Dynamic Business Quotes

A strategy is not permanent. It’s like water, it will keep changing itself as the obstacles come.

What is his deal? He always looks furious." Danny shakes his head at my notepad and we do a bit more business-miming. "That's his face." "You guys have a weird dynamic going on." "There's no dynamic. No dynamic." I begin swigging at my coffee. It's too hot and a terrible idea. "But you know he's in love with you, right?" I inhale my huge mouthful and being to drown on dry land.

A great team doesn’t mean that they had the smartest people. What made those teams great is that everyone trusted one another. It can be a powerful thing when that magic dynamic exists.

A dysfunctional society is bad for business. If the society you live in is wasteful or destructive or non-inclusive or inefficient.... It's more difficult to manage a business, and there are less business opportunities available. So every entrepreneur should be concerned about social dynamics and broader society.

No matter what you or I achieve, in sports, business, or life, we can’t be satisfied. Life is too dynamic a game. We’re either getting better or we’re getting worse. Yes, we need to celebrate our victories. There’s power in victory that’s transformative, but after our celebration we should dial it down, dream up new training regimens, new goals, and start at zero the very next day.

Similar to living organisms, these living BMaaS (Business Models-as-a-System) have an innate capacity to change creatively within their ecosystems, as they emerge and unfold. Change is expected, organic, and constant.

Ecosystems have the power to positively disrupt economic systems. BMaaS (Business Models-as-a-System) harness open ecosystems as a complex set of interacting relationships and networks. The stronger these relationships, the more resilient the systems.

Last night I sat at dinner And observed my family Playing Hide and Seek all evening. Today I woke and thought of you About how real you’ve made my life… The only condition? Love itself. Tonight I weep And think of how I love and want and need you. But I don't tell you. No. I am too busy playing Hide and Seek To let you know.

For centuries architects have been taught to sketch, model and build in three static dimensions - x, y and z. But the natural world offers contexts that are much more dimensionally complex and dynamic.

Indeed, the sort of crimes and even the amount of delinquency that fill the prophets of Israel with dismay do not go beyond that which we regard as normal, as typical ingredients of social dynamics. To us a single act of injustice--cheating in business, exploitation of the poor--is slight; to the prophets, a disaster. To us injustice is injurious to the welfare of the people; to the prophets it is a deathblow to existence: to us, an episode; to them, a catastrophe, a threat to the world.

In the Permaculture Economics model, businesses enhance ecosystems, rather than degrading them.

The continual dynamism of humanity, always moving, always running - from something or toward something, it doesn’t matter which, as long as you are busy.

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

The term metaruptions is an abbreviation of disruption with the prefix “meta.” A metaruption is a multidimensional family of systemic disruptions, including shifts in the notion of disruption itself. Metaruptions are characterized by the dynamic interactions of subordinate drivers of change.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

You wanna make your marketing as dynamic as your customers.

We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure as needed are the businesses that are most positioned to thrive through the changes.

Metaruptions are constantly evolving. The signals provide feedback loops that help appreciate how dynamic futures may take shape. However, we need to pay careful attention to compounding forces, which could spill over into irreversible tipping points. To comprehend disruption, we need to decipher its fundamental drivers, forces, and influences. Identifying these drivers, and their synthesis as metaruptions, can inform decision-making.

When we're talking about implementing change in business, it's good have a holistic view and to consider all of the dynamics, including: What is the scope of the change? Who is being impacted (customers, employees, others)? How are people being impacted, and in what way? Are there different perspectives regarding the experience of the change? What exactly is being changed (systems, processes, jobs)? What is the expected timeline for the change?

People who are not fully enlightened have no business becoming parents. This contradicts the conventionally accepted notion that people have an inherent "right" to have children. They do not. People who have a compulsion to traumatize a child, even in the mildest forms, are breaking the child's human rights, though of course the parental compulsion to find false pleasure through procreation obliterates their awareness of these rights. But interestingly, many parents would agree that convicted pedophiles and child murderers have no right to procreate, because of the dynamics in which they are so likely to engage.

When you're buying from me and I'm buying from you and we're all buying from each other, there's flow within the ecosystem. And businesses in our ecosystem can tap into a portion of that flow to facilitate liquidity for their specific business.

In endeavor itself there is a certain dynamic entertainment, affording an illusion of useful purpose. With achievement the illusion is dispelled. Man's greatest accomplishment is to produce change. The only good in life is study, because study is an endeavor that never reaches fulfillment. It busies a man to the end of his days, and it aims at the only true reality in all this world of shams and deceits.

Effective gamification is a combination of game design, game dynamics, behavioral economics, motivational psychology, UX/UI (User Experience and User Interface), neurobiology, technology platforms, as well as ROI-driving business implementations.

It’s through diverse opinions and perspectives that a dynamic organisation can drive innovation and create its competitive advantage.

