Distribution Management Quotes

Trauma. It doesn't eke itself out over time. It doesn't split itself manageably into bite-sized chunks and distribute itself equally throughout your life. Trauma is all or nothing. A tsunami wave of destruction. A tornado of unimaginable awfulness that whooshes into your life - just for one key moment - and wreaks such havoc that, in just an instant, your whole world will never be the same again.

Empowerment and distributed decision-making are hallmarks of adaptable structures.

Empowerment and distributed decision-making are hallmarks of adaptable structures.

Why do you hate Indians? You know white people are are much worse, don't you? It isn't as though there's some kind of international bar you're not reaching out here. We're terrible at everything. Lasting much past forty-five. Learning more than one language. It's a miracle, actually; sickly prematurely aging worryingly inbred horsey idiots have managed to convince everyone else their way is best by no other means than firmness of manner and the tactical distribution of flags. I can't believe no one's called our bluff yet.

Inventory is something you don't see in nature. Everything in nature has continuous present utility. Our factories and distribution centers need to be optimized such that everything in there has continuous present utility.

We created Him, yes. The Neon God is our mess. Our digital hive-mind. Our A.I.,’ said Aurora, watching the man absent-mindedly gape at the ceiling. ‘We built Him to manage our finances, our logistics, our armies, our wealth distribution…. and… and He went crazy. 'Because we filled Him with crappy commercials and stopped maintaining His morals. He’s only like this because of us, all of us. It’s His Algorithm – the one you wrote, the one you keep feeding to Him – we need to watch out for. That’s the Neon God’s soul. That’s His Justice.

Your energy is a valuable resource, distribute it wisely.

By empowering employees and distributing decision-making, organizations can significantly enhance their agility, responsiveness, and ability to adapt to change.

Won't reparations divide us? Not any more than we are already divided. The wealth gap merely puts a number on something we feel but cannot say - that American propserity was ill-gotten and selective in its distribution. What is needed is an airing of family secrets, a settling with old ghosts. What is needed is a healing of the American psyche and the banishment of white guilt.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

Making a product is just an activity, making a profit on a product is the achievement.

Some managers mistake “customer focus” to mean they must serve all customer needs or respond to every request from distribution channels.

Who the hell cares who becomes the next Ravana of institutional mismanagement? God will have to sort that out. The only perfect management is in Vaikuntha anyway.

Change has to do with an organizations identity, not just its operations. Operations follow identity, not the other way around. So when we think about change, it’s about “who are we as a company?” and “who are we becoming as a company?” That said, the identity of who we are becoming must permeate the organization through each individual identity in the organization being changed – not just people being given new sets of instructions. Implementing the R6 framework definitely starts with you, the executives and senior managers, but it also allows for more distributed implementation throughout the organization – and that’s good for you. That frees you up to stay focused on the big picture.

This crusading spirit of the managers and engineers, the idea of designing and manufacturing and distributing being sort of a holy war: all that folklore was cooked up by public relations and advertising men hired by managers and engineers to make big business popular in the old days, which it certainly wasn't in the beginning. Now, the engineers and managers believe with all their hearts the glorious things their forebears hired people to say about them. Yesterday's snow job becomes today's sermon.

It would probably be best if managers went to the IT department and asked that e-mail not be distributed between eight and eleven every morning. The idea that the best way to communicate with people is 24/7 is not really an idea about maximizing productivity.

So, how did these rulers manage to maintain their power, distributing surplus as they pleased, undisturbed by the majority? The answer is: by cultivating an ideology which caused the majority to believe deep in their hearts that only their rulers had the right to rule. That they lived in the best of all possible worlds. That everything was the way it was destined to be. That the situation on the ground reflected some divine order. That any opposition to them clashed with that divine power’s will, threatening to send the world spinning out of control.

Your cells are a country of ten thousand trillion citizens, each devoted in some intensively specific way to your overall well-being. There isn’t a thing they don’t do for you. They let you feel pleasure and form thoughts. They enable you to stand and stretch and caper. When you eat, they extract the nutrients, distribute the energy, and carry off the wastes - all those things you learned about in junior high school biology - but they also remember to make you hungry in the first place and reward you with a feeling of well-being afterward so that you won’t forget to eat again. They keep your hair growing, your ears waxed, your brain quietly purring. They manage every corner of your being. They will jump to your defence the instant you are threatened. They will unhesitatingly die for you - billions of them do so daily. And not once in all your years have you thanked even one of them.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

The range of human knowledge and expertise is limited for any given person or for any manageably-sized collection of administrators. Only a certain number of links in the great chain of production and distribution can be mastered and operated efficiently by the same set of people. Beyond some point, there are other people with different skills and experience who can perform the next step in the sequence more cheaply or more effectively—

There are clearly many ways to more equitably share the wealth that lies beneath our feet. Ostrom was quick to point out, however, that there is no panacea for managing land and its resources well: neither the market, the commons nor the state alone can provide an infallible blueprint. Approaches to distributive land design must fit the people and the place, and may well work best when they combine all three of these approaches to provisioning.44

Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.

The gang leader in each area, known as a “don,” maintained a group of armed followers or “shooters” who acted as enforcers, kept down petty crime, and enforced a strict normative system of punishment and reward upon the population. The don acted as a mediator and resolver of disputes, liaised with police and city authorities to manage violence and crime, and became an intermediary for the distribution of government handouts—jobs, housing, welfare benefits, contracts—to the population.

the market economy is based on cyclical consumption and it really doesn’t matter what is being produced, how it is being produced, or why. If demand or production slows, so too does the movement of money, and when this happens, the economy contracts, systemically reducing the standard of living for many. Ecologically, this means capitalism is structurally oblivious to humanity’s existence on a finite planet. The system wants to produce, not conserve. In fact, if you think about it, you will discover an interesting paradox to market logic: the fact that capitalism is a scarcity-based economic system that actually seeks infinite consumption. In other words, it favors a threshold of goods scarcity to secure competitive profits, theorized as a model to properly manage scarcity, optimizing resource use and distribution. Yet, at the same time, the system demands more and more human dissatisfaction and “want” in order to function and grow. It rewards consumption, with no inherent incentive to conserve anything.

Power Distance Index” (PDI). Power distance is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects authority. To measure it, Hofstede asked questions like “How frequently, in your experience, does the following problem occur: employees being afraid to express disagreement with their managers?” To what extent do the “less powerful members of organizations and institutions accept and expect that power is distributed unequally?” How much are older people respected and feared? Are power holders entitled to special privileges?

All around the world, people have an overwhelming sense that something is broken. This is leading to record levels of populism in the United States and Europe, resurgent intolerance, and a desire to upend the existing order. The left and right cannot agree on what is wrong, but they both know that something is rotten. Capitalism has been the greatest system in history to lift people out of poverty and create wealth, but the “capitalism” we see today in the United States is a far cry from competitive markets. What we have today is a grotesque, deformed version of capitalism. Economists such as Joseph Stiglitz have referred to it as “ersatz capitalism,” where the distorted representation we see is as far away from the real thing as Disney's Pirates of the Caribbean are from real pirates. If what we have is a fake version of capitalism, what does the real thing look like? What should we have? According to the dictionary, the idealized state of capitalism is “an economic system based on the private ownership of the means of production, distribution, and exchange, characterized by the freedom of capitalists to operate or manage their property for profit in competitive conditions.

