinforcement. Give yourself an immediate reward when you complete your habit. 4.2: Make “doing nothing” enjoyable. When avoiding a bad habit, design a way to see the benefits. 4.3: Use a habit tracker. Keep track of your habit streak and “don’t break the chain.” 4.4: Never miss twice. When you forget to do a habit, make sure you get back on track immediately. HOW TO BREAK A BAD HABIT Inversion of the 1st Law: Make It Invisible 1.5: Reduce exposure. Remove the cues of your bad habits from your environment. Inversion of the 2nd Law: Make It Unattractive 2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits. Inversion of the 3rd Law: Make It Difficult 3.6: Increase friction. Increase the number of steps between you and your bad habits. 3.7: Use a commitment device. Restrict your future choices to the ones that benefit you. Inversion of the 4th Law: Make It Unsatisfying 4.5: Get an accountability partner. Ask someone to watch your behavior. 4.6: Create a habit contract. Make the costs of your bad habits public and painful.

Many models are constructed to account for regularly observed phenomena. By design, their direct implications are consistent with reality. But others are built up from first principles, using the profession’s preferred building blocks. They may be mathematically elegant and match up well with the prevailing modeling conventions of the day. However, this does not make them necessarily more useful, especially when their conclusions have a tenuous relationship with reality. Macroeconomists have been particularly prone to this problem. In recent decades they have put considerable effort into developing macro models that require sophisticated mathematical tools, populated by fully rational, infinitely lived individuals solving complicated dynamic optimization problems under uncertainty. These are models that are “microfounded,” in the profession’s parlance: The macro-level implications are derived from the behavior of individuals, rather than simply postulated. This is a good thing, in principle. For example, aggregate saving behavior derives from the optimization problem in which a representative consumer maximizes his consumption while adhering to a lifetime (intertemporal) budget constraint.† Keynesian models, by contrast, take a shortcut, assuming a fixed relationship between saving and national income. However, these models shed limited light on the classical questions of macroeconomics: Why are there economic booms and recessions? What generates unemployment? What roles can fiscal and monetary policy play in stabilizing the economy? In trying to render their models tractable, economists neglected many important aspects of the real world. In particular, they assumed away imperfections and frictions in markets for labor, capital, and goods. The ups and downs of the economy were ascribed to exogenous and vague “shocks” to technology and consumer preferences. The unemployed weren’t looking for jobs they couldn’t find; they represented a worker’s optimal trade-off between leisure and labor. Perhaps unsurprisingly, these models were poor forecasters of major macroeconomic variables such as inflation and growth.8 As long as the economy hummed along at a steady clip and unemployment was low, these shortcomings were not particularly evident. But their failures become more apparent and costly in the aftermath of the financial crisis of 2008–9. These newfangled models simply could not explain the magnitude and duration of the recession that followed. They needed, at the very least, to incorporate more realism about financial-market imperfections. Traditional Keynesian models, despite their lack of microfoundations, could explain how economies can get stuck with high unemployment and seemed more relevant than ever. Yet the advocates of the new models were reluctant to give up on them—not because these models did a better job of tracking reality, but because they were what models were supposed to look like. Their modeling strategy trumped the realism of conclusions. Economists’ attachment to particular modeling conventions—rational, forward-looking individuals, well-functioning markets, and so on—often leads them to overlook obvious conflicts with the world around them.

The first step in retracing our way to health is to abandon our attachment to what is called positive thinking. Too many times in the course of palliative care work I sat with dejected people who expressed their bewilderment at having developed cancer. “I have always been a positive thinker,” one man in his late forties told me. “I have never given in to pessimistic thoughts. Why should I get cancer?” As an antidote to terminal optimism, I have recommended the power of negative thinking. “Tongue in cheek, of course,” I quickly add. “What I really believe in is the power of thinking.” As soon as we qualify the word thinking with the adjective positive, we exclude those parts of reality that strike us as “negative.” That is how most people who espouse positive thinking seem to operate. Genuine positive thinking begins by including all our reality. It is guided by the confidence that we can trust ourselves to face the full truth, whatever that full truth may turn out to be. As Dr. Michael Kerr points out, compulsive optimism is one of the ways we bind our anxiety to avoid confronting it. That form of positive thinking is the coping mechanism of the hurt child. The adult who remains hurt without being aware of it makes this residual defence of the child into a life principle. The onset of symptoms or the diagnosis of a disease should prompt a two-pronged inquiry: what is this illness saying about the past and present, and what will help in the future? Many approaches focus only on the second half of that healing dyad without considering fully what led to the manifestation of illness in the first place. Such “positive” methods fill the bookshelves and the airwaves. In order to heal, it is essential to gather the strength to think negatively. Negative thinking is not a doleful, pessimistic view that masquerades as “realism.” Rather, it is a willingness to consider what is not working. What is not in balance? What have I ignored? What is my body saying no to? Without these questions, the stresses responsible for our lack of balance will remain hidden. Even more fundamentally, not posing those questions is itself a source of stress. First, “positive thinking” is based on an unconscious belief that we are not strong enough to handle reality. Allowing this fear to dominate engenders a state of childhood apprehension. Whether or not the apprehension is conscious, it is a state of stress. Second, lack of essential information about ourselves and our situation is one of the major sources of stress and one of the potent activators of the hypothalamicpituitary-adrenal (HPA) stress response. Third, stress wanes as independent, autonomous control increases. One cannot be autonomous as long as one is driven by relationship dynamics, by guilt or attachment needs, by hunger for success, by the fear of the boss or by the fear of boredom. The reason is simple: autonomy is impossible as long as one is driven by anything. Like a leaf blown by the wind, the driven person is controlled by forces more powerful than he is. His autonomous will is not engaged, even if he believes that he has “chosen” his stressed lifestyle and even if he enjoys his activities. The choices he makes are attached to invisible strings. He is still unable to say no, even if it is only to his own drivenness. When he finally wakes up, he shakes his head, Pinocchio-like, and says, “How foolish I was when I was a puppet.