Abolishing the dualism between short-term and long-term goals necessitates iteration and the integration of feedback in our dynamic world.

Abelman’s Dry Goods Kansas City, Missouri U.S.A. Mr. I. Abelman, Mongoloid, Esq.: We have received via post your absurd comments about our trousers, the comments revealing, as they did, your total lack of contact with reality. Were you more aware, you would know or realize by now that the offending trousers were dispatched to you with our full knowledge that they were inadequate so far as length was concerned. “Why? Why?” You are, in your incomprehensible babble, unable to assimilate stimulating concepts of commerce into your retarded and blighted worldview. The trousers were sent to you (1) as a means of testing your initiative (A clever, wide-awake business concern should be able to make three-quarter-length trousers a byword of masculine fashion. Your advertising and merchandising programs are obviously faulty.) and (2) as a means of testing your ability to meet the standards requisite in a distributor of our quality product. (Our loyal and dependable outlets can vend any trouser bearing the Levy label no matter how abominable their design and construction. You are apparently a faithless people.) We do not wish to be bothered in the future by such tedious complaints. Please confine your correspondence to orders only. We are a busy and dynamic organization whose mission needless effrontery and harassment can only hinder. If you molest us again, sir, you may feel the sting of the lash across your pitiful shoulders. Yours in anger, Gus Levy, Pres.

There’s a saying that all roads lead to Ankh-Morpork, greatest of Discworld cities. At least, there’s a saying that there’s a saying that all roads lead to Ankh-Morpork. And it’s wrong. All roads lead away from Ankh-Morpork, but sometimes people just walk along them the wrong way. Poets long ago gave up trying to describe the city. Now the more cunning ones try to excuse it. They say, well, maybe it is smelly, maybe it is overcrowded, maybe it is a bit like Hell would be if they shut the fires off and stabled a herd of incontinent cows there for a year, but you must admit that it is full of sheer, vibrant, dynamic life. And this is true, even though it is poets that are saying it. But people who aren't poets say, so what? Mattresses tend to be full of life too, and no one writes odes to them. Citizens hate living there and, if they have to move away on business or adventure or, more usually, until some statute of limitations runs out, can’t wait to get back so they can enjoy hating living there some more. They put stickers on the backs of their carts saying "Anhk-Morpork—Loathe It or Leave It.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Two mystic states can be dissociated: the ecstatic-beneficent-and-benevolent, contemplation of the divine love, the divine splendour with goodwill toward others. And the bestial, namely the fanatical, the man on fire with God and anxious to stick his snotty nose into other men's business or reprove his neighbour for having a set of tropisms different from that of the fanatic's, or for having the courage to live more greatly and openly. The second set of mystic states is manifest in scarcity economists, in repressors etc. The first state is a dynamism. It has, time and again, driven men to great living, it has given them courage to go on for decades in the face of public stupidity. It is paradisical and a reward in itself seeking naught further... perhaps because a feeling of certitude inheres in the state of feeling itself. The glory of life exists without further proof for this mystic.

Writer and researcher of group dynamics Christina Baldwin once said, “Words are how we think, story is how we link.

Dynamic capability is the ability to reconfigure your organization in the way that has the effect of increasing its variety.

Dynamic decision making needs dynamic decision makers, who can think on their feet.

Stagnancy will suffocate a business… Leadership must be dynamic and evolving to ensure successful growth, enhancement, and longevity.

Fear of what other people will think is the single most paralyzing dynamic in business, and in life.

What made those teams great is that everyone trusted one another. It can be a powerful thing when that magic dynamic exists.

To Randy and the others, the business plan functions as Torah, master calendar, motivational text, philosophical treatise. It is a dynamic, living document.

Unlearn your knowledge about what WAS working to understand what is working NOW

Its easier to start a global business than a local one, make your business one where you can work from anywhere in the world

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

in a digitally enabled world, all businesses are global

No matter what you or I achieve, in sports, business, or life, we can’t be satisfied. Life is too dynamic a game. We’re either getting better or we’re getting worse.

There is a fun fact that suggests America has 40 lawyers for every engineer, whereas China, emerging as one of the world’s most dynamic nations, has 40 engineers for every lawyer. I am not sure exactly what that says, but it can’t be a plus for the United States. It may only be coincidence that the explosion in ethical and legal lapses in the business world parallels proportionately the increase in lawyers.