The population is angry, frustrated, bitter—and for good reasons. For the past generation, policies have been initiated that have led to an extremely sharp concentration of wealth in a tiny sector of the population. In fact, the wealth distribution is very heavily weighted by, literally, the top tenth of one percent of the population, a fraction so small that they’re not even picked up on the census. You have to do statistical analysis just to detect them. And they have benefited enormously. This is mostly from the financial sector—hedge fund managers, CEOs of financial corporations, and so on.

I had never examined this fear of Trinidad. I had never wished to. In my novels I had only expressed this fear; and it is only now, at the moment of writing, that I am able to attempt to examine it. I knew Trinidad to be unimportant, uncreative, cynical. The only professions were those of law and medicine, because there was no need for any other; and the most successful people were commission agents, bank managers and members of the distributive trades. Power was recognized, but dignity was allowed to no one. Every person of eminence was held to be crooked and contemptible. We lived in a society which denied itself heroes.

Noticing the disturbing similarity between the rhetoric surrounding "open government" and new public management, government expert Just Longo speculates that the former might be just a Trojan horse for the latter; in our excitement about the immense potential of new technologies to promote openness and transparency, we may have lost sight of the deeply political nature of the uses to which these technologies are put... In India, recent digitization of land records and their subsequent publication online, while nominally an effort to empower the weak, may have actually empowered the rich and powerful. Once the digitized records were available for the whole world to see, some enterprising businessmen discovered that many poor families had no documents to prove ownership of land. In most cases, this was not the result of some nefarious land grab; local culture, with its predominantly oral ways of doing business, pervasive corruption, and poor literacy, partly explains why no such records exist... The point here, as with most open-government schemes, is not that information shouldn't be collected or distributed; rather, it needs to be collected and distributed in full awareness of the social and cultural complexity of the institutional environment in which it is gathered.

By 1986 the CIA was spending 70 per cent of its entire operations budget funding a Muslim jihad to kill Russians. The whole campaign was managed by a bunch of Islamists who were giving the lion’s share of the US money and weapons to people who wanted to kill Americans. The US was happy to use Islam as a rallying cry. The CIA funded the printing of Korans to be distributed throughout the region, and the University of Nebraska produced primary-school textbooks, known as ‘the ABC of Jihad’, which taught children the alphabet and to count with Kalashnikovs and swords instead of apples and oranges, and were filled with images of Islamic warriors. Alphabet

Data sliced sufficiently finely begin once again to tell stories. The top 1 percent of the income distribution—representing household incomes in excess of roughly $475,000—comprises only about 1.5 million households. If one adds up the numbers of vice presidents or above at S&P 1500 companies (perhaps 250,000), professionals in the finance sector, including in hedge funds, venture capital, private equity, investment banking, and mutual funds (perhaps 250,000), professionals working at the top five management consultancies (roughly 60,000), partners at law firms whose profits per partner exceed $400,000 (roughly 25,000), and specialist doctors (roughly 500,000), this yields perhaps 1 million people. These are surely not all one-percenters, but they are all plausibly parts of the top 1 percent, and this group might comprise half—a sizable share—of 1 percent households overall. At the very least, the people in these known and named jobs constitute a material, rather than just marginal or eccentric, part of the top 1 percent of the income distribution. They are also, of course, the people depicted in journalistic accounts of extreme jobs—the people who regularly cancel vacation plans, spend most of their time on the road, live in unfurnished luxury apartments, and generally subsume themselves in work, encountering their personal lives only occasionally, and as strangers.

Mr. Gresham had been Prime Minister of England, as representative of the Liberal party in politics. There had come to be a split among those who should have been his followers on the terribly vexed question of the Ballot. Then Mr. Daubeny for twelve months had sat upon the throne distributing the good things of the Crown amidst Conservative birdlings, with beaks wide open and craving maws, who certainly for some years previous had not received their share of State honours or State emoluments. And Mr. Daubeny was still so sitting, to the infinite dismay of the Liberals, every man of whom felt that his party was entitled by numerical strength to keep the management of the Government within its own hands.

In exchange for some wide-ranging modifications demanded by the socialist government to the church’s 1929 concordat, Italy agreed to underwrite the remainder of the $406 million settlement.53 The changes to the concordat would have once been unthinkable. The church dropped its insistence that Roman Catholicism be the state religion. Moving forward, the state had to confirm church-annulled marriages. Parents were given the right to opt their children out of formerly mandatory religious education classes. And Rome was no longer considered a “sacred city,” a classification that had allowed the Vatican to keep out strip clubs and the porn industry. Italy even managed to get the church to relinquish control of the Jewish catacombs. “The new concordat is another example of the diminishing hold of the Roman Catholic church in civil life in Italy,” noted The New York Times.54 In return, Italy instituted an“eight-per-thousand” tax, in which 0.8 percent of the income tax paid by ordinary Italians was distributed to one of twelve religious organizations recognized by the state. During its early years, nearly 90 percent of the tax went to the Catholic Church (by 2010, the church received less than 50 percent as the tax was more equitably distributed). Not only did the tax relieve Italy of its responsibility for the $135 million annual subsidy it paid for the country’s 35,000 priests, it meant the church had a steady and reliable source of much needed income.55

There isn’t a thing they don’t do for you. They let you feel pleasure and form thoughts. They enable you to stand and stretch and caper. When you eat, they extract the nutrients, distribute the energy, and carry off the wastes—all those things you learned about in junior high school biology—but they also remember to make you hungry in the first place and reward you with a feeling of well-being afterward so that you won’t forget to eat again. They keep your hair growing, your ears waxed, your brain quietly purring. They manage every corner of your being. They will jump to your defense the instant you are threatened. They will unhesitatingly die for you—billions of them do so daily. And not once in all your years have you thanked even one of them. So

But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors.

The earlier Aryan invaders of the Gangetic Plain presided over feasts of cattle, horses, goats, buffalo, and sheep. By later Vedic and early Hindu times, during the first millenium B.C., the feasts came to be managed by the priestly caste of Brahmans, who erected rituals of sacrifice around the killing of animals and distributed the meat in the name of the Aryan chiefs and war lords. After 600 B.C., when populations grew denser and domestic animals became proportionately scarcer, the eating of meat was progressively restricted until it became a monopoly of the Brahmans and their sponsors. Ordinary people struggled to conserve enough livestock to meet their own desperate requirements for milk, dung used as fuel, and transport. During this period of crisis, reformist religions arose, most prominently Buddhism and Jainism, that attempted to abolish castes and hereditary priesthoods and to outlaw the killing of animals. The masses embraced the new sects, and in the end their powerful support reclassified the cow into a sacred animal. So it appears that some of the most baffling of religious practices in history might have an ancestry passing in a straight line back to the ancient carnivorous habits of humankind. Cultural anthropologists like to stress that the evolution of religion proceeds down multiple, branching pathways. But these pathways are not infinite in number; they may not even be very numerous. It is even possible that with a more secure knowledge of human nature and ecology, the pathways can be enumerated and the directions of religious evolution in individual cultures explained with a high level of confidence.