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

To be truly strategic, CIOs need to think about how value is created. Many are good at cost cutting, but this is almost by definition a backward looking exercise—optimizing something that is already in place. This is not strategic. CIOs need to think about what future possibilities there are to leverage technology for new value and top-line growth. This is what differentiates the strategic CIO.11

Barra believes she has good reason for optimism. “The U.S. economy and vehicle sales have been rebounding since 2009,” she said of the year industry sales sank to 10.4 million units, prompting plants to be closed and workers to be laid off permanently. But that dramatic cost cutting resulted in the industry being able to reach profitability at a break-even point of only 13 million in vehicle sales, which it has done the last three years and hopes to four-peat in 2015. Barra insists there's plenty of room for the auto industry to grow. “The strength of the labor market, better job security and the recovery in home prices have consumers feeling pretty good about the future, so we expect people will continue to replace their older cars and trucks,” she said, referring to pent-up demand for new vehicles to replace an older fleet on the road now that averages about 11 years of age. Analysts agree, saying employment is up and unemployment down, the economy is doing well, and consumer confidence is up.

One downfall of numpy’s optimization of vector operations is that it only occurs on one operation at a time. That is to say, when we are doing the operation A * B + C with numpy vectors, first the entire A * B operation completes, and the data is stored in a temporary vector; then this new vector is added with C. The in-place version of the diffusion code in Example 6-14 shows this quite explicitly. However, there are many modules that can help with this. numexpr is a module that can take an entire vector expression and compile it into very efficient code that is optimized to minimize cache misses and temporary space used. In addition, the expressions can utilize multiple CPU cores (see Chapter 9 for more information) and specialized instructions for Intel chips to maximize the speedup. It is very easy to change code to use numexpr: all that’s required is to rewrite the expressions as strings with references to local variables. The expressions are compiled behind the scenes (and cached so that calls to the same expression don’t incur the same cost of compilation) and run using optimized code. Example 6-19 shows the simplicity of changing the evolve function to use numexpr. In this case, we chose to use the out parameter of the evaluate function so that numexpr doesn’t allocate a new vector to which to return the result of the calculation.

The U.S. culture is individualistic, competitive, optimistic, and pragmatic. We believe that the basic unit of society is the individual, whose rights have to be protected at all costs. We are entrepreneurial and admire individual accomplishment. We thrive on competition. Optimism and pragmatism show up in the way we are oriented toward the short term and in our dislike of long-range planning. We do not like to fix things and improve them while they are still working. We prefer to run things until they break because we believe we can then fix them or replace them. We are arrogant and deep down believe we can fix anything—“The impossible just takes a little longer.” We are impatient and, with information technology’s ability to do things faster, we are even more impatient. Most important of all, we value task accomplishment over relationship building and either are not aware of this cultural bias or, worse, don’t care and don’t want to be bothered with it.

Few public-service institutions define their objectives in such absolute terms. But even company personnel departments and manufacturing service staffs tend to see their mission as ‘doing good’, and therefore as being moral and absolute instead of being economic and relative. This means that public-service institutions are out to maximize rather than to optimize. ‘Our mission will not be completed,’ asserts the head of the Crusade Against Hunger, ‘as long as there is one child on the earth going to bed hungry.’ If he were to say, ‘Our mission will be completed if the largest possible number of children that can be reached through existing distribution channels get enough to eat not to be stunted’, he would be booted out of office. But if the goal is maximization, it can never be attained. Indeed, the closer one comes towards attaining one’s objective, the more efforts are called for. For, once optimization has been reached (and the optimum in most efforts lies between 75 and 80 per cent of theoretical maximum), additional costs go up exponentially while additional results fall off exponentially. The closer a public-service institution comes to attaining its objectives, therefore, the more frustrated it will be and the harder it will work on what it is already doing.

multithreaded programs are subject to all the performance hazards of single-threaded programs, and to others as well that are introduced by the use of threads. In well designed concurrent applications the use of threads is a net performance gain, but threads nevertheless carry some degree of runtime overhead. Context switches—when the scheduler suspends the active thread temporarily so another thread can run—are more frequent in applications with many threads, and have significant costs: saving and restoring execution context, loss of locality, and CPU time spent scheduling threads instead of running them. When threads share data, they must use synchronization mechanisms that can inhibit compiler optimizations, flush or invalidate memory caches, and create synchronization traffic on the shared memory bus. All these factors introduce additional performance costs;

And you must have both the cash and the confidence to continue making the periodic investments even when the sky is the darkest. No matter how scary the financial news, no matter how difficult it is to see any signs of optimism, you must not interrupt the automatic-pilot nature of the program. Because if you do, you will lose the benefit of buying at least some of your shares after a sharp market decline when they are for sale at low-end prices. Dollar-cost averaging will give you this bargain: Your average price per share will be lower than the average price at which you bought shares. Why? Because you’ll buy more shares at low prices and fewer at high prices.