A century gone by and still the wounds remain fresh , the problem unresolved and a zillion questions unanswered. The subliminal hyper nationalist state with so maligned dynamics that a simple wrong step is enough to wake the beast from its simmering slumber and throw the entire nation into whirl pool of unaccounted casualties.... A millions lives lost , businesses uprooted and educations at stake ...this is a jinxed paradise where the wails of the half widows reach the heavens and bring nothing but sorrow. Legend has it that this place will be swallowed in one great leap of water as we will self annihilate everything and thus life will complete its full circle. "Cursed be the ground for our sake. Both thorns and thistles it shall bring forth for us. For out of the ground we were taken, for the dust we are... and to the dust we shall return

When architecture is viewed from a capital stewardship perspective, we see that the architect can have a beneficial impact on how vital resources are utilized. Right from the beginning of the design process, the architects choices have the power to influence forests, factories, jobs, land use, community dynamics and so much more. When these things are viewed as capital, and the process of appropriating them is approached with a spirit of stewardship, all of these things are influenced for better instead of for worse. And this results in multiplicative value effects.

You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged. To set up a healthy feedback system, you must remove power dynamics from the equation—you must enable yourself, in other words, to focus on the problem, not the person.

In particular, the rise of companies like Google, Facebook, and Amazon has propelled a great deal of progress. Never before have such deep-pocketed corporations viewed artificial intelligence as absolutely central to their business models—and never before has AI research been positioned so close to the nexus of competition between such powerful entities. A similar competitive dynamic is unfolding among nations. AI is becoming indispensable to militaries, intelligence agencies, and the surveillance apparatus in authoritarian states.* Indeed, an all-out AI arms race might well be looming in the near future.

In frantically trying to help God run His business by establishing visible and impressive cathedrals and headquarters on earth, we might have actually unwittingly hindered Him, because these structures may have shouted glory to humanity so loudly that we’ve drowned out the glory of the Lamb in the process.

I think my political transformation began with my exposure to the business-as-usual attitude of many civil service bureaucrats during the war; then came the attempted Communist take-over of the picture business, which a lot of my liberal friends refused to admit ever happened; next, I had a brief experience living in a country that promised the kind of womb-to-tomb utopian benevolence a lot of these liberal friends wanted to bring to America. In 1949, I spent four months in England filming The Hasty Heart while the Labor Party was in power. I saw firsthand how the welfare state sapped incentive to work from many people in a wonderful and dynamic country.

Singapore's economy is considered one of the freest, most innovative, most competitive, dynamic and business-friendly in the world. There is no minimum wage and so the unemployment rate is also one of the lowest in the world. Singapore also has low tax rates, no corruption, good infrastructure and a skilled workforce, making it very attractive to foreign companies.

RICHIE: My journey has been steadfast: to be Jon’s right-hand man. First and foremost, I try to always be there for him, as a friend, on a musical level, and from a business standpoint where he can use me as a mirror for himself. We’ve always looked to Frank and Dean. Frank was the Chairman and Dean was the right-hand man. That’s the way it was. It was a dynamic duo.

Because of the destruction of the Afghan and Iraqi infrastructure, the enormous problem of policing, the incredible expense of rebuilding, and the $700 billion U.S. defense budget, it was foreseeable that the “military conflict” there could go on for decades, to the delight of military contractors like Halliburton, Lockheed and General Dynamics. War is good for business.

He knew Timosha's views: tangling with skirts in serious business was like mixing jam with beet soup. "Letting a woman visit you is one thing. But let her into your soul? Oh, no!" Timosha wagged his dry little finger in warning. "Once you let her in, you're done for. A woman, brother--she sends down roots like a weed. Before you know it, you'll be overgrown with weeds all over.

When people are looking for causes of failure, they are predisposed to one of these positions. Suppose you apply for a job, but fail to get hired. Here are some possible answers you give. Global: I don't look good on paper and I get nervous at interviews. Specific: I don't really know enough about the kinds of products they sell. To look good at an interview, I need more of a feel for the business. Chronic: I don't have a dynamic, take-charge kind of personality. It's not who I am. Transient: I had just recovered from the flu and had not been sleeping well. I wasn't at my best. Personal: The job was there for the taking. I just couldn't get it done. Universal: they probably already had an insider picked out; the job search was just for show, and no outsider would have gotten the job.

At its worst, neo-liberalism takes a dynamic system like free market capitalism, which is capable of spectacular creativity and ingenuity, and reduces it to a boring exercise in ‘how we can buy these widgets 10 per cent cheaper’. It has also propelled a narrow-minded technocratic caste into power, who achieve the appearance of expert certainty by ignoring large parts of what makes markets so interesting.

Holacracy obsoletes the habit of making commitments about when you will deliver a particular project or action. In tactical meetings, for example, we capture next-actions, but do not attach deadline commitments to them. Why? As much as the practice of setting deadlines is generally recommended in today’s business world, allow me to offer a contrary view: committing to deadlines has important downsides, and using them obscures a more dynamic, reality-based approach.