The character of the Republican Party reflects a profound change: radicalism has shifted its location and meaning. Formerly it was associated with the Left and with the use of political power to lift the standard of living and life prospects of the lower classes, of those who were disadvantaged under current distributive principles. Radicalism is now the property of those who, quaintly, call themselves “conservatives” and are called such by media commentators. In fact, pseudoconservatism is in charge of and owns the radicalizing powers that are dramatically changing, in some cases revolutionizing, the conditions of human life, of economy, politics, foreign policy, education, and the prospects of the planet. It is hard to imagine any power more radical in its determination to undo the social gains of the past century.

The vigour of a nation in its origin was in a way physical, unitary, and crude; then as aggregations increased, government advanced by a decomposition of the primitive rule, more or less skillfully managed. For example, in remote ages national strength lay in theocracy, the priest held both the sword and censer; a little later there were two priests, the pontiff and the king. To-day our society, the latest word of civilisation, has distributed power according to the number of combinations, and we come to the forces called business, thought, money, and eloquence. Authority thus divided is steadily approaching a social dissolution, with interest as its one opposing barrier. We depend no longer on either religion or physical force, but upon intellect. Can a book replace a sword? Can discussion substitute for action? That is the question'".

But I just knew, from everything that I saw, that there is no transcending the human experience. You’ve got to realize that most of us feel permanently displaced and savagely undone. Most of us try everything we can to manage our fears and our insecurities. Most of us are profoundly inhuman to ourselves and other people, and that makes us no less valuable, and no less worthy of attention and love. I didn’t transcend all this stuff, you just got to live with them, man, and there’s nothing like trying to run away from all that stuff to guarantee its supremacy. My idea is to change at least the percentage of the vote. These voices are always going to get a vote, but do they always have to have the majority of the vote? . . . You try to distribute who you are in different proportions, but the transcendence myth will just do you in, in the long run.

At such moments our life is divided, and so to speak distributed over a pair of scales, in two counterpoised pans which between them contain it all. In one there is our desire not to displease, not to appear too humble to the creature whom we love without managing to understand her, but whom we find it more convenient at times to appear almost to disregard, so that she shall not have that sense of her own indispensability which may turn her from us; in the other scale there is a feeling of pain — and one that is not localised and partial only — which cannot be set at rest unless, abandoning every thought of pleasing the woman and of making her believe that we can dispense with her, we go at once to find her. When we withdraw from the pan in which our pride lies a small quantity of the will-power which we have weakly allowed to exhaust itself with increasing

All night the fighting had been furious, with no let-up. Fur and Freedom Fighters had battled against flaming shafts with their bare paws and sand. Four lay dead and three wounded. Smoke-grimed and bleary-eyed, they had plucked burning arrows from the wood, strung them on their bows and returned them to stick blazing in the gates of Marshank. The javelin supply was depleted, one shaft being retained for each creature in the event that paw-to-paw combat would be their final stand. There were still plenty of rocks to sling, Keyla and Tullgrew taking charge of the slingers whilst Ballaw managed a frugal breakfast. The hare sat wearily against one of the sandbanks that had been shorn up either side of the cart, Rowanoak slumped beside him. Both were singed and smoke-grimed. Rowanoak drank half her water, passing the rest on to Brome, who distributed it among the wounded. The badger wiped a sandy paw across her scorched muzzle. ‘Well, Ballaw De Quincewold, what’s to report?’ The irrepressible hare wiped dust from his half-scone ration and looked up at the sky. ‘Report? Er, nothin’ much really, except that it looks like being another nice sunny day, wot!’ A flaming arrow extinguished itself in the sand close by Rowanoak. She tossed it on to a pile of other shafts waiting to be shot. ‘A nice day indeed. D’you think we’ll be around to see the sunset?’ Without waiting for an answer, she continued, ‘I wonder if that owl – Boldred, wasn’t it – I wonder if she ever managed to get through to this Martin the Warrior creature.’ Ballaw picked dried blood from a wound on his narrow chest. ‘Doesn’t look like it, does it? No, old Rowan me badger oak, I think the stage is all ours and it’ll be our duty to give the best performance we can before the curtain falls for the last time.

This is the fly in the ointment of free-market capitalism. It cannot ensure that profits are gained in a fair way, or distributed in a fair manner. On the contrary, the craving to increase profits and production blinds people to anything that might stand in the way. When growth becomes a supreme good, unrestricted by any other ethical considerations, it can easily lead to catastrophe. Some religions, such as Christianity and Nazism, have killed millions out of burning hatred. Capitalism has killed millions out of cold indifference coupled with greed. The Atlantic slave trade did not stem from racist hatred towards Africans. The individuals who bought the shares, the brokers who sold them, and the managers of the slave-trade companies rarely thought about the Africans. Nor did the owners of the sugar plantations. Many owners lived far from their plantations, and the only information they demanded were neat ledgers of profits and losses.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

There was once a businessman who was sitting by the beach in a small Brazilian village. As he sat, he saw a Brazilian fisherman rowing a small boat toward the shore having caught quite a few big fish. The businessman was impressed and asked the fisherman, “How long does it take you to catch so many fish?” The fisherman replied, “Oh, just a short while.” “Then why don’t you stay longer at sea and catch even more?” The businessman was astonished. “This is enough to feed my whole family,” the fisherman said. The businessman then asked, “So, what do you do for the rest of the day?” The fisherman replied, “Well, I usually wake up early in the morning, go out to sea and catch a few fish, then go back and play with my kids. In the afternoon, I take a nap with my wife, and [when] evening comes, I join my buddies in the village for a drink—we play guitar, sing and dance throughout the night.” The businessman offered a suggestion to the fisherman. “I am a PhD in business management. I could help you to become a more successful person. From now on, you should spend more time at sea and try to catch as many fish as possible. When you have saved enough money, you could buy a bigger boat and catch even more fish. Soon you will be able to afford to buy more boats, set up your own company, your own production plant for canned food and distribution network. By then, you will have moved out of this village and to São Paulo, where you can set up an HQ to manage your other branches.” The fisherman continues, “And after that?” The businessman laughs heartily. “After that, you can live like a king in your own house, and when the time is right, you can go public and float your shares in the Stock Exchange, and you will be rich.” The fisherman asks, “And after that?” The businessman says, “After that, you can finally retire, you can move to a house by the fishing village, wake up early in the morning, catch a few fish, then return home to play with [your] kids, have a nice afternoon nap with your wife, and when evening comes, you can join your buddies for a drink, play the guitar, sing and dance throughout the night!” The fisherman was puzzled. “Isn’t that what I am doing now?

Why hives? Despite unfortunate terms like “queen” and “worker,” hives are actually distributed, nonhierarchical systems. For a swarm of insects, the mission might be “relocate the food source,” which they carry out algorithmically through regurgitated food or pheromone secretions. But there are no managers, no directors, and no assignments from above. Planning, such as there is, is carried out in highly localized fashion by ad hoc teams operating according to their commitment to a mission. When I pressed Green about operating in some sort of organizational anarchy, he replied: “I guess it is anarchy in the sense that there’s no structural chain of command or hierarchy—no ‘government’ of sorts. But it would be a mistake to assume that it’s disordered or without structure. On the contrary, it’s very ordered and there is structure.” The difference in these organizations is how one arrives at order and structure. In traditional firms, it happens by design, that is, through some sort of command-and-control hierarchy. But at firms like Morning Star, groups of individuals create order through social networks built around circumstances and needs. It’s as if the firm had an invisible hand.

