Ecosystem Best Quotes

Perhaps walking is best imagined as an 'indicator species,' to use an ecologist's term. An indicator species signifies the health of an ecosystem, and its endangerment or diminishment can be an early warning sign of systemic trouble. Walking is an indicator species for various kinds of freedom and pleasures: free time, free and alluring space, and unhindered bodies.

Whether we accept it or not, this will likely be the century that determines what the optimal human population is for our planet. It will come about in one of two ways: Either we decide to manage our own numbers, to avoid a collision of every line on civilization's graph - or nature will do it for us, in the form of famines, thirst, climate chaos, crashing ecosystems, opportunistic disease, and wars over dwindling resources that finally cut us down to size.

The proper use case of tokens is to more precisely control behaviors within naturally occurring social ecosystems. Any attempt to transcend beyond the small naturally occurring ecosystem is naive at best and dishonest at most.

The best ones to solve the climate change problem are businesses all around the world. If each business adapts permaculture principles, we would see massive improvements in climate and natural ecosystem conditions.

The messages coming back flooded the comm buffers with rage and sorrow, threats of vengeance and offers of aid. Those last were the hardest. New colonies still trying to force their way into local ecosystems so exotic that their bodies could hardly recognize them as life at all, isolated, exhausted, sometimes at the edge of their resources. And what they wanted was to send back help. He listened to their voices, saw the distress in their eyes. He couldn't help, but love them a little bit. Under the best conditions, disasters and plagues did that. It wasn't universally true. There would always be hoarders and price gouging, people who closed their doors to refugees and left them freezing and starving. But the impulse to help was there too. To carry a burden together, even if it meant having less for yourself. Humanity had come as far as it had in a haze of war, sickness, violence, and genocide. History was drenched in blood. But it also had cooperation and kindness, generosity, intermarriage. The one didn’t come without the other.

The best hidden secret is always in front of the eyes of people. Decision ecosystem is one such secret of successful organizations that is not easy to recognize and replicate.

When you're thinking about where is the best place to start a business, there's a lot to consider - It's about culture, it's about physical infrastructure, it's about how educated the people are, it's about the housing, it's about the natural ecosystem, it's about the regulatory and legal frameworks, it's about the local transportation system and the efficiency of all the other systems that are there. But location matters.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Perhaps the founder of the National Resources Defense Council, Gus Speth, said it best: “I used to think the top environmental problems facing the world were global warming, environmental degradation and eco-system collapse, and that we scientists could fix those problems with enough science. But I was wrong. The real problem is not those three items, but greed, selfishness and apathy. And for that we need a spiritual and cultural transformation. And we scientists don’t know how to do that.”34

If we're going to survive as a planet with more than 6 billion people without destroying the complex balance of our natural ecosystems, the best way to do it is to crowd as many of those humans into metropolitan spaces and return the rest of the planet to Mother Nature.

This has been a book about people trying to solve problems created by people trying to solve problems. In the course of reporting it, I spoke to engineers and genetic engineers, biologists and microbiologists, atmospheric scientists and atmospheric entrepreneurs. Without exception, they were enthusiastic about their work. But, as a rule, this enthusiasm was tempered by doubt. The electric fish barriers, the concrete crevasse, the fake cavern, the synthetic clouds- these were presented to me less in a spirit of techno-optimism than what might be called techno-fatalism. They weren't improvements on the originals; they were the best that anyone could come up with, given the circumstances... It's in this context that interventions like assisted evolution and gene drives and digging millions of trenches to bury billions of trees have to be assessed. Geoengineering may be 'entirely crazy and quite disconcerting', but if it could slow the melting of the Greenland ice sheet, or take some of 'the pain and suffering away', or help prevent no-longer-fully-natural ecosystems from collapsing, doesn't it have to be considered?

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

Though why is it, she wonders casually as she stacks the boxes in her van, that we expect our children to be the ones to halt deforestation and species extinction and to rescue our planet tomorrow, when we are the ones overseeing its destruction today. There’s a Chinese proverb Willow has always loved: The best time to plant a tree is always twenty years ago. And the second-best time is always now. And the same goes for saving the ecosystem.

As the Earth responds to the changes we humans have made, does it make sense to destroy ecosystems that thrive under the new conditions? As Lugo says, “This is nature’s response to what we have done to it.” Novel ecosystems may be our best hope for the future, as their components adapt to the human-dominated world using the time-tested method of natural selection. Could we hope to do any better than nature in managing and arranging our natural world for a warmer, more populous future?