The word “activist” conjures images of sit-ins, people circulating petitions and raising money and marching and organizing and meeting, and getting people to the polls. But it also means doing research, starting businesses, making loans, and changing one’s diet. When people creatively act on their moral intuition, all kinds of things happen. The world of activism is very big, diverse, and dynamic. And it requires—and helps us along in—transcending the collective trance.

Dogmatic theology is, by its very nature, unchangeable. The same can be said in regard to the spirit of the law. Law was and is to protect the past and present status of society and, by its very essence, must be very conservative, if not reactionary. Theology and law are both of them static by their nature. Philosophy, law and ethics, to be effective in a dynamic world must be dynamic; they must be made vital enough to keep pace with the progress of life and science. In recent civilization ethics, because controlled by theology and law, which are static, could not duly influence the dynamic, revolutionary progress of technic and the steadily changing conditions of life; and so we witness a tremendous downfall of morals in politics and business. Life progresses faster than our ideas, and so medieval ideas, methods and judgments are constantly applied to the conditions and problems of modern life. This discrepancy between facts and ideas is greatly responsible for the dividing of modern society into different warring classes, which do not understand each other. Medieval legalism and medieval morals- the basis of the old social structure-being by their nature conservative, reactionary, opposed to change, and thus becoming more and more unable to support the mighty social burden of the modern world, must be adjudged responsible in a large measure for the circumstances which made the World War inevitable.

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

Open source philosophies once promised to democratize access to cutting-edge technologies radically. Yet for AI, the eventual outcome of the high-stakes battle between open and closed systems remains highly uncertain. Powerful incentives pull major corporate powers to co-opt open source efforts for greater profit and control, however subtly such dynamics might unfold. Yet independent open communities intrinsically chafe against restrictions and centralized control over capacity to innovate. Both sides are digging in for a long fight.

Rare are the leaders of organizations who will tell you that their people don’t matter. However, there is a big difference between understanding the value of the people inside an organization and actually making decisions that consider their needs. It’s like saying, “my kids are my priority,” but always putting work first. What kind of family dynamic or relationship with our kids do we think results? The same is true in business. When we say our people matter but we don’t actually care for them, it can shatter trust and create a culture of paranoia, cynicism, and self-interest. This is not some highfalutin management theory—it’s biology. We are social animals and we respond to the environments we’re in. Good people put in a bad environment are capable of doing bad things. People who may have done bad things, put in a good environment, are capable of becoming remarkable, trustworthy, and valuable members of an organization. This is why leadership matters. Leaders set the culture. Leaders are responsible for overseeing the environment in which people are asked to work . . . and the people will act in accordance with that culture.

And that had led to all the trouble with How to Dynamically Manage People for Dynamic Results in a Caring Empowering Way in Quite a Short Time Dynamically. Ponder didn't know when this book would be written, or even in which world it might be published, but it was obviously going to be popular because random trawls in the depths of L-space often turned up fragments. Perhaps it wasn't even just one book. And the fragments had been on Ponder's desk when Ridcully had been poking around. Unfortunately, like many people who are instinctively bad at something, the Archchancellor prided himself on how good at it he was. Ridcully was to management what King Herod was to the Bethlehem Playgroup Association. His mental approach to it could be visualized as a sort of business flowchart with, at the top, a circle entitled "Me, who does the telling" and, connected below it by a line, a large circle entitled "Everyone else." Until now this had worked quite well, because, although Ridcully was an impossible manager, the University was impossible to manage and so everything worked seamlessly. And it would have continued to do so if he hadn't suddenly started to see the point in preparing career development packages and, worst of all, job descriptions.

Social entrepreneurs are among the most dynamic engines of the cooperative movement. Where corporate moguls work for personal enrichment, these civic-minded business leaders work for the cooperative equivalent, which is a desire to generate community self-reliance, abolish poverty, and enhance community economic well-being by improving housing, food, transportation, energy, health, finance, and a host of other products and services. Their motivations are not selfishly financial; they are far deeper, rooted in both the human spirit and the pervasive sense of community that human beings have striven to express throughout history. As the economist Jean Monnet once said, “Without community, there is crisis.