The Russian goal was to quickly harness the power of personal access that social media gives and craft metanarratives and distribute in such a way that the enemy population can be turned against their own government. Opinion polls, news coverage, and street talk can be shifted by changing the perception of the populace. Social media not only weaponizes opinion, it gives the attacker the ability to act as puppeteer for an entire foreign nation. Two Russian information warfare officers wrote a treatise describing the combat effects of weaponized news and social media: “The mass media today can stir up chaos and confusion in government and military management of any country and instill ideas of violence, treachery, and immorality, and demoralize the public. Put through this treatment, the armed forces personnel and public of any country will not be ready for active defense.”1 Additionally, the Russians make no distinction between using these activities in wartime and “peace.” The Russian Federation will deploy information warfare and propaganda persistently in a constant effort to keep adversaries off balance. When it comes to information warfare, such distinctions of peacetime and wartime fade away.

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

Of all of Hofstede’s Dimensions, though, perhaps the most interesting is what he called the “Power Distance Index” (PDI). Power distance is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects authority. To measure it, Hofstede asked questions like “How frequently, in your experience, does the following problem occur: employees being afraid to express disagreement with their managers?” To what extent do the “less powerful members of organizations and institutions accept and expect that power is distributed unequally?” How much are older people respected and feared? Are power holders entitled to special privileges? “In low–power distance index countries,” Hofstede wrote in his classic text Culture’s Consequences: power is something of which power holders are almost ashamed and they will try to underplay. I once heard a Swedish (low PDI) university official state that in order to exercise power he tried not to look powerful. Leaders may enhance their informal status by renouncing formal symbols. In (low PDI) Austria, Prime Minister Bruno Kreisky was known to sometimes take the streetcar to work. In 1974, I actually saw the Dutch (low PDI) prime minister, Joop den Uyl, on vacation with his motor home at a camping site in Portugal. Such behavior of the powerful would be very unlikely in high-PDI Belgium or France.*

The problem of distributing bathroom tissue to workers presents inherent challenges for any office management system due to the inherent unpredictability of usage—not every facility usage transaction necessitates the use of bathroom tissue, and when it is used, the amount needed (number of squares) may vary quite widely from person to person and, for a given person, from one transaction to the next. This does not even take into account the occasional use of bathroom tissue for unpredictable/creative purposes such as applying/removing cosmetics, beveragespill management, etc. For this reason, rather than trying to package bathroom tissue in small one-transaction packets (as is done with premoistened towelettes, for example), which can be wasteful in some cases and limiting in other cases, it has been traditional to package this product in bulk distribution units whose size exceeds the maximum amount of squares that an individual could conceivably use in a single transaction (barring force majeure). This reduces to a minimum the number of transactions in which the distribution unit is depleted (the roll runs out) during the transaction, a situation that can lead to emotional stress for the affected employee. However, it does present the manager with some challenges in that the distribution unit is rather bulky and must be repeatedly used by a number of different individuals if it is not to be wasted.

Walking back through the mall to the exit nearest our part of the parking lot, we passed one shop which sold computers, printers, software, and games. It was packed with teenagers, the kind who wear wire rims and know what the new world is about. The clerks were indulgent, letting them program the computers. Two hundred yards away, near the six movie houses, a different kind of teenager shoved quarters into the space-war games, tensing over the triggers, releasing the eerie sounds of extraterrestrial combat. Any kid back in the computer store could have told the combatants that because there is no atmosphere in space, there is absolutely no sound at all. Perfect distribution: the future managers and the future managed ones. Twenty in the computer store, two hundred in the arcade. The future managers have run on past us into the thickets of CP/M, M-Basic, Cobal, Fortran, Z-80, Apples, and Worms. Soon the bosses of the microcomputer revolution will sell us preprogrammed units for each household which will provide entertainment, print out news, purvey mail-order goods, pay bills, balance accounts, keep track of expenses, and compute taxes. But by then the future managers will be over on the far side of the thickets, dealing with bubble memories, machines that design machines, projects so esoteric our pedestrian minds cannot comprehend them. It will be the biggest revolution of all, bigger than the wheel, bigger than Franklin’s kite, bigger than paper towels.

This bio-power was without question an indispensable element in the development of capitalism; the latter would not have been possible without the controlled insertion of bodies into the machinery of production and the adjustment of the phenomena of population to economic processes. But this was not all it required; it also needed the growth of both these factors, their reinforcement as well as their availability and docility; it had to have methods of power capable of optimizing forces, aptitudes, and life in general without at the same time making them more difficult to govern. If the development of the great instruments of the state, as institutions of power, ensured the maintenance of production relations, the rudiments of anatomo- and bio-politics, created in the eighteenth century as techniques of power present at every level of the social body and utilized by very diverse institutions (the family and the army, schools and the police, individual medicine and the administration of collective bodies), operated in the sphere of economic processes, their development, and the forces working to sustain them. They also acted as factors of segregation and social hierarchization, exerting their influence on the respective forces of both these movements, guaranteeing relations of domination and effects of hegemony. The adjustment of the accumulation of men to that of capital, the joining of the growth of human groups to the expansion of productive forces and the differential allocation of profit, were made possible in part by the exercise of bio-power in its many forms and modes of application. The investment of the body, its valorization, and the distributive management of its forces were at the time indispensable.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

An American businessman took a vacation to a small coastal Mexican village on doctor’s orders. Unable to sleep after an urgent phone call from the office the first morning, he walked out to the pier to clear his head. A small boat with just one fisherman had docked, and inside the boat were several large yellowfin tuna. The American complimented the Mexican on the quality of his fish. “How long did it take you to catch them?” the American asked. “Only a little while,” the Mexican replied in surprisingly good English. “Why don’t you stay out longer and catch more fish?” the American then asked. “I have enough to support my family and give a few to friends,” the Mexican said as he unloaded them into a basket. “But… What do you do with the rest of your time?” The Mexican looked up and smiled. “I sleep late, fish a little, play with my children, take a siesta with my wife, Julia, and stroll into the village each evening, where I sip wine and play guitar with my amigos. I have a full and busy life, señor.” The American laughed and stood tall. “Sir, I’m a Harvard M.B.A. and can help you. You should spend more time fishing, and with the proceeds, buy a bigger boat. In no time, you could buy several boats with the increased haul. Eventually, you would have a fleet of fishing boats.” He continued, “Instead of selling your catch to a middleman, you would sell directly to the consumers, eventually opening your own cannery. You would control the product, processing, and distribution. You would need to leave this small coastal fishing village, of course, and move to Mexico City, then to Los Angeles, and eventually to New York City, where you could run your expanded enterprise with proper management. The Mexican fisherman asked, “But, señor, how long will all this take?” To which the American replied, “15-20 years, 25 tops.” “But what then, señor?” The American laughed and said, “That’s the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become very rich. You would make millions.” “Millions señor? Then what?" “Then you would retire and move to a small coastal fishing village, where you would sleep late, fish a little, play with your kids, take a siesta with your wife, and stroll in to the village in the evenings where you could sip wine and play your guitar with your amigos.