Depression, sexual troubles, anxiety, loneliness, and guilt are the main problems that drive consumers into the recovery movement. Explaining such adult troubles as being caused by victimization during childhood does not accomplish much. Compare “wounded child” as an explanation to some of the other ways you might explain your problems: “depressive,” “anxiety-prone,” or “sexually dysfunctional.” “Wounded child” is a more permanent explanation; “depressive” is less permanent. As we saw in the first section of this book, depression, anxiety, and sexual dysfunction—unlike being a wounded child—are all eminently treatable. “Wounded child” is also more pervasive in its destructive effects: “Toxic” is the colorful word used to describe its pervasiveness. “Depression,” “anxiety,” and “sexually dysfunctional” are all narrower, less damning labels, and this, in fact, is part of the reason why treatment works. So “wounded child” (unless you believe in catharsis cures) leads to more helplessness, hopelessness, and passivity than the alternatives. But it is less personal—your parents did it to you—than “depressive,” “anxiety-prone,” and “sexually dysfunctional.” Impersonal explanations of bad events raise self-esteem more than personal ones. Therefore “wounded child” is better for raising your self-esteem and for lowering your guilt. Self-esteem has become very important to Americans in the last two decades. Our public schools are supposed to nurture the self-esteem of our children, our churches are supposed to minister to the self-esteem of their congregants, and the recovery movement is supposed to restore the self-esteem of victims. Attaining self-esteem, while undeniably important, is a goal that I have reservations about. I think it is an overinflated idea, and my opinion was formed by my work with depressed people. Depressed people, you will recall, have four kinds of problems: behavioral—they are passive, indecisive, and helpless; emotional—they are sad; bodily—their sleeping, eating, and sex are disrupted; cognitive—they think life is hopeless and that they are worthless. Only the second half of this last symptom amounts to low self-esteem. I have come to believe that lack of self-esteem is the least important of these woes. Once a depressed person becomes active and hopeful, self-esteem always improves. Bolstering self-esteem without changing hopelessness or passivity, however, accomplishes nothing. To put it exactly, I believe that low self-esteem is an epiphenomenon, a mere reflection that your commerce with the world is going badly. It has no power in itself. What needs improving is not self-esteem but your commerce with the world. So the one advantage of labeling yourself a victim—raised self-esteem—is minimal, particularly since victimhood raises self-esteem at the cost of greater hopelessness and passivity, and therefore worsens commerce with the world. This is indeed my main worry about the recovery movement. Young Americans right now are in an epidemic of depression. I have speculated on the causes in the last chapter of my book Learned Optimism, and I will not repeat my conjectures here. Young people are easy pickings for anything that makes them feel better—even temporarily. The recovery movement capitalizes on this epidemic. When it works, it raises self-esteem and lowers guilt, but at the expense of our blaming others for our troubles. Never mind the fact that those we blame did not in fact cause our troubles. Never mind the fact that thinking of ourselves as victims induces helplessness, hopelessness, and passivity. Never mind that there are more effective treatments available elsewhere.

As Csikszentmihalyi asserts in his book Flow: The Psychology of Optimal Experience, flow is “the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.

This obsession with measuring and optimizing productivity is not new. In the thirteenth century, Venetian merchants carefully calculated the difference between the costs of the sailing voyages they underwrote and the revenues they ultimately earned from the goods sold, one of the first iterations of the Return on Investment calculation (ROI). This practice gave birth to the double bill accounting system and the “Equity - Assets = Liability” equation that’s still used today to determine the profitability of a business.

Because hope and optimism doesn’t sell nearly as well as pessimism and despair. Your news outlets earn clicks and viewership by sowing alarmism and division. Your social media plays to addictions and creates unprecedented social pressures. You’re wired by evolution to find bad news more motivational than good. To seek it out. “If your ancestors heard the rustle of a friendly breeze far away in the tall grass, and ran away, mistaking the breeze for a lion, this cost them very little. But if they heard the rustle of a lion in the tall grass, and mistook it for a friendly breeze, this would cost them their lives. Seeing potential bad news behind every harmless breeze is a survival instinct.

Because each alternative costs money, your task is to find the most cost-effective way to deploy your resources—the key to optimizing all types of productive work. Bear in mind that in this and in other such situations there is a right answer, the one that can give you the best delivery time and product quality at the lowest possible cost. To find that right answer, you must develop a clear understanding of the trade-offs between the various factors—manpower, capacity, and inventory—and you must reduce the understanding to a quantifiable set of relationships.

Cheap Printing Doesn't Mean, Printed Cheaply, There's a Difference - Your Vision within Your Budget. Starting with your vision and work backward to optimize our expertise for your benefit. Our personalized approach to exceeding your expectations gives us the chance to identify cost-saving opportunities without ever sacrificing quality. Printoutloud printing services built the company on high quality, low prices, fast turnaround, and great local customer service with your Local Print Concierge.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

The business that is willing and able to outspend it's competition to aquire a new customer won't always win as some people say, Unless they are continually reducing their lead costs, while raising the customer lifetime value at the same time. This is the essence of what Customer Value Optimization Is. If you don't reduce lead costs and increase customer lifetime value, you'll just willing outspend your competition and go out of business faster.

You might expect Google to try to build 100% reliable services—ones that never fail. It turns out that past a certain point, however, increasing reliability is worse for a service (and its users) rather than better! Extreme reliability comes at a cost: maximizing stability limits how fast new features can be developed and how quickly products can be delivered to users, and dramatically increases their cost, which in turn reduces the numbers of features a team can afford to offer. Further, users typically don’t notice the difference between high reliability and extreme reliability in a service, because the user experience is dominated by less reliable components like the cellular network or the device they are working with. Put simply, a user on a 99% reliable smartphone cannot tell the difference between 99.99% and 99.999% service reliability! With this in mind, rather than simply maximizing uptime, Site Reliability Engineering seeks to balance the risk of unavailability with the goals of rapid innovation and efficient service operations, so that users’ overall happiness—with features, service, and performance—is optimized.