We are not just protecting nature somewhere out there or giving things up simply to prevent the extinction of apparently unimportant beetles or species of birds. On the contrary, with every step we take to help conserve the ecosystem that is the Earth, we are at the same time protecting ourselves and our quality of life, simply because we are a fully functioning part of the whole. Environmental conservation is and must be—literally and in the best sense of the word—about just one thing: self-care.

...humans now occupy or have seriously altered nearly all of the spaces outside our parks and preserves. Each of us carries an inherent responsibility to preserve the quality of earth's ecosystems. When we leave the responsibility to a few experts (none of whom hold political office), the rest of us remain largely ignorant of earth stewardship and how to practice it. The conservation of Earth's resources, including its living biological systems, must become part of the everyday culture of us all, worldwide.

Gardening is like cooking. It is tempting to cook only with the goal of achieving great taste, with no thought of healthy eating, but that often results in tasty concoctions so full of fat, sugar, and salt that they are deadly in the long run. Similarly, it is tempting to garden only for beauty, without regard to the many ecological roles our landscapes must perform. All too often, such narrow gardening goals result in a landscape so low in ecological function that it drains the vitality from the surrounding ecosystem.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Increasingly, we will be faced with a choice: whether to keep the oceans for wild fish or farmed fish. Farming domesticated species in close proximity with wild fish will mean that domesticated fish always win. Nobody in the world of policy appears to be asking what is best for society, wild fish or farmed fish. And what sort of farmed fish, anyway? Were this question to be asked, and answered honestly, we might find that our interests lay in prioritizing wild fish and making their ecosystems more productive by leaving them alone enough of the time.

He [Aldo Leopold] recognized that industrial-age tools were incompatible with truly wild country - that roads eventually brought with them streams of tourists and settlers, hotels and gas stations, summer homes and cabins, and a diminishment of land health. He sort of invented the concept of wilderness as we now understand it in America: a stretch of country without roads, where all human movement must happen on foot or horseback. He understood that to keep a little remnant of our continent wild, we had no choice but to exercise restraint. I think it's one of the best ideas our culture ever had, not to mention our best hope for preserving the full diversity of nonhuman life in a few functioning ecosystems.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Outbound Prospecting (aka "Cold Calling 2.0"):: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in a while, it generates actual results!

As director Brad Bird sees it, every creative organization-be it an animation studio or a record label-is an ecosystem. 'You need all the seasons,' he says. 'You need storms. It's like an ecology. To view lack of conflict as optimum is like saying a sunny day is optimum. A sunny day is when the sun wins out over the rain. There's no conflict. You have a clear winner. But if every day is sunny and it doesn't rain, things don't grow. And if it's sunny all the time-if, in fact, we don't even have night-all kinds of things don't happen and the planet dries up. The key is to view conflict as essential, because that's how we know the best ideas will be tested and survive. You know, it can't only be sunlight.' It is management's job to figure out how to help other see conflict as healthy-as a route to balance, which benefits us all in the long run.

Among the most virulent of all such cultural parasite-equivalents is the religion-based denial of organic evolution. About one-half of Americans (46 percent in 2013, up from 44 percent in 1980), most of whom are evangelical Christians, together with a comparable fraction of Muslims worldwide, believe that no such process has ever occurred. As Creationists, they insist that God created humankind and the rest of life in one to several magical mega-strokes. Their minds are closed to the overwhelming mass of factual demonstrations of evolution, which is increasingly interlocked across every level of biological organization from molecules to ecosystem and the geography of biodiversity. They ignore, or more precisely they call it virtue to remain ignorant of, ongoing evolution observed in the field and even traced to the genes involved. Also looked past are new species created in the laboratory. To Creationists, evolution is at best just an unproven theory. To a few, it is an idea invented by Satan and transmitted through Darwin and later scientists in order to mislead humanity. When I was a small boy attending an evangelical church in Florida, I was taught that the secular agents of Satan are extremely bright and determined, but liars all, man and woman, and so no matter what I heard I must stick my fingers in my ears and hold fast to the true faith. We are all free in a democracy to believe whatever we wish, so why call any opinion such as Creationism a virulent cultural parasite-equivalent? Because it represents a triumph of blind religious faith over carefully tested fact. It is not a conception of reality forged by evidence and logical judgment. Instead, it is part of the price of admission to a religious tribe. Faith is the evidence given of a person’s submission to a particular god, and even then not to the deity directly but to other humans who claim to represent the god. The cost to society as a whole of the bowed head has been enormous. Evolution is a fundamental process of the Universe, not just in living organisms but everywhere, at every level. Its analysis is vital to biology, including medicine, microbiology, and agronomy. Furthermore psychology, anthropology, and even the history of religion itself make no sense without evolution as the key component followed through the passage of time. The explicit denial of evolution presented as a part of a “creation science” is an outright falsehood, the adult equivalent of plugging one’s ears, and a deficit to any society that chooses to acquiesce in this manner to a fundamentalist faith.