The rise of loneliness as a health hazard tracks with the entrenchment of values and practices that supersede any notion of "individual choices." The dynamics include reduced social programs, less available "common" spaces such as public libraries, cuts in services for the vulnerable and the elderly, stress, poverty, and the inexorable monopolization of economic life that shreds local communities. By way of illustration, let's take a familiar scenario: Walmart or some other megastore decides to open one of its facilities in a municipality. Developers are happy, politicians welcome the new investment, and consumers are pleased at finding a wide variety of goods at lower prices. But what are the social impacts? Locally owned and operated small businesses cannot compete with the marketing behemoth and must close. People lose their jobs or must find new work for lower pay. Neighborhoods are stripped of the familiar hardware store, pharmacy, butcher, baker, candlestick maker. People no longer walk to their local establishment, where they meet and greet one another and familiar merchants they have known, but drive, each isolated in their car, to a windowless, aesthetically bereft warehouse, miles away from home. They might not even leave home at all — why bother, when you can order online? No wonder international surveys show a rise in loneliness. The percentage of Americans identifying themselves as lonely has doubled from 20 to 40 percent since the 1980s, the New York Times reported in 2016. Alarmed by the health ravages, Britain has even found it necessary to appoint a minister of loneliness. Describing the systemic founts of loneliness, the U.S. surgeon general Vivek Murthy wrote: "Our twenty-first-century world demands that we focus on pursuits that seem to be in constant competition for our time, attention, energy, and commitment. Many of these pursuits are themselves competitions. We compete for jobs and status. We compete over possessions, money, and reputations. We strive to stay afloat and to get ahead. Meanwhile, the relationships we prize often get neglected in the chase." It is easy to miss the point that what Dr. Murthy calls "our twenty-first-century world" is no abstract entity, but the concrete manifestation of a particular socioeconomic system, a distinct worldview, and a way of life.

What is our UN-VICE in the context of Disruption 3.0? To sum up, UN-VICE is an updated way of capturing the state of the world. Framing the dynamics of systemic disruption as UNknown, Volatile, Intersecting, Complex, Exponential enables an empowering response. We are not helpless victims unable to make decisions. With UN-VICE, we have the power to shape our own futures. KEY POINTS: OUR UN-VICE ACRONYM - UNknown: Uncertainty becomes our comfort zone. Recognize you can’t know anything perfectly and many decisions are based on assumptions. Increased uncertainty lowers the value of advice and requires increased self-reliance. Learn how to respond regardless of the lack of precedents. - Volatile: Harness change for gain. Our world, and change itself, is evolving faster than ever before. Volatility is not new; we simply can’t ignore its impact. In volatility, we see the shifting speed and texture of the changing environment. - Intersecting: Everything connects to everything else. The broader our lens, the greater the insights gained from realizing how boundaries are disappearing. - Complex: Notice emergent properties and adapt. In complex environments, inputs do not map clearly to outputs. Practitioners must acknowledge emergent properties and reconcile the immediate with the indefinite. Such systems require critical thinking, experimentation, and judgment. Evaluate emerging issues, build resiliency, and learn to adapt to expanding complexity. - Exponential: Pay attention to nonlinear types of change that increase in growth rate. Notice rapid acceleration of seemingly small shifts. Monitoring early on will mean fewer surprises.

In every classic comedy duo, from Laurel and Hardy to Abbott and Costello to Martin and Lewis, in order for the exchange to work, the quality of the straight man had to be as dynamic as that of the funny guy. Carl was the best at this. I could use a single question as a springboard to unplanned exposition and tangents that would be as much of a surprise to Carl as they were to the audience. Carl was a gifted partner: While he deferred the punch lines to me, he knew me well enough to follow along and cross paths enough to set me up for more opportunities. He also knew he could throw me a complete curveball and I’d swing for the fences. We were a great ad-libbed high-wire act, and like the best high-wire acts, ours was dependent upon complete trust and respect for each other. Carl once said, “A brilliant mind in panic is a wonderful thing to behold.

Daniel believes that popularity is very much a part of the adult playground, affecting the innovation and productivity of corporations all over the world. He perceives something very adolescent in the workplace that reminds him of my class almost every day, he tells me. It’s a dynamic that plays out in every meeting and influences how every decision is made. “Here’s what happens,” Daniel explains. “After a meeting, everyone gets together in twos and threes around the watercooler, and then you hear what people really thought. And it’s all the stuff that didn’t get talked about at the meeting at all. I’m always amazed at the big difference, and I wonder, why the delta?” Daniel’s theory is that efficient decision-making in business has become hampered by popularity, or rather the fear of losing it. “People don’t want to lose status or have people dislike them,” he says. “There’s a lot of norming in a company, people going with the herd, following others. People are afraid to say what they think. I find it really interesting how much we overestimate how secure those around us are, and how much this still plays out for people in their thirties, forties, and fifties. They still need that validation from their peers. They really want people to like them, and when they think others don’t, it stings them for days, or months.

Well, Gordon assigned me to write a major piece of software for the Apple Macintosh. Financial spreadsheet, accounting, that sort of thing, powerful, easy to use, lots of graphics. I asked him exactly what he wanted in it, and he just said, ‘Everything. I want the top piece of all-singing, all-dancing business software for that machine.’ And being of a slightly whimsical turn of mind I took him literally. “You see, a pattern of numbers can represent anything you like, can be used to map any surface, or modulate any dynamic process—and so on. And any set of company accounts are, in the end, just a pattern of numbers. So I sat down and wrote a program that’ll take those numbers and do what you like with them. If you just want a bar graph it’ll do them as a bar graph, if you want them as a pie chart or scatter graph it’ll do them as a pie chart or scatter graph. If you want dancing girls jumping out of the pie chart in order to distract attention from the figures the pie chart actually represents, then the program will do that as well. Or you can turn your figures into, for instance, a flock of seagulls, and the formation they fly in and the way in which the wings of each gull beat will be determined by the performance of each division of your company. Great for producing animated corporate logos that actually mean something. “But the silliest feature of all was that if you wanted your company accounts represented as a piece of music, it could do that as well. Well, I thought it was silly. The corporate world went bananas over it.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.