The global cloud computing market is expected to reach $623.3 billion by 2023. According to cloud computing growth stats, the industry will grow at a Compound Annual Growth Rate (CAGR) of 18% during the forecast period. Global Infrastructure as a Service (IaaS) market is expected to grow with a Compound Annual Growth Rate (CAGR) of 22.9% over the forecast period from 2020-2026. Cloud computing holds great potential for organizations that choose to stay agile and empower rapid scaling-up through partnerships and access to flexible and accessible resources. With the cloud, IT is no longer a product, it is a service. The pay-as-you-go model holds the promise of saving money using the cloud. Efficiency and savings can be achieved, given, the attention is paid to cloud cost optimization. With inevitable rapid changes and challenges of an evolving digital landscape, recognizing the complexity of the organization, having a long-term focus and strategic objectives is vital.

Improve internal processes, thereby reducing costs and increasing competitiveness. Streamline the delivery of existing solutions within an existing business model to reduce costs or improve customer service. Transform a business completely, resulting in new products and business models.

My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time.” — Steve Jobs

Little by little, as the team members stitched together small pieces of information, they stumbled into Ranbaxy’s secret: the company manipulated almost every aspect of its manufacturing process to quickly produce impressive-looking data that would bolster its bottom line. Each member of Thakur’s team came back with similar examples. At the behest of managers, the company’s scientists substituted lower-purity ingredients for higher ones to reduce costs. They altered test parameters so that formulations with higher impurities could be approved. They faked dissolution studies. To generate optimal results, they crushed up brand-name drugs into capsules so that they could be tested in lieu of the company’s own drugs. They superimposed brand-name test results onto their own in applications. For some markets, the company fraudulently mixed and matched data streams, taking its best data from manufacturing in one market and presenting it to regulators elsewhere as data unique to the drugs in their markets. For other markets, the company simply invented data. Document forgery was pervasive. The company even forged its own standard operating procedures, which FDA investigators rely on to assess whether a company is following its own policies. In one instance, employees backdated documents and then artificially aged them in a steamy room overnight in an attempt to fool regulators during inspections.

Modern systems weren’t designed to be resilient, self-correcting, and secure, but rather to be low-cost, efficient, and optimized for profitability.

Cost to acquire an IT solution is usually clear. Deploying, activating, maintaining, administrating, and optimizing it can arise as an unexpected surprise.

The Ultimate Guide to Student Loans by Bruce Mesnekoff With the cost of college rising and governmental/private funding declining, it is no wonder that most Americans are concerned about their ability to finance a post-secondary education. Tuition prices are rising at Community Colleges, State Schools, Private and Technical colleges, leaving most Americans wondering how they are going to afford to pay for their education. This book educates parents, grandparents, young adults and students of all ages how to optimize the educational payment process. The Ultimate Guide To Student Loans is the collaboration of two financial experts who guide you through the confusing maze of investing for education and the student loan world from beginning to end. Jordan Goodman, America’s Money Answers Man, personal finance expert and frequent guest on radio and TV shows, and Bruce Mesnekoff, CEO of The Student Loan Help Center, student loan management and consolidation expert, share their knowledge and simplify the complicated process and maze of government and private rules and regulations about student loans. They also guide you through all of your investment choices to finance college education. This book helps you understand student loans by explaining: ways to invest so that you can avoid taking on student loans in the first place the optimum ways to get the best student loans paying off your loans as quickly as possible The book provides extensive information and resources to help you no matter where you are in the student loan financing process. These resources include contact information and descriptions for: federal regulatory organizations educational associations websites loan repayment programs The book also offers an appendix with abbreviations, acronyms and a glossary of student loan related terms. Also you can consult with The Student Loan Help Center for all kind of your consolidation problems. Use this book to improve your entire educational financing experience!

What are some other goods with significant positive externalities? One extremely important example is education. Being able to read obviously generates significant benefits for the person doing the reading. But it also generates huge benefits for others. Being literate means that people don’t have to tell you in person what to do, they can just put up a sign. The fact that we live in a society with a high general education level generates huge benefits for us all. However, because we are unable to charge people for all the benefits that our education confers upon them, individuals do not always have an incentive to choose an education level that is socially optimal. Even with massively subsidized education, plenty of people still drop out of high school. This may be individually rational, but it imposes significant costs upon society— decreased productivity being the most obvious.

The web nearness of your organization assumes a huge part in the accomplishment of your business. These days, business people like to do online research of your organization and study your site completely before contributing or marking any business contract. Business visionaries who are not usual with web extends and don't know how to choose the ideal website architecture organization regularly arrive up picking the wrong one. Benefiting the administrations of a wrong website architecture firm can deliver pulverizing impacts and influence your business unfavorably. In any case, as indicated by website architecture specialists, there are few focuses which ought to be mulled over while choosing the ideal website architecture organization. Such focuses may include: Website architecture Pricing: Decent quality web architecture guarantees fantastic business openings. In the realm of web outlining, a great quality Designer requests a nice cost, while a minimal effort likens to pitiable quality. In any case, few web organizations offer starting quotes and shroud the genuine cost which in the long run heaps up. In few cases, regularly customer’s grumble of working with "Markdown Web Design Companies" which guarantees of a diminished cost however brings about loss of time alongside cash. Subsequently, choice of web organizations on the premise of estimating ought to be deliberately directed. Search engine optimization Services: Such administrations concentrate on enhancing the positioning of your site in different web indexes like Google and Bing. Higher web search tools draw in the natural leads, which are gotten without paying a penny to Google. On the off chance that the viability of SEO is dismissed, even a pulling in and magnificent showcasing system won't have the capacity to draw in guests to your site.

The most important limitation of [clinical] guidelines is that the recommendations may be wrong... Practices that are sub-optimal from the patient’s perspective may be recommended to help control costs, serve societal needs, or protect special interests (those of doctors…or politicians, for example).