Jack coughed slightly and offered his hand. “Hi, uh. I’m Jack.” Kim took it. “Jack what?” “Huh?” “Your last name, silly.” “Jackson.” She blinked at him. “Your name is Jack Jackson?” He blushed. “No, uh, my first name’s Rhett, but I hate it, so…” He gestured to the chair and she sat. Her dress rode up several inches, exposing pleasing long lines of creamy skin. “Well, Jack, what’s your field of study?” “Biological Engineering, Genetics, and Microbiology. Post-doc. I’m working on a research project at the institute.” “Really? Oh, uh, my apple martini’s getting a little low.” “I’ve got that, one second.” He scurried to the bar and bought her a fresh one. She sipped and managed to make it look not only seductive but graceful as well. “What do you want to do after you’re done with the project?” Kim continued. “Depends on what I find.” She sent him a simmering smile. “What are you looking for?” Immediately, Jack’s eyes lit up and his posture straightened. “I started the project with the intention of learning how to increase the reproduction of certain endangered species. I had interest in the idea of cloning, but it proved too difficult based on the research I compiled, so I went into animal genetics and cellular biology. It turns out the animals with the best potential to combine genes were reptiles because their ability to lay eggs was a smoother transition into combining the cells to create a new species, or one with a similar ancestry that could hopefully lead to rebuilding extinct animals via surrogate birth or in-vitro fertilization. We’re on the edge of breaking that code, and if we do, it would mean that we could engineer all kinds of life and reverse what damage we’ve done to the planet’s ecosystem.” Kim stared. “Right. Would you excuse me for a second?” She wiggled off back to her pack of friends by the bar. Judging by the sniggering and the disgusted glances he was getting, she wasn’t coming back. Jack sighed and finished off his beer, massaging his forehead. “Yes, brilliant move. You blinded her with science. Genius, Jack.” He ordered a second one and finished it before he felt smallish hands on his shoulders and a pair of soft lips on his cheek. He turned to find Kamala had returned, her smile unnaturally bright in the black lights glowing over the room. “So…how did it go with Kim?” He shot her a flat look. “You notice the chair is empty.” Kamala groaned. “You talked about the research project, didn’t you?” “No!” She glared at him. “…maybe…” “You’re so useless, Jack.” She paused and then tousled his hair a bit. “Cheer up. The night’s still young. I’m not giving up on you.” He smiled in spite of himself. “Yet.” Her brown eyes flashed. “Never.

The various seafood guides usually rank farmed fish based on safety for consumers as well as on environmental impacts. Currently, it’s really hard to find out where or how animals were raised, what they have consumed that you don’t want to have as a part of you, or how long they have been sitting in storage, accumulating things you also do not want to have as a part of you. What most guides do not tell you is whether the fish are plant-eaters or carnivores, nor do you learn their likely age, and these things matter a lot for two reasons. The higher up the food chain, and the older the animal, the greater the concentration of contaminants: tuna, shark, swordfish, halibut, and in fact, most of the fish in the counter fit into this category. It takes a much greater investment from the ecosystem, pound for pound, to make a ten-year-old fish-eating tuna than a one-year-old plant-eating catfish. For those who want to eat low on the food chain with lowest risk of contaminants, farmed catfish, tilapia, carp, and certain mollusks are the best choices, but even so, it makes a difference where and how they were raised.