The softening of thought began with open-heart ideology: the New Philosophers. It continued with the New Romantics. Then the revival of philosophy in general. Then the euphoria of new enterprise and new business. The social 'naturalism' of neoliberalism. Everywhere face-lifted values have reinstalled themselves, a touching dynamism, a puerile religiosity, in which love resurfaces blithely. A way for the horde to close ranks at the time of the greatest dispersion of the species. Zinoviev doesn't give a damn about the Western intelligentsia, with its subtlety and sophistication. He knows that the massive unintelligible reality on the other side of the iron curtain is more interesting than our dialectical, interactive processes. He draws the power of his irony from the power of stupidity. The gist of what he is saying is that if we have not conquered this stupidity, you are not going to overcome it. And he is only too damned right. Or he is saying this: you are behind us in absolute terms, because we have been through the worst, whereas you still have it to go through. You cannot argue with that. Dissidents? In the case of Sakharov, says Zinoviev, the Western world and the Eastern bloc derive equal benefit from this lamentable situation and are equally responsible for it. You have no hope of converting us for we are a more advanced form, the post-catastrophe social form, the form of survival. You are still in the realm of life, but we are already in the realm of afterlife - survival. In any case, your society is artificial: it goes to any lengths to sustain illusions from which we have already drawn all the possible consequences. Do not hope for communism to evolve, for it is you who quite peaceably will take the same path as we have. You are already a lot like us.

The CEO answered by saying the bill was too high, that he’d pay half of it and that they would talk about the rest. After that, he stopped answering her calls. The underlying dynamic was that this guy didn’t like being questioned by anyone, especially a woman. So she and I developed a strategy that showed him she understood where she went wrong and acknowledged his power, while at the same time directing his energy toward solving her problem. The script we came up with hit all the best practices of negotiation we’ve talked about so far. Here it is by steps: A “No”-oriented email question to reinitiate contact: “Have you given up on settling this amicably?” A statement that leaves only the answer of “That’s right” to form a dynamic of agreement: “It seems that you feel my bill is not justified.” Calibrated questions about the problem to get him to reveal his thinking: “How does this bill violate our agreement?” More “No”-oriented questions to remove unspoken barriers: “Are you saying I misled you?” “Are you saying I didn’t do as you asked?” “Are you saying I reneged on our agreement?” or “Are you saying I failed you?” Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: “It seems like you feel my work was subpar.” Or “… my work was subpar?” A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: “How am I supposed to accept that?” If none of this gets an offer of full payment, a label that flatters his sense of control and power: “It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently.” A long pause and then one more “No”-oriented question: “Do you want to be known as someone who doesn’t fulfill agreements?” From my long experience in negotiation, scripts like this have a 90 percent success rate. That is, if the negotiator stays calm

The population, who are, ultimately, indifferent to public affairs and even to their own interests, negotiate this indifference with an equally spectral partner and one that is similarly indifferent to its own will: the government [Ie pouvoir] . This game between zombies may stabilize in the long term. The Year 2000 will not take place in that an era of indifference to time itself - and therefore to the symbolic term of the millennium - will be ushered in by negotiation. Nowadays, you have to go straight from money to money, telegraphically so to speak, by direct transfer (that is the viral side of the matter). A viral revolution, then, more akin to the Glass Bead Game than to the steam engine, and admirably personified in Bernard Tapie's playboy face. For the look of money is reflected in faces. Gone are the hideous old capitalists, the old-style industrial barons wearing the masks of the suffering they have inflicted. Now there are only dashing playboys, sporty and sexual, true knights of industry, wearing the mask of the happiness they spread all around themselves. The world put on a show of despair after 1968. It's been putting on a big show of hope since 1980. No more tears, alright? Reaganite optimism, the pump ing up of the dollar. Fabius's glossy new look. Patriotic conviviality. Reluctance prohibited. The old pessimism was produced by the idea that things were getting worse and worse. The new pessimism is produced by the fact that everything is getting better and better. Supercooled euphoria. Controlled anaesthesia. I should like to see the equivalent of Bernard Tapie in the world of business emerge in the world of concepts. Buying up failing concepts, swallowing them up, dusting them off (firing all the deadbeats who are in the way), putting them back into circulation with a dynamic virginity, sending them shooting up on the Stock Exchange and then abandoning them afterwards like dogs. Some people do this very well. It is perhaps better to save tired concepts by maintaining them in a super cooled state like unemployed labour, or locking them away in interactive data banks kept alive on a respirator.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