Fermented Foods This is by far the best route to attain optimal digestive health. Healthy choices include fermented vegetables, such as kimchi and sauerkraut, as well as grass-fed organic milk, such as kefir. One tablespoon of this will actually contain more healthy probiotics than a full bottle of most high-quality probiotic supplements, making it cost effective as well. On average, most probiotic supplements contain no more than 10 billion colony-forming units, where one serving of fermented vegetables can contain 10 trillion colony-forming units of bacteria. Fermented foods also give you more of a variety of beneficial microbes.   Probiotic Supplement I am personally not a fan of many supplements as I believe most nutrients need to come from food; however, a probiotic supplement is an exception. They should be taken if you do not consume fermented foods on a daily basis.

Changing the way we see the world does not imply naive optimism or some artificial euphoria designed to counter-balance adversity. So long as we are slaves to the dissatisfaction and frustration that arise from the confusion that rules our minds, it will be just as futile to tell ourselves “I’m happy! I’m happy!” over and over again as it would be to repaint a wall in ruins. The search for happiness is not about looking at life through rose-colored glasses or blinding oneself to the pain and imperfections of the world. Nor is happiness a state of exaltation to be perpetuated at all costs; it is the purging of mental toxins, such as hatred and obsession, that literally poison the mind. It is also about learning how to put things in perspective and reduce the gap between appearances and reality.

Miracle of value creation - innovations, growth, monetization, cost optimization, and profitability.

Why are surprise and consolidation both important to knowledge evolution? Because exploration and exploitation are both important as we create new, and make use of existing, knowledge to interact with the world around us. Surprise emphasizes exploration, the creation of new paradigms; consolidation emphasizes exploitation, the use and extension of existing paradigms. While both are important, the balance between exploration and exploitation, surprise versus consolidation, is not governed by a hard-and-fast rule. In an approximate way, the balance depends on the kind of world in which the evolving knowledge system is embedded and the speed with which evolution for survival must occur. The more complex and changing the world, the more reason to emphasize and incur the cost of exploration; the simpler and more static the world, the more reason to emphasize exploitation and avoid the cost of exploration. In biological evolution, when organism variants are generated, those variants are tested in and by their world. Those that survive go on to reproduce, inheriting the original variation but also adding yet new variations. As formalized in Fisher's fundamental theorem of natural selection, the greater the variance in properties across organisms within each generation, the faster the rate at which the organismal population evolves, becoming fitter generation to generation. Variation, however, is costly, as most variants are less fit and die before reproducing, so the degree of variance is itself an optimizable and evolvable trait. The more complex and changing the world, the more reason to incur the cost of variance; the simpler and more static the world, the less reason to incur the cost of variance. The optimal rate of evolution or 'evolvability' depends on the kind of world in which the organismal population is embedded. In knowledge evolution, analogously, potential paradigms are generated, and those paradigm variants are tested by being played out in the real world. The measure of variance here is the degree to which the paradigm differs from or contradicts conventional wisdom, hence the degree to which one anticipates surprise. Thus, the paradigm generation process can be skewed either toward anticipated surprise or anticipated consolidation. Skewing toward surprise, however, is costly, as most potential paradigms that disagree with conventional wisdom are wrong and will have low utility. Thus, the optimal degree of variance depends on the kind of world in which the cognitive entity is embedded. At one extreme, if the world is complex or changing rapidly, then the optimal variance might weigh anticipated surprise more heavily. Indeed, at this extreme, it might be optimal to explore new paradigms simply for their novelty and potential for surprise. At the other extreme, if the world is simple or changing slowly, then the optimal variance might weigh anticipated consolidation more heavily. Why not make use of conventional wisdom rather than make a risky attempt to overturn it? Thus, there is a balance between paradigm creation and extension, but the precise balance is situational. Human societies and organizations might adopt the balance appropriate for world to which they had to adapt during the long-term course of human evolution. An engineered or augmented human cognition might adopt a balance more appropriate to the current world, and a purely artificial cognition might adopt whatever balance is appropriate to the world into which humans have embedded it. Most importantly, a human society with sufficient self-understanding might adopt a balance that is optimal for its environment and them might implement that balance in its public polocy that determines relative investment in the two - relative investment in research versus development.

In 1931, Japan went broke—i.e., it was forced to draw down its gold reserves, abandon the gold standard, and float its currency, which depreciated it so greatly that Japan ran out of buying power. These terrible conditions and large wealth gaps led to fighting between the left and the right. By 1932, there was a massive upsurge in right-wing nationalism and militarism, in the hope that order and economic stability could be forcibly restored. Japan set out to get the natural resources (e.g., oil, iron, coal, and rubber) and human resources (i.e., slave labor) it needed by seizing them from other countries, invading Manchuria in 1931 and spreading out through China and Asia. As with Germany, it could be argued that Japan’s path of military aggression to get needed resources was more cost-effective than relying on classic trading and economic practices. In 1934, there was severe famine in parts of Japan, causing even more political turbulence and reinforcing the right-wing, militaristic, nationalistic, and expansionistic movement. In the years that followed, Japan’s top-down fascist command economy grew stronger, building a military-industrial complex to protect its existing bases in East Asia and northern China and support its excursions into other countries. As was also the case in Germany, while most Japanese companies remained privately held, their production was controlled by the government. What is fascism? Consider the following three big choices that a country has to make when selecting its approach to governance: 1) bottom-up (democratic) or top-down (autocratic) decision making, 2) capitalist or communist (with socialist in the middle) ownership of production, and 3) individualistic (which treats the well-being of the individual with paramount importance) or collectivist (which treats the well-being of the whole with paramount importance). Pick the one from each category that you believe is optimal for your nation’s values and ambitions and you have your preferred approach. Fascism is autocratic, capitalist, and collectivist. Fascists believe that top-down autocratic leadership, in which the government directs the production of privately held companies such that individual gratification is subordinated to national success, is the best way to make the country and its people wealthier and more powerful.