propose that we consider our farmers on a spectrum, let’s say, of agrarianism. On one end of the spectrum we have farmers like James, interested in producing the finest foodstuffs that they can, given the soil, the climate, the water, the budget, and their talent. They observe how efficacious or not their efforts are proving, and they adapt accordingly. Variety is one of the keys to this technique, eschewing the corporate monocultures for a revolving set of plants and animals, again, to mimic what was already happening on the land before we showed up with our earth-shaving machinery. It’s tough as hell, and in many cases impossible, to farm this way and earn enough profit to keep your bills paid and your family fed, but these farmers do exist. On the other end of the spectrum is full-speed-ahead robo-farming, in which the farmer is following the instructions of the corporation to produce not food but commodities in such a way that the corporation sits poised to make the maximum financial profit. Now, this is the part that has always fascinated me about us as a population: This kind of farmer is doing all they can to make their factory quota for the company, of grain, or meat, or what have you, despite their soil, climate, water, budget, or talent. It only stands to reason that this methodology is the very definition of unsustainable. Clearly, this is an oversimplification of an issue that requires as much of my refrain (nuance!) as any other human endeavor, but the broad strokes are hard to refute. The first farmer is doing their best to work with nature. The second farmer is doing their best despite nature. In order for the second farmer to prosper, they must defeat nature. A great example of this is the factory farming of beef/pork/chicken/eggs/turkey/salmon/etc. The manufacturers of these products have done everything they can to take the process out of nature entirely and hide it in a shed, where every step of the production has been engineered to make a profit; to excel at quantity. I know you’re a little bit ahead of me here, but I’ll go ahead and ask the obvious question: What of quality? If you’re willing to degrade these many lives with impunity—the lives of the animals themselves, the workers “growing” them, the neighbors having to suffer the voluminous poisons being pumped into the ecosystem/watershed, and the humans consuming your products—then what are you about? Can that even be considered farming? Again, I’m asking this of us. Of you and me, because what I have just described is the way a lot of our food is produced right now, in the system that we all support with our dollars. How did we get here, in both the US and the UK? How can we change our national stance toward agriculture to accommodate more middle-size farmers and less factory farms? How would Aldo Leopold feel about it?

There is not a single ecosystem in the Universe that is "sustainable". The planets are not "sustainable". Our solar system is sustained chaos. The best Humanity can do is learn to ride the waves of uncertainty.

Chinese and American companies have already kick-started this process, leaping out to massive leads over the rest of the world. Canada, the United Kingdom, France, and a few other countries play host to top-notch talent and research labs, but they often lack the other ingredients needed to become true AI superpowers: a large base of users and a vibrant entrepreneurial and venture-capital ecosystem. Other than London’s DeepMind, we have yet to see groundbreaking AI companies emerge from these countries. All of the seven AI giants and an overwhelming portion of the best AI engineers are already concentrated in the United States and China. They are building huge stores of data that are feeding into a variety of different product verticals, such as self-driving cars, language translation, autonomous drones, facial recognition, natural-language processing, and much more. The more data these companies accumulate, the harder it will be for companies in any other countries to ever compete.

The reality is people are comfortable with you where you are. Your lack of success makes them feel safe and predictable because you serve as a point of reference for how much better their situation is than yours. Inside, you likely know if you start moving up, your sense of security in their ecosystem will be threatened. So you stay. But are you satisfied? Losing as a means to survive socially is the stuff of a sad life. It’s sad because the best thing that can happen to your friends, your family, and even your competition is for you to succeed. Yes, it may disrupt the ecosystem for a moment, but soon after you switch into a faster lane, the horns will stop honking, the middle fingers will descend, and people will begin to accept the new and improved you. And the friends worth keeping around will begin to improve their lives, too. Successful people set the pace for the rest of us. Donald Miller

Every morning and evening at Lakefield, the fruit bats would come and go from the trees near our campsite. During the day, you could hear them in the distance as they squabbled over territory. Each fruit bat wanted to jockey for the best position on a branch. But when evening came, as if by silent agreement, all the bats knew to fly off at the same time. Steve grabbed me and the kids one evening just at dusk, and we went out into the river to watch the bats. I would rank that night as one of the most incredible experiences of my life, right up there with catching crocs and swimming with manatees. Sitting at dusk with the kids in the boat, all of a sudden the trees came alive. The bats took flight, skimming over the water to delicately dip for a drink, flying directly over our heads. It was as if we had gone back in time and pterodactyls flew once again. It was such an awe-inspiring event that we all fell quiet, the children included. The water was absolutely still, like an inky mirror, almost like oil. Not a single fish jumped, not a croc moved. All we heard were the wings of these ancient mammals in the darkening sky. We lay quietly in the bottom of the boat, floating in the middle of this paradise. We knew that we were completely and totally safe. We were in a small dinghy in the middle of some of the most prolifically populated crocodile water, yet we were absolutely comfortable knowing that Steve was there with us. “One day, babe,” Steve said softly to me, “we’ll look back on wildlife harvesting projects and things like croc farming the same way we look back on slavery and cannibalism. It will be simply an unbelievable part of human history. We’ll get so beyond it that it will be something we will never, ever return to.” “We aren’t there yet,” I said. He sighed. “No, we aren’t.” I thought of the sign Steve had over his desk back home. It bore the word “warrior” and its definition: “One who is engaged in battle.” And it was a battle. It was a battle to protect fragile ecosystems like Lakefield from the wildlife perpetrators, from people who sought to kill anything that could turn a profit. These same people were out collecting croc eggs and safari-hunting crocodiles. They were working to legalize a whole host of illicit and destructive activities. They were lobbying to farm or export everything that moved, from these beautiful fruit bats we were watching, to magpie geese, turtles, and even whales.