The Lessons of the Past  Ancient strategists provide us with modes of thinking and practical guidance that we can use in the present.  First, any area, no matter how dominated by thoughtless effort, can be transformed by the application of tactics. Try to use special forces at special times and in special ways.  Second, understand that plans must change. Learn to recognize the fluid nature of reality and be aware that any strategy must constantly adapt to that reality. The most brilliant plans are those that spring into being in the action-response dynamic of the moment.  Third, preparation is the heart of strategic capability. Whether you’re running a household or a billion-dollar business, training, discipline, hard work, and sound planning are the foundations of strategic reserves, which are necessary for many kinds of maneuvers. If you have no reserves, you have no strategy.  Fourth, know your opponents. You can gain astonishing leverage if you know the preparations and capabilities of your opponents. A combination of surprise and superb tactical execution can allow you to defeat an opponent with twice your strength.  Fifth, be bold; seize your fortune. The greatest challenge in strategic thinking is getting started.

Bob Clearmountain’s Mix This! Studio Equipment List Dynamic processing: UREI 1178 Stereo Compressor—Fantastic, but old and cranky; difficult to recall. Focusrite Red 3 Stereo Compressor—Sounds and looks good but noisy and hard to recall; could use control markings. UREI LA-3A Compressor—Classic and transparent on vocals; modified for low noise. Empirical Labs

SSL FXG384 Outboard Stereo Compressor—Same as in the G-Series Console; great for piano or submixed drums. Avalon AD2044 Stereo Compressor—Great on bass and guitars; difficult to recall. BSS DPR-901 Dynamic Equalizer—For vocals, it’s like cheating! DBX 902 De-Esser—Quite handy, but not for lead vocals. Drawmer DS-201 Dual Gate—Great problem-solvers.

I’ve talked about my belief that balance is a dynamic activity—by which I mean, one that never ends. I’ve spelled out my reasons for not defaulting to one or another extreme because it feels safer or more stable. Now I am urging you to attempt a similar balancing act when navigating between the known and the unknown. While the allure of safety and predictability is strong, achieving true balance means engaging in activities whose outcomes and payoffs are not yet apparent. The most creative people are willing to work in the shadow of uncertainty.

most companies claiming to have AI are really just using Systems That Act, or rule-based mechanisms that are incapable of dynamic actions or decisions.

True enough, you can’t always control the people you have in your life, this is particularly true of family and co-workers. But, you can improve on the overall dynamic of these forced relationships by taking charge of these relationships by not getting sucked into negative conflicts and feelings and avoiding these types of situations if you’re able to.

Their parents had just started an import business in the food industry, and since Christina was seventeen at the time, she was assigned to look after Julie when their parents weren’t around. That’s when the dynamics changed, when their relationship disintegrated, just like a democracy does when a dictatorship takes the reins.

Managing digital performance and improving business achievement as an iterative continuum means setting metrics, adjusting plans, measuring performance, and understanding results dynamically.

As Keynes observed, there cannot be "liquidity" for the community as a whole. The mistake is in thinking that markets have a duty to stay liquid or that buyers will always be present to accommodate sellers. The real culprit in 1994 was leverage. If you aren't in debt, you can't go broke and can't be made to sell, in which case "liquidity" is irrelevant. But a leveraged firm may be forced to sell, lest fast-accumulating losses put it out of business. Leverage always gives rise to this same brutal dynamic, and its dangers cannot be stressed too often.

The digital ecosystem provides unprecedented opportunities to strike a dynamic balance between the inner and outer elements, and leapfrog the business world up to the next level of advancement.

But if you are hoping for a straight path to impact, innovating may appear daunting at first. You need a lot of information to trace changes at the outcome all the way back to the beginnings. That’s why the stories of innovations in hindsight reveal so little of what one needs to do. And forecasting an outcome, or a product, or a user, or an organization, or a business model, or the specific technology needed from the hunch that characterizes the genesis of an innovation requires obtaining an insurmountable amount of knowledge of the dynamics ahead.

Bezos informed his technical staff that henceforth every point of communication within Amazon would be through an interface (API) that could be exposed externally, that there would be no exceptions, and that anyone who didn’t follow this rule would be fired. Unsurprisingly, within a few years every service within Amazon was exposed via these APIs. As discussed previously, this not only increased Amazon’s own ability to dynamically reassemble its own infrastructure, it meant that Amazon’s services could be anyone’s services. Individual developers could use Amazon’s own servers and storage almost as if they were Amazon employees. Anyone with the time and inclination could build their own storefront, their own application, their own services that drove business back to Amazon. Technologists often talk about the “Not Invented Here” problem: the reluctance to adopt something invented elsewhere. Bezos’s mandate was the polar opposite of this: it was a realization that Amazon could never be all things to all people, but that it could enable millions of developers to use Amazon services to go out and target markets that Amazon itself could never reach.