When a maximizer goes shopping, looks for a handyman, buys gas, or plans a trip, he searches for the best (maximum) possible deal. Time and effort don’t matter much. Missing the very best deal leads to regret and stress. On the other hand, the satisficer, so-called because he is satisfied with a result that is close to the best, factors in the costs of searching and decision making, as well as the risk of losing a near-optimal opportunity and perhaps never finding anything as good again. This is reminiscent of the so-called secretary or marriage problem in mathematics. Assume that you will interview a series of people, from which you will choose one. Further, you must consider them one at a time, and having once rejected someone, you cannot reconsider. The optimal strategy is to wait until you have seen about 37 percent of the prospects, then choose the next one you see who is better than anybody among this first 37 percent that you passed over. If no one is better you are stuck with the last person on the list.

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Constantly trying to optimize—maximize user engagement, minimize customer wait time, find the ideal values for some complex function so a computer could translate between two languages or recognize faces or categorize images. Tiny granular steps in the right direction. She had, at one point, wrapped up the whole of her life in such a philosophy, believed wholeheartedly there was a way to optimize every day, an ideal way to arrange tasks on her calendar. There was a cost function that could be applied to every decision and if only she could find it, she could solve it. She could live perfectly. But optimal wasn't the same as perfect, was it? Perfect implied so much more; it encapsulated some completeness that optimal dared not touch.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

In the midst of World War II, Quincy Wright, a leader in the quantitative study of war, noted that people view war from contrasting perspectives: “To some it is a plague to be eliminated; to others, a crime which ought to be punished; to still others, it is an anachronism which no longer serves any purpose. On the other hand, there are some who take a more receptive attitude toward war, and regard it as an adventure which may be interesting, an instrument which may be legitimate and appropriate, or a condition of existence for which one must be prepared” Despite the millions of people who died in that most deadly war, and despite widespread avowals for peace, war remains as a mechanism of conflict resolution. Given the prevalence of war, the importance of war, and the enormous costs it entails, one would assume that substantial efforts would have been made to comprehensively study war. However, the systematic study of war is a relatively recent phenomenon. Generally, wars have been studied as historically unique events, which are generally utilized only as analogies or examples of failed or successful policies. There has been resistance to conceptualizing wars as events that can be studied in the aggregate in ways that might reveal patterns in war or its causes. For instance, in the United States there is no governmental department of peace with funding to scientifically study ways to prevent war, unlike the millions of dollars that the government allocates to the scientific study of disease prevention. This reluctance has even been common within the peace community, where it is more common to deplore war than to systematically figure out what to do to prevent it. Consequently, many government officials and citizens have supported decisions to go to war without having done their due diligence in studying war, without fully understanding its causes and consequences. The COW Project has produced a number of interesting observations about wars. For instance, an important early finding concerned the process of starting wars. A country’s goal in going to war is usually to win. Conventional wisdom was that the probability of success could be increased by striking first. However, a study found that the rate of victory for initiators of inter-state wars (or wars between two countries) was declining: “Until 1910 about 80 percent of all interstate wars were won by the states that had initiated them. . . . In the wars from 1911 through 1965, however, only about 40 percent of the war initiators won.” A recent update of this analysis found that “pre-1900, war initiators won 73% of wars. Since 1945 the win rate is 33%.”. In civil war the probability of success for the initiators is even lower. Most rebel groups, which are generally the initiators in these wars, lose. The government wins 57 percent of the civil wars that last less than a year and 78 percent of the civil wars lasting one to five years. So, it would seem that those initiating civil and inter-state wars were not able to consistently anticipate victory. Instead, the decision to go to war frequently appears less than rational. Leaders have brought on great carnage with no guarantee of success, frequently with no clear goals, and often with no real appreciation of the war’s ultimate costs. This conclusion is not new. Studying the outbreak of the first carefully documented war, which occurred some 2,500 years ago in Greece, historian Donald Kagan concluded: “The Peloponnesian War was not caused by impersonal forces, unless anger, fear, undue optimism, stubbornness, jealousy, bad judgment and lack of foresight are impersonal forces. It was caused by men who made bad decisions in difficult circumstances.” Of course, wars may also serve leaders’ individual goals, such as gaining or retaining power. Nonetheless, the very government officials who start a war are sometimes not even sure how or why a war started.

European perfumery started in earnest around the turn of the twentieth century, and developed apace with the discovery of aroma chemicals: coumarin, vanillin, cyclamen aldehyde, the great nitro musks. The Great War left industry and cities largely intact and killed countless males. Many factors then conspired to make the period 1918-1939 the golden age of mass perfumery: working women vying for the remaining men, cheap aroma chemicals, cheap labor to harvest the naturals, flourishing visual arts and music, the obsolescence of prewar bourgeois dignity, replaced by irreverence and optimism. The WWII destroyed the great engine of European chemistry (Germany). The tail end of German chemistry on the Rhine lay in the neutral Switzerland and was untouched, which is wy today two of the biggest perfumery houses in the world (Firmenich and Givaudan) are Swiss. Postwar France stank. In 1951, six years after the Liberation, only one household in fifteen had an internal bathroom. The Paris Metro at rush hour was famous for its unwashed stench. Given cost constraints, French perfumes in those years ('50) had an air de famille, a perfumey feel based on then-cheap drydown materials like sandalwood oil and salicylate esters. Being able to smell someone's fragrance was a sign of intimacy. When a perfume left a trail (called sillage) it was remarked upon, usually unfavourably. It is a strange coincidence, or perhaps a hint of the existence of God, that skin melanin is a polymer spontaneously formed from phenols, and that the perfumery materials that defined American perfumery were also in good part phenols.