However, it is important not to lose sight of exactly how the neoliberal system works. As David Harvey has demonstrated, by drawing on Karl Polanyi’s masterful work, the free market has never been incompatible with state intervention, and the management of crises is part of the neoliberal project. We therefore need to inquire into how this crisis was presented by recalling, if we take the American example, that President George W. Bush kept forcefully repeating that the foundations of the economy were solid. Then suddenly, in the fateful month of September, as if faced with the sudden surge of a more or less unexpected “economic hurricane,” he asked for $700 billion to avoid a severe economic meltdown. It was necessary to save the banks and businesses that were too big to fail. This complex crisis called for a reaction that was as fast as it was extreme, starting with $350 billion distributed by Treasury Secretary Henry Paulson, the former chairman and chief executive officer of Goldman Sachs. We should note in passing that this sort of crisis discourse recalls all of the exceptional measures put in place or intensified after September 11, 2001: the usa patriot Act, the Military Commissions Act, illegal wiretappings, extraordinary rendition, the network of secret prisons, the redefinition of torture by the Office of Legal Council, and so on. It is not by chance that this crisis was presented as a complex and uncontrollable natural phenomenon, whose severity was largely unforeseen, for it is similar to the historical logic outlined above. By naturalizing the economy and transforming it into an autonomous authority independent of the decisions made by specific agents, this historical order promotes passivity (we can only bow before forces stronger than us), the removal of responsibility (no one can be held accountable for natural phenomena), and historical nearsightedness (the situation is so critical that we must respond quickly, without wasting time by debating over distant causes: time is short!). If we were to step back and assess the overall situation, we would see numerous specters rising up in the cemetery that is neoliberalism, and we would need to begin questioning—following Polanyi—whether the very project of laissez-faire economics has ever been anything other than socialism for the rich or, more precisely, topdown class warfare enforced by state intervention

The U.S. government’s Thrift Savings Plan, developed for the country’s civilian and military employees, serves as a possible model. At the end of 2003, the plan contained $128.8 billion in assets distributed across five funds. Four of the funds track well-known indices, namely the large-capitalization-stock S&P 500 Index, the small-capitalization-stock Wilshire 4500 Index, the developed-foreign-stock MSCI EAFE Index and the broadly inclusive domestic bond Lehman Brothers U.S. Aggregate Index. From a security selection perspective, the U.S. government protects its employees from playing the negative-sum game of active management.

The visible present is not in time and space, nor, of course, outside of them: there is nothing before it, after it, about it, that could compete with its visibility. And yet it is not alone, it is not everything. To put it precisely, it stops up my view, that is, time and space extend beyond the visible present, and at the same time they are behind it, in depth, in hiding. The visible can thus fill me and occupy me only because I who see it do not see it from the depths of nothingness, but from the midst of itself; I the seer am also visible. What makes the weight, the thickness, the flesh of each color, of each sound, of each tactile texture, of the present, and of the world is the fact that he who grasps them feels himself emerge from them by a sort of coiling up or redoubling, fundamentally homogeneous with them; he feels that he is the sensible itself coming to itself and that in return the sensible is in his eyes as it were his double or an extension of his own flesh. The space, the time of the things are shreds of himself, of his own spatialization, of his own temporalization, are no longer a multiplicity of individuals synchronically and diachronically distributed, but a relief of the simultaneous and of the successive, a spatial and temporal pulp where the individuals are formed by differentiation. The things—here, there, now, then—are no longer in themselves, in their own place, in their own time; they exist only at the end of those rays of spatiality and of temporality emitted in the secrecy of my flesh. And their solidity is not that of a pure object which the mind soars over; I experience their solidity from within insofar as I am among them and insofar as they communicate through me as a sentient thing. Like the memory screen of the psychoanalysts, the present, the visible counts so much for me and has an absolute prestige for me only by reason of this immense latent content of the past, the future, and the elsewhere, which it announces and which it conceals. There is therefore no need to add to the multiplicity of spatio-temporal atoms a transversal dimension of essences—what there is is a whole architecture, a whole complex of phenomena "in tiers," a whole series of "levels of being," which are differentiated by the coiling up of the visible and the universal over a certain visible wherein it is redoubled and inscribed. Fact and essence can no longer be distinguished, not because, mixed up in our experience, they in their purity would be inaccessible and would subsist as limit-ideas beyond our experience, but because—Being no longer being before me, but surrounding me and in a sense traversing me, and my vision of Being not forming itself from elsewhere, but from the midst of Being—the alleged facts, the spatio-temporal individuals, are from the first mounted on the axes, the pivots, the dimensions, the generality of my body, and the ideas are therefore already encrusted in its joints. There is no emplacement of space and time that would not be a variant of the others, as they are of it; there is no individual that would not be representative of a species or of a family of beings, would not have, would not be a certain style, a certain manner of managing the domain of space and time over which it has competency, of pronouncing, of articulating that domain, of radiating about a wholly virtual center—in short, a certain manner of being, in the active sense, a certain Wesen, in the sense that, says Heidegger, this word has when it is used as a verb. In short, there is no essence, no idea, that does not adhere to a domain of history and of geography. Not that it is confined there and inaccessible for the others, but because, like that of nature, the space or time of culture is not surveyable from above, and because the communication from one constituted culture to another occurs through the wild region wherein they all have originated.

Quoting page 74-75: The ability of the minority rights interest groups to win control of the new agencies of civil rights enforcement established in the 1960s followed a traditional pattern in the politics of regulation that students of public administration called “clientele capture.” The practice is as old as Jacksonian democracy, which set the American tradition wherein party patronage ruled the civil service and mission agencies were expected to cater to the needs of their organized constituencies: farmers, veterans, laborers, and business interests. By the 1960s, journalists referred to these arrangements as iron triangles.” They were three-way coalitions of mutual back-scratching, operating in Washington and in state and municipal governments throughout America. Three points of the triangle were organized interests which lobbied legislators to establish or expand programs beneficial to their members; legislative committees, which obliged the lobbyists by authorizing and funding programs for the mission agencies to manage; and government bureaucrats, who expanded their empire building service programs to benefit the interest groups. To complete the triangular cycle, interest groups supported the legislators. … because environmental and consumer protection regulation is cross-cutting and horizontal—covering pollution, for example, from all industrial sources, rather than single industry and vertical … it is a difficult target for capture. The new agencies of civil right regulation, however, were different in ways that made them highly vulnerable to capture. Most important, the cost-benefit structure of civil right regulation is the opposite of that found in environmental and consumer protection regulation. Benefits (jobs, promotions, admissions, contract set-asides) are narrowly concentrated among protected-class clienteles (racial and ethnic minorities, women, the handicapped). Costs, on the other hand, are widely distributed (government and corporate budgets).

An economy is an exchange system designed to manage and distribute limited resources across a population. But if a civilization has free access to more energy and construction materials than it can use, those resources will be virtually unlimited. Would such a society still need an economy to satisfy the needs of its population, or will economics become an extinct science?

A lightweight review tool would look much like the 360 tool I described above. It would ask managers to rate their employees for each category, and ask them to input text when the employee is in the bottom or top two ratings. The overall rating would be automatically calculated, and the manager’s rating distribution would be compared to the expected distribution. If the manager’s distribution falls outside of what’s expected, the manager must explain.