Qualitative system dynamics is a powerful tool to help categorize behaviors as endogenous or exogenous with respect to the system under study.

4. Sketch Out Possible Dynamic Behaviors—Given the structure you have identified, what possible dynamic behaviors can be produced? Compare those to what has been observed to build support for your initial model. Does the model support the observed data? If not, there may be unidentified loops or delays present.

5. Search for Leverage Points and Potential Unintended Consequences of Interventions—When a model produces dynamic behavior like the real system, start to examine the model for insights. Are there key leverage points in your model?

Key Idea for Qualitative Dynamics: Structure Impacts Behavior Through Time

Delay is another crucial component in the structure of dynamic systems. In most cases, the process of feedback is not instantaneous. As the delay of the change process increases, the potential for the delay to impact the system behavior increases.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

When he got out of the car to do his business, my mother stared straight ahead. But I turned to watch. There was always something wild and charismatically uncaring about my father’s demeanor in these moments, some mysterious abandonment of his frowning and cogitative state that already meant a lot to me, even though at that age I understood almost nothing about him. Paulie had long ago stopped whispering 'perv' to me for observing him as he relieved himself. She of course, kept her head n her novels. I remember that it was cold that day, and windy but that the sky had been cut from the crackling blue gem field of a late midwestern April. Outside the car, as other families sped past my father stepped to the leeward side of the open door then leaning back from the waist and at the same time forward the ankles. His penis poked out from his zipper for this part, Bernie always stood up at the rear window. My father paused fo a moment rocking slightly while a few indistinct words played on his lips. Then just before his stream stared he tiled back his head as if there were a code written in the sky that allowed the event to begin. This was the moment I waited for, the movement seemed to be a marker of his own private devotion as though despite his unshakable atheism and despite his sour, entirely analytic approach to every affair of life, he nonetheless felt the need to acknowledge the heavens in the regard to this particular function of the body. I don't know perhaps I sensed that he simply enjoyed it in a deep way that I did. It was possible I already recognized that the eye narrowing depth of his physical delight in that moment was relative to that paucity of other delights in his life. But in any case the prayerful uplifting of his cranium always seemed to democratize him for me, to make him for a few minutes at least, a regular man. Bernie let out a bark. ‘’Is he done?’’ asked my mother. I opened my window. ‘’Almost.’’ In fact he was still in the midst. My father peed like a horse. His urine lowed in one great sweeping dream that started suddenly and stopped just as suddenly, a single, winking arc of shimmering clarity that endured for a prodigious interval and then disappeared in an instant, as though the outflow were a solid object—and arch of glittering ice or a thick band of silver—and not (as it actually approximated) a parabolic, dynamically averaged graph of the interesting functions of gravity, air resistance, and initial velocity on a non-viscous fluid, produced and exhibited by a man who’d just consumed more than a gallon of midwestern beer. The flow was as clear as water. When it struck the edge of the gravel shoulder, the sound was like a bed-sheet being ripped. Beneath this high reverberation, he let out a protracted appreciative whistle that culminated in a tunneled gasp, his lips flapping at the close like a trumpeters. In the tiny topsoil, a gap appeared, a wisp entirely unashamed. Bernie bumped about in the cargo bay. My father moved up close to peer through the windshield, zipping his trousers and smiling through the glass at my mother. I realized that the yellow that should have been in his urine was unmistakable now in his eyes. ‘’Thank goodness,’’ my mother said when the car door closed again. ‘’I was getting a little bored in here.

Winning the digital dynamic means engaging innovative thinking, enforcing cross-functional collaboration, building the unique business competency, and taking a structural approach.

Striving after good theology is similar to managing a sweet tooth. Psychological dynamics will always make certain theological systems more or less appealing. And yet psychologically appealing and intuitive theological systems are not always healthy. In short, these psychological dynamics function as a sweet tooth, a kind of cognitive temptation that pulls the intellectually lazy or unreflective (because we are busy folk with day jobs) into theological orbits that hamper the mission of the church. As with managing the sweet tooth, vigilance and care are needed to keep us on a healthy path.

In a dynamic democratic society it is indeed difficult to keep in harness the forces of competition.

The digital capability is modular, dynamic, and nonlinear, having many visible and invisible business elements, for improving organizational competency, and enabling business strategy.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

Semler achieved this not by attempting to be a dynamic corporate leader but by finding the right balance between work and personal life, not only for himself but also for his 3,000 employees.