Ultimately, HOT practitioners carefully weigh potential benefits with potential risks, and the opportunity costs of various Rx, lifestyle, and nutraceutical interventions, to inform and empower patients as partners in optimizing their health and performance journey.

Defensive mechanisms can make two symmetric kinds of mistakes: they can fail to activate in the presence of a threat (false negatives) or become activated when no threat is present (false positives). Even when defenses are functional and optimally calibrated, errors cannot be completely avoided; given the tradeoffs between the costs of different types of errors, the smoke detector principle suggests that defensive systems should typically evolve to commit more false positives than false negatives.

My parents firmly believed that I could make up my mind to be happy. I understand now that they were offering me the tools they relied on: willpower, optimism, and self-reliance. But those tools kept slipping out of my grasp, so I reached for the more reliable bingeing and purging to tamp down the emotions trying to surface. My parents and I wanted the same thing: for me to be normal. I longed for a "normal me" more than they did, but none of us understood that I wasn't "moping" and that the attempts to stuff my feeling might come at a high cost. I also heard an implied request that I bury Hawaii and all its terrifying images. Beneath my parents' request thrummed a subtext: Don't think about it, or you'll get upset. Don't get upset, or you'll fall behind on the important work of being a normal teenage girl. Don't talk about it, or you'll upset yourself. Don't talk about it, or you'll upset me. I wanted to be a dutiful daughter, so I buried it the best I could.

To optimize the ship-to-deliver segment, we would need many more fulfillment centers, and they would have to be located so that free, one-to-two-day delivery was both possible and cost effective. That meant a much greater presence near urban areas.

VaridX is a pioneering company at the forefront of revolutionizing urban living through smart solutions. With a passion for innovation and sustainability, we aim to create smarter, more connected cities that enhance the quality of life for residents. Our smart city solutions and platforms are designed specifically for small to medium-sized cities. With Varidx, building smart cities can reduce costs, optimize operations, and enhance safety and security for their citizens.

AI-powered technology enables advertisers to reach more of the right people in the right moments for much less than it would have cost decades ago to buy a billboard or create a television commercial. But in practice, while the tools to target and distribute ads are decidedly futuristic, advertisers have been unable to keep up. Creating, targeting, and optimizing modern ads effectively is simply too complex a task for human advertisers to do well.

Cut costs, Earn more, and Optimize your existing spending.

Highly effective IT management exists within a business to improve productivity, increase revenue, reduce costs, optimize business solutions, and accelerate business performance.

My story is basic economic theory, phrased in the language of the four horsemen of the optimist: capitalism, tech progress, responsive government, and public awareness. The story is that in recent years capitalism and tech progress have combined not only to increase human prosperity but also to bring us post-peak in resource consumption in America and other rich countries and finally allow us to get more from less. This happened because resources cost money, profit-seeking competitors don’t want to spend that money if they don’t have to, and tech progress now offers them many ways to slim, swap, evaporate, and optimize their way out of using resources. As a result we continue to consume more, but our consumption is now dematerializing. We are entering a Second Enlightenment. But

In today's fast-paced business landscape, companies are constantly seeking ways to optimize their operations and stay competitive. One strategy that has gained immense popularity in recent years is outsourcing. Outsourcing involves delegating certain business functions or processes to external service providers, often located in different parts of the world. This practice has numerous benefits, including cost savings, access to specialized expertise, and increased flexibility. In this article, we'll explore some insightful quotes about outsourcing that shed light on its significance in the modern business world. Why Outsource? "Outsourcing allows businesses to focus on their core competencies, while experts handle the rest." - John Smith

The fundamental guideline for not deploying optimism is to ask what the cost of failure is in the particular situation. If the cost of failure is high, optimism is the wrong strategy.

it is only as an esthetic phenomenon,” as an object of artistic contemplation or reconstruction, “that existence and the world appear justified.” “The sublime is the artistic subjugation of the awful.” Pessimism is a sign of decay, optimism is a sign of superficiality; “tragic optimism” is the mood of the strong man who seeks intensity and extent of experience, even at the cost of woe, and is delighted to find that strife is the law of life.

What was that about the family investment project?” she asks. “Just that without your cooperation your family will likely go the way of the bird,” her mother cuts in before Sirhan can muster a reply. “Not that I expect you to care.” Boris butts in. “Core worlds are teeming with corporates. Is bad business for us, good business for them. If you are seeing what we are seen—” “Don’t remember you being there,” Pierre says grumpily. “In any event,” Sirhan says smoothly, “the core isn’t healthy for us one-time fleshbodies anymore. There are still lots of people there, but the ones who uploaded expecting a boom economy were sadly disappointed. Originality is at a premium, and the human neural architecture isn’t optimized for it—we are, by disposition, a conservative species, because in a static ecosystem that provides the best return on sunk reproductive investment costs. Yes, we change over time—we’re more flexible than almost any other animal species to arise on Earth—but we’re like granite statues compared to organisms adapted to life under Economics 2.0.” “You tell ’em, boy,” Pamela chirps, almost mockingly. “It wasn’t that bloodless when I lived through it.” Amber casts her a cool stare. “Where was I?” Sirhan snaps his fingers, and a glass of fizzy grape juice appears between them. “Early upload entrepreneurs forked repeatedly, discovered they could scale linearly to occupy processor capacity proportional to the mass of computronium available, and that computationally trivial tasks became tractable. They could also run faster, or slower, than real time. But they were still human, and unable to operate effectively outside human constraints. Take