It took me a couple of years after I woke up in that cold sweat to figure out what flag I was going to plant, and then how to do something with it. Using the process in Step 1, I found the things that I wanted to be known for and the work that I was passionate about. And then I started telling my story all the time to anyone who would actually listen. For me, this story was around Lean UX because of who I was at the time. I created a pitch based on design for designers, by designers, to change the way that they were working. And I honed that voice and that tone and that dialogue by telling the story over and over and over again using blog posts and articles and eventually in-person talks. The first talk I ever gave as a part of my new professional trajectory was on August 12, 2010. I told the story about how we solved the problem of integrating UX into Agile at TheLadders. And then the timeline started to accelerate from there. A month later, on September 24, I gave my first talk about Lean UX and it was in Paris. I was communicating about this topic publicly, and people were saying, “Hey, come give us a talk about it.” And I was writing about the topic in any publication that would actually listen to this kind of thing. I kept speaking and writing and making presentations, and as I got my ideas out into the world and put them into play in any way I could, on March 7, 2011, I finally hit the jackpot. This was three years after I had my 35th-birthday epiphany and the pressure was on—I knew I had just two years left before I was going to become obsolete, an also-ran. I hit the jackpot when I managed to get an article published in Smashing magazine. At the time, Smashing had a million readers online, and so the scale of my conversation was growing and growing because I was becoming known as the guy who had some answers to this question. That was a massive break for me because the article provided me with a global audience for the first time. Obviously, anything you publish on the internet is global and distributed, but the bottom line is that, if the platform you choose or that chooses you has a built-in audience, you stand a much bigger chance. Smashing magazine had an audience. The article, titled “Lean UX: Getting Out of the Deliverables Business” became very successful, and that’s where I planted my flag—providing solutions to the Agile and design problem with a real-world tested solution nicely packaged and labeled as Lean UX.

FinOps is the practice of bringing financial accountability to the variable spend model of cloud, enabling distributed teams to make business trade-offs between speed, cost, and quality.

• Lodging REITs (e.g., Hospitality Properties Trust [HPT]), which hold properties such as hotels, resorts, and travel centers. • Self-storage REITs (e.g., Public Storage [PSA]), which specialize in both owning self-storage facilities and renting storage spaces to customers. • Office REITs (e.g., Boston Properties [BXP]), which own, operate, and lease space in office buildings. • Industrial REITs (e.g., PS Business Parks [PSB]), which own and manage properties such as warehouses and distribution centers. • Data center REITs (e.g., Equinix [EQIX]), which own data centers, properties that store and operate data servers and other computer networking equipment. • Timberland REITs (e.g., Rayonier [RYN]), which hold forests and other types of real estate dedicated to harvesting timber. • Specialty REITs, which narrow in on very specific properties such as casinos, cell phone towers, or educational facilities.

Of all organizations, it was oddly enough Wal-Mart that best recognized the complex nature of the circumstances, according to a case study from Harvard’s Kennedy School of Government. Briefed on what was developing, the giant discount retailer’s chief executive officer, Lee Scott, issued a simple edict. “This company will respond to the level of this disaster,” he was remembered to have said in a meeting with his upper management. “A lot of you are going to have to make decisions above your level. Make the best decision that you can with the information that’s available to you at the time, and, above all, do the right thing.” As one of the officers at the meeting later recalled, “That was it.” The edict was passed down to store managers and set the tone for how people were expected to react. On the most immediate level, Wal-Mart had 126 stores closed due to damage and power outages. Twenty thousand employees and their family members were displaced. The initial focus was on helping them. And within forty-eight hours, more than half of the damaged stores were up and running again. But according to one executive on the scene, as word of the disaster’s impact on the city’s population began filtering in from Wal-Mart employees on the ground, the priority shifted from reopening stores to “Oh, my God, what can we do to help these people?” Acting on their own authority, Wal-Mart’s store managers began distributing diapers, water, baby formula, and ice to residents. Where FEMA still hadn’t figured out how to requisition supplies, the managers fashioned crude paper-slip credit systems for first responders, providing them with food, sleeping bags, toiletries, and also, where available, rescue equipment like hatchets, ropes, and boots. The assistant manager of a Wal-Mart store engulfed by a thirty-foot storm surge ran a bulldozer through the store, loaded it with any items she could salvage, and gave them all away in the parking lot. When a local hospital told her it was running short of drugs, she went back in and broke into the store’s pharmacy—and was lauded by upper management for it.

Ask yourself: What assets or capabilities do you need to be successful in this comfort-and-safety-as-a-service proposition? For example, you would need the capability to assemble and distribute the necessary HVAC equipment, security cameras, and other physical infrastructure. This, fortunately, may be a capability you already possess as an equipment manufacturer. But chances are that such a player would lack at least a few other critical capabilities. For instance, you would need the ability to install and maintain that equipment, which may go beyond the scope of your current operation. Perhaps most importantly, you would need an online platform to connect all the devices, sensors, and other equipment—allowing for the creation of digital twins for real-time remote digital monitoring. This online platform would also allow customers to make adjustments, access camera footage, and manage their subscription, all in one place.

If you have a dog who—at least some amount of the time—has to walk on the field leash, you should absolutely make sure that he is fitted with a harness. In general, using a harness instead of a collar is preferable, but if your dog is on a long leash, it is vital. The danger of injury that a dog is exposed to is extremely high when he reaches the end of a leash with fifteen, thirty, or more feet. The entire pressure of the jerk he receives when he hits the end of the line is distributed across the cervical spine, larynx, thyroid, and trachea. You can compare this to the impact of crashing into another car at about 35 mph. Remember: we humans put the seat belt across our chests and don’t wrap it around our necks—and for a good reason. In my opinion, wearing a harness is always more sensible than wearing a collar—in field leash training it is indispensable!

There is no optimal ratio for equity and debt distribution of a portfolio. Different times require different splits.

A dispersed team has each of its members in separate locations. The COVID-19 pandemic of 2020 saw a massive increase of dispersed teams due to many developers transitioning to working from home, where they could be physically isolated from one another. Distributed teams have the advantage of co-location for each team. With proper inter-team management, such teams can overcome most challenges described in the next section. Dispersed teams, on the other hand, have a much more significant challenge. The daily communication within the team is constrained by members’ physical separation and the tools they use. Very often, such teams lose the cohesion necessary for a good team and simply become a “group of individuals” with far less engagement and productivity.

we are lured by the feigned simplicity of a “single pane of glass” to manage all aspects of a problem across a large, complex organization, but soon cede to the reality that distributed systems require distributed decision-making.

By 1982, it had concluded that even the company’s earlier dire estimates were probably too low. That year, in a corporate document marked “not to be distributed externally” but given “wide circulation to Exxon management,” the company’s scientists concluded that heading off global warming would “require major reductions in fossil fuel combustion.” Otherwise, it concluded, “there are some potentially catastrophic events that must be considered.

KERI (Key Event Receipt Infrastructure) is a novel technology - a type of consensus network - that allows to move certain functions of decentralized identity-management systems off-chain to a different layer, and minimize the role of the distributed ledger.

We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

Everybody on Anarres is a revolutionary, Oiie. . . . The network of administration and management is called PDC, Production and Distribution Coordination. They are a coordinating system for all syndicates, federatives, and individuals who do productive work. They do not govern persons; they administer production. They have no authority either to support me or to prevent me. They can only tell us the public opinion of us—where we stand in the social conscience.

Anarcho-syndicalists are convinced that a Socialist economic order cannot be created by the decrees and statutes of a government, but only by the solidaric collaboration of the workers with hand and brain in each special branch of production; that is, through the taking over of the management of all plants by the producers themselves under such form that the separate groups, plants, and branches of industry are independent members of the general economic organism and systematically carry on production and the distribution of the products in the interest of the community on the basis of free mutual agreements. [p. 94]

Platform dependence can be disastrous if not managed well. If you integrate too closely with a preexisting network, allowing them to control your distribution, engagement, and business model, you become just a feature of their network. Had Airbnb been conceived as a tool to manage Craigslist listings and nothing else, it would have served at the leisure of its parent platform—grow too large, or make a wrong move, and it might be existential. Frequently the larger network will simply reach up and duplicate functionality if it gets too popular—a playbook that Microsoft executed in the 1990s with Office and Internet Explorer, among others. Or if the underlying network decides that it no longer wants to provide the same level of API access, as both Twitter and Facebook eventually did, any products dependent on this became worthless overnight. In the end, cherry picking is an enormously powerful move because it exposes the fundamental asymmetry between the David and Goliath dynamic of networks. A new product can decide where to compete, focus on a single point, and build an atomic network—whereas a larger one finds it tough to defend every inch of its product experience. It’s one of the reasons why, particularly in consumer markets, it’s been so hard for “winner take all” to really happen in a literal way. The largest networks can take a lot, in many networks, but they remain vulnerable to any new upstart that uses cherry picking as a core strategy.

Here are a few examples of compelling vision statements: To offer designer eyewear at a revolutionary price, while leading the way for socially conscious businesses. Warby Parker At Bank of America, we are guided by a common purpose to help make financial lives better by connecting clients and communities to the resources they need to be successful. Bank of America Becoming the best global entertainment distribution service, licensing entertainment content around the world, creating markets that are accessible to film makers, and helping content creators around the world to find a global audience. Netflix

Con la velocità alla quale si muove la tecnologia oggi, potremmo trovarci a scegliere tra il general manager aumentato e quello totalmente biologico molto prima di quello che pensiamo.

Il più delle volte, i provider di chatbot falliscono nei propri intenti non tanto per limiti tecnologici, ma a causa dell’incapacità del management di combinare armonicamente le diverse competenze dei propri dipendenti.

Content Marketers create and distribute material, such as blogs and videos, through social media to attract interest and generate leads, increase brand awareness, and engage with their online audience.

Commercial detergent is an interesting concoction of sodium carbonate, borax, and inactive ingredients (color agents), all of which are very inexpensive, plus advertising campaigns, management salaries, distribution systems, etc., which comprise most of the cost.

I've learned about this need for communication and connection with different departments from personal experience; in fact, this is one of the areas in this book where my knowledge comes not from my success, but from my failure. Fairly early in my career, I had the credit manager of our company come into my office with his hair on fire, wanting to know why I had just agreed to a distribution deal that had 120-day terms. If I'd been thinking further ahead and discussed it with him beforehand, this wouldn’t have been an issue. Fortunately, we talked it through and made it work, but it took some begging, genuine understanding, and empathy to make sure I could repair that relationship.

With the crises of 2008, the government made clear that not only was it willing to grant "too big to fail" institutions the right to print money, but to itself create almost infinite amounts of money to bail them out if they managed to get themselves into trouble by making corrupt or idiotic loans. This allowed institutions like Bank of America to distribute that newfound cash to the very politicians who voted to bail them out and, thus, secure the right to have their lobbyists write the very legislation that was supposed to "regulate them." This, despite having just nearly destroyed the world economy. It’s not entirely clear why such firms should not, at this points, be considered part of the federal government, other than that they keep their profits for themselves. (p. 79-80)

And yet, consider the dramatic conclusion to Valentiner’s essay. In his final sentence he highlighted two qualities above all others that made The Lacemaker a masterpiece. First, “The face of the girl is unusually pretty, as the features are smaller than in some of the artist’s other types.” Vermeer had painted a girl, in other words, who suited modern taste. In a second way, too, Valentiner noted approvingly, Vermeer had transcended the bounds of his own era. He had managed “a subtlety in the distribution of light and diffusion of color rarely to be found in the genre paintings of Holland in the seventeenth century.” It was as if Vermeer lived in the same world as twentieth-century art connoisseurs.

If time management is not simply an issue of numerical hours but of some people having more control over their time than others, then the most realistic and expansive version of time management has to be collective: It has to entail a different distribution of power and security. In the realm of policy, that would mean things that seem obviously related to time - for example, subsidized childcare, paid leave, better overtime laws, and 'fair workweek laws', which seek to make part-time employees' schedules more predictable and to compensate them when they are not. Less obviously related to time - but absolutely relevant to it - are campaigns for a higher minimum wage, a federal jobs guarantee, or universal basic income.

The nonspecialist electric technology retribalizes. The process of upset resulting from a new distribution of skills is accompanied by much culture lag in which people feel compelled to look at new situations as if they were old ones, and come up with ideas of “population explosion” in an age of implosion. Newton, in an age of clocks, managed to present the physical universe in the image of a clock. But poets like Blake were far ahead of Newton in their response to the challenge of the clock. Blake spoke of the need to be delivered “from single vision and Newton’s sleep,” knowing very well that Newton’s response to the challenge of the new mechanism was itself merely a mechanical repetition of the challenge. Blake saw Newton and Locke and others as hypnotized Narcissus types quite unable to meet the challenge of mechanism. W. B. Yeats gave the full Blakean version of Newton and Locke in a famous epigram: Locke sank into a swoon; The garden died; God took the spinning jenny Out of his side. Yeats presents Locke, the philosopher of mechanical and lineal associationism, as hypnotized by his own image. The “garden,” or unified consciousness, ended. Eighteenth century man got an extension of himself in the form of the spinning machine that Yeats endows with its full sexual significance. Woman, herself, is thus seen as a technological extension of man’s being.

In his 2001 book, Economics as Religion, economist Robert Nelson recounted the ways in which economics came to operate in society with its own religion-like structure. Nelson argues that modern economics has operated in many ways as a secularized version of Protestant theology in which the primary evil is economics scarcity and in which deliverance from this evil (and the attainment of heaven on earth) will come through application of economic science to promote efficiency (and fairness) in production and distribution. In this worldview, economists, as technical advisors to governmental managers, serve as a new “scientific” priesthood effecting a secular salvation of human society through the application of constructivist reason, the sort of reasoning that seeks to deliberately design choices and institutions to generate what are perceived as “optimal” outcomes. Here, then, within the very discipline to which Vernon Smith has devoted his life’s work, there seems to be a persistent tendency if not to outright materialism then to a reduction of human rationality within constructivist constraints. As Smith acknowledges, “predominantly, both economists and psychologists are reluctant to allow that naive and unsophisticated agents can achieve socially optimal ends without a comprehensive understanding of the whole, as well as their individual parts, implemented by deliberate action. There is no magic.