By the end of the cold war, the prospect of nuclear winter had clouded every corner of our pop culture and psychology - a pervasive nightmare that the human experiment might be brought to an end by two jousting sets of proud, rivalrist tacticians. Just a few sets of twitchy hands hovering over the planet's self-destruct buttons. The threat of climate change is more dramatic still, and ultimately more democratic, with responsibility shared by each of us even as we shiver in fear of it. And yet we have processed that threat only in parts, typically not concretely or explicitly, displacing certain anxieties and inventing others, choosing to ignore the bleakest features of our possible future and letting our political fatalism and technological faith blur as though we've gone cross-eyed into a remarkably familiar consumer fantasy: that someone else will fix the problem for us - at no cost. Those more panicked are often hardly less complacent, living instead through climate fatalism as though it were climate optimism. Over the last few years, as the planet's own environmental rhythms seem to grow more fatalistic, skeptics have found themselves arguing not that climate change isn't happening, since extreme weather has made that undeniable, but that it's causes are unclear. Suggesting that the changes we are seeing are the result of natural cycles rather than human activities and interventions. It is a very strange argument. If the planet is warming at a terrifying pace and on a horrifying scale it should transparently concern us more, rather than less, that the warming is beyond our control, possibly even our comprehension. That we know global warming is our doing should be a comfort, not a cause for despair, however incomprehensibly large and complicated we find the processes that have brought it into being. That we know we are, ourselves, responsible for all it's punishing effects should be empowering, and not just perversely. Global warming is after all a human invention and the flip-side of our real time guilt is that we remain in command. No matter how out of control the climate system seems; with it's roiling typhones, unprecedented famines and heat waves, refugee crises and climate conflicts; we are all it's authors and still writing. Some, like our oil companies and their political patrons are more prolific authors than others. But the burden of responsibility is too great to be shouldered by a few however comforting it is to think all that is needed is for a few villians to fall. Each of us imposes some suffering on our future selves every time we flip on a light switch, buy a plane ticket, or fail to vote. Now we all share the responsibility to write the next act.

The so-called digital minimalists who follow this philosophy constantly perform implicit cost-benefit analyses.2 If a new technology offers little more than a minor diversion or trivial convenience, the minimalist will ignore it. Even when a new technology promises to support something the minimalist values, it must still pass a stricter test: Is this the best way to use technology to support this value? If the answer is no, the minimalist will set to work trying to optimize the tech, or search out a better option.

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Learn All About The Benefits of Conversion Rate Optimization for Websites? A conversion rate tells the percentage of the users who finished the desired action, the desired action can be the completion of any web form, sign up, or purchase of any products, etc. The process in which a website and its content are enhanced to generate conversion is known as Conversion Rate Optimization (CRO). This process helps a business to increase the number of high leads, increase income, decrease the purchasing cost, gain valuable customers, and most importantly, provide business growth. conversion-rate-optimization A website can obtain many benefits from the Conversion Rate Optimization Strategies. We have discussed some of these benefits below. 1. Homepage A homepage does not only play the role of making the first impression on the website visitors. But it also is a great opportunity to attract more visitors and take them further into your website. This can easily be done by adding links to your product's information on the homepage, for instance, having a free sign-up option or adding a small chatbox on the homepage to ask questions from the website visitors during their browsing time. These strategies can be considered as Effective Conversion Optimization Strategies that you can use for your website. 2. Landing Pages The landing pages play a great role in obtaining visitors to your website. These pages guide the visitors to purchase products or services from you. For example, a page is describing a product and also has a link to the webpage where you can purchase the product. So, CRO strategies help increase your website conversions and business sales. 3. Blog A blog can be a big opportunity for the conversion of a website. Apart from publishing useful content about your industry, you can also add your product page links in the blogs. This process can invite blog visitors to learn more about your business and products also guide them to make a purchase on your website. With this approach, you can generate leads through your website blogs. Moreover, blogs can play an important role in describing your business. Conclusion The conversion rate optimization strategies are helpful for online businesses. It assists the companies in attracting customers to their websites. CRO is a great way to increase your business lead generation and success. You can get help from the Conversion Rate Optimization Services Providers. They will inform you about different strategies that you can follow to improve your website lead generation.

Redwood costs more but doesn’t need to be treated for insects or weather; pine does. Cedar is another weather- and pest-resistant wood, but it is also expensive.

What the hagglers and the traders do reminds me of the behavioral psychology distinction between two extremes on a continuum of types: satisficers and maximizers. When a maximizer goes shopping, looks for a handyman, buys gas, or plans a trip, he searches for the best (maximum) possible deal. Time and effort don’t matter much. Missing the very best deal leads to regret and stress. On the other hand, the satisficer, so-called because he is satisfied with a result that is close to the best, factors in the costs of searching and decision making, as well as the risk of losing a near-optimal opportunity and perhaps never finding anything as good again.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

This is optimization at work, in maximizing (image and packaging) or minimizing (costs and efforts).

When an organism can react in a protective way for little cost but potentially huge benefit (e.g. avoiding death), the optimal system expresses many false alarms. Vomiting may only cost only a few hundred calories and a few minutes, whereas not vomiting risks death from poisoning.

In a dynamic world, there will always be a lack of precise knowledge; rarely do we have the ability to predict the interactions among multiple variables. The challenges, therefore, are to design institutions that are durable in the face of uncertainty, to find ways to connect biological responses in natural ecosystems to human actions through policy, and to build sufficient slack into the system so that the inevitable mistakes are less costly. Even if accurate predictions of optimal harvest were possible, the ability to achieve that goal in practice would remain nearly impossible, because harvests undershoot and overshoot target levels through time.