The normal distribution is not nearly as ubiquitous as it once seemed. For about 100 years now, and especially during the past few decades, statisticians and scientists have noticed that plenty of phenomena deviate from this pattern yet still manage to follow a pattern of their own.

published in 1991 led to more than 1,800 further titles, with more than 250 million copies in print, translations in more than 30 languages, distribution in more than 100 countries — all enriching peoples’ lives while making knowledge accessible. Marc Jeffrey Mikulich Vice President, Brand Management, John Wiley & Sons

The Right Intake Protein, protein, protein. Is there any other food group that causes so much angst? Have too little and you may be in trouble, have too much and you may be in greater trouble. Proteins are the main building blocks of the body making muscles, organs, skin and also enzymes. Thus, a lack of protein in your diet affects not only your health (think muscle deficiency and immune deficiency) but also your looks (poor skin and hair). On the other hand, excess protein can be harmful. “High protein intake can lead to dehydration and also increase the risk of gout, kidney afflictions, osteoporosis as well as some forms of cancer,” says Taranjeet Kaur, metabolic balance coach and senior nutritionist at AktivOrtho. However, there are others who disagree with her. "In normal people a high-protein natural diet is not harmful. In people who are taking artificial protien supplements , the level of harm depends upon the kind of protein and other elements in the supplement (for example, caffiene, etc.) For people with a pre- existing, intestinal, kidney or liver disease, a high-protein diet can be harmful," says leading nutritionist Shikha Sharma, managing director of Nutri-Health.  However, since too much of anything can never be good, the trick is to have just the right amount of protein in your diet.  But how much is the right amount? As a ballpark figure, the US Institute of Medicine recommends 0.8 gm of protein per kilogram of body weight. This amounts to 56 gm per day for a 70 kg man and 48 gm per day for a 60 kg woman.  However, the ‘right’ amount of protein for you will depend upon many factors including your activity levels, age, muscle mass, physical goals and the current state of health. A teenager, for example, needs more protein than a middle-aged sedentary man. Similarly, if you work out five times a day for an hour or so, your protein requirement will go up to 1.2-1.5 gm per kg of body weight. So if you are a 70kg man who works out actively, you will need nearly 105 gm of protein daily.   Proteins are crucial, even when you are trying to lose weight. As you know, in order to lose weight you need to consume fewer calories than what you burn. Proteins do that in two ways. First, they curb your hunger and make you feel full. In fact, proteins have a greater and prolonged satiating effect as compared to carbohydrates and fats. “If you have proteins in each of your meals, you have lesser cravings for snacks and other such food items,” says Kaur. By dulling your hunger, proteins can help prevent obesity, diabetes and heart disease.   Second, eating proteins boosts your metabolism by up to 80-100 calories per day, helping you lose weight. In a study conducted in the US, women who increased protein intake to 30 per cent of calories, ended up eating 441 fewer calories per day, leading to weight loss. Kaur recommends having one type of protein per meal and three different types of proteins each day to comply with the varied amino acid requirements of the body. She suggests that proteins should be well distributed at each meal instead of concentrating on a high protein diet only at dinner or lunch. “Moreover, having one protein at a time helps the body absorb it better and it helps us decide which protein suits our system and how much of it is required by us individually. For example, milk may not be good for everyone; it may help one person but can produce digestive problems in the other,” explains Kaur. So what all should you eat to get your daily dose of protein? Generally speaking, animal protein provides all the essential amino acids in the right ratio for us to make full use of them. For instance, 100 gm of chicken has 30 gm of protein while 75gm of cottage cheese (paneer) has only 8 gm of proteins (see chart). But that doesn’t mean you need to convert to a non-vegetarian in order to eat more proteins, clarifies Sharma. There are plenty of vegetarian options such as soya, tofu, sprouts, pulses, cu

hazards and their management. In November, 2010, version 3.0 of the webcheck toolbar was distributed for enhanced

Extractive institutions are so common in history because they have a powerful logic: they can generate some limited prosperity while at the same time distributing it into the hands of a small elite. For this growth to happen, there must be political centralization. Once this is in place, the state—or the elite controlling the state—typically has incentives to invest and generate wealth, encourage others to invest so that the state can extract resources from them, and even mimic some of the processes that would normally be set in motion by inclusive economic institutions and markets. In the Caribbean plantation economies, extractive institutions took the form of the elite using coercion to force slaves to produce sugar. In the Soviet Union, they took the form of the Communist Party reallocating resources from agriculture to industry and structuring some sort of incentives for managers and workers. As we have seen,

The problems facing America have become much more complex over time, and the political class lacks the capacity to deal with them. The problems are global, interconnected across many areas of politics and policy, and often highly technical. The climate change challenge, for example, involves agriculture (both as a source of greenhouse gas emissions and as a highly vulnerable sector), electricity generation and distribution, federal and private land use, transportation, urban design, nuclear power, disaster risk management, climate modeling, international financing, public health, and global negotiations. Could one imagine a problem less easily handled by a layman Congress operating on a two-year election cycle? The

Indeed, in many agricultural regions — including northern China, southern India (as well as the Punjab), Mexico, the western United States, parts of the Middle East, and elsewhere — water may be much more of a constraint to future food production than land, crop yield potential, or most other factors. Developing and distributing technologies and practices that improve water management is critical to sustaining the food production capability we now have, much less increasing it for the future. Water-short Israel is a front-runner in making its agricultural economy more water-efficient. Its current agricultural output could probably not have been achieved without steady advances in water management — including highly efficient drip irrigation, automated systems that apply water only when crops need it, and the setting of water allocations based on predetermined optimum water applications for each crop. The nation’s success is notable: between 1951 and 1990, Israeli farmers reduced the amount of water applied to each hectare of cropland by 36 percent. This allowed the irrigated area to more than triple with only a doubling of irrigation water use.37 Whether

for 100 years the major labels, publishers, and studios created value in their industries by using their size to manage two forms of scarcity: scarcity in the capacity of distribution and promotion channels and scarcity in the financial and technical resources necessary to create content. The

When dealing only with his own money, investment losses never bothered Munger much. To him it was like a losing night in a regular poker game where you knew you were one of the best players—you'd make up the difference later. But he now found that reported, temporary quotational losses in the Wheeler, Munger limited partnership accounts gave him tremendous pain. And so, by the end of 1974, he had resolved, like Buffett, to stop managing money for others in a limited partnership format. He would liquidate Wheeler, Munger after its asset value made a substantial recovery. And he would liquidate soon enough so that he would not take any general partner's override when the main investment positions were distributed. In 1975, Wheeler, Munger did make an impressive recovery with a gain of 73.2 percent, and Munger and Marshall liquidated the partnership early in 1976.

Brandefy is a video production company in Los Angeles, providing versatile solutions to meet your needs within your budget. Whether TV commercial or web video production & marketing, Brandefy is a one-stop shop, providing full-service solutions including development, production and distribution.

#8 Think about what running the business will mean on a day-to-day basis before you start. Every company has different challenges and different needs. A content site means writers, a distribution network, and ad reps. A shopping site means warehousing, customer service, and returns. A drop-ship site means managing remote vendors, outdated stocking information, and customer confusion. A directory site means lots of sales reps, a sophisticated customer relationship management (CRM) system, recurring billing, and customer service people dedicated to helping vendors build their profiles. Manufacturing is its own can of worms. When you think about your company, think about the type of challenges you might face and ask if they are things you personally want to deal with. If yes, make sure you have a clear plan to overcome them and speak to other people in similar situations about their challenges and their solutions. #9

A good leader always accepts the blame and distributes the reward.