From am overall eclsyste,s perspective, if you're going to have 10million human beings trying to share an environment with other life-forms, it's much better to crowd all 10 million of them a hundred square miles than it is to spread them out, edge-city style, over a space ten or a hundred times that size. If we're going to survive as a planet with more than 6 million people without destroying the complex balance of our natural ecosystems, the best way to do it is to crowd as many of those humans into metropolitan spaces and return the rest of the planet to Mother Nature.

Think about it. Look at what it took for intelligence to emerge in Nature. Today is Monday. If the 3.8 billion years life has thrived on Earth equated to 38 days, then for over a month all we had around here were microbes. “Complex, multicellular life arose last Wednesday. Dinosaurs came in on Friday. Sometime this morning, around 1am, a meteor struck and the best part of an entire phylogenetic clade was pushed to extinction. Those few avian dinosaurs that did survive went on to supply us with deep fried chicken and scrambled eggs.” I can’t help but smile at Avika’s compressed take on the history of life on Earth. “Mammals have been around at least since Sunday, but they were little more than rodents most of the time. That rock from space cleared out vast swathes of the ecosystem, and mammals rushed to fill the gap. “Every multicellular creature has some degree of intelligence, or at least instinct, but it wasn’t until some point in the last hour that the wisest of men, Homo sapiens arose, and yet even then, intelligence was little more than a desperate struggle for survival. “For the last seven minutes, or roughly two hundred thousand years, our intelligence extended little further than chipping at rocks to make stone knives. “In the last thirty seconds, we’ve been on a bender. We’ve built pyramids, sailed the oceans and landed on the Moon!” I say, “So your point is, human intelligence is the pinnacle of evolution?” “Oh, no. Not at all. There’s plenty of intelligence in the animal kingdom, especially among mammals, birds and cephalopods, but it took 3.8 billion years before intelligence could exploit its own ingenuity and blossom in its own right. “If all our intellectual accomplishments are the result of the last thirty seconds, then perhaps creating artificial intelligence isn’t quite as easy as busting out some Perl scripts.” I

Ecosystems require organizations that are constantly on the lookout for new possibilities, constantly scanning the horizon for new opportunities to make cross-sectoral plays and forge cooperative partnerships with others. Organizations can only be open to those possibilities and opportunities when their employees are curious and open minded. And employees are most likely to be curious and open minded when their leaders are holistically looking out for their best interests and actively searching for ways to provide them with everything they need. This is clearly most relevant to those within the senior ranks of your organization, but it really applies to everyone who serves in key roles. Above all, servant leadership helps organizations adopt all of the ideals that the ecosystem economy demands: openness, entrepreneurialism, decisiveness, a fail-fast mindset, long-term thinking, and more.

MANY YEARS AGO, I had joined the local news desk of a prominent newspaper in Bengaluru, the sleepy south Indian town that became the country’s Silicon Valley. After trying my hand at crime reporting and general business journalism, I developed an interest in tracking technology. Among other things in the mid noughties, I had half a page in the paper to feature new gadgets every week. Nokia, Blackberry, Samsung and a few other companies were regulars on the page. While I was enjoying my work, my salary needed a boost. (The media industry’s decline was just about beginning, and salaries were as poor then as they are today.) Getting out of the rather difficult circumstances that I found myself in, I moved on to the Economic Times to report on technology. The business daily was India’s largest pink paper by circulation, and I worked with some of the best journalists of the time. My job was mainly to write about technology services companies. Soon I got bored with tracking quarterly results and rehearsed statements. This was around 2012, and India’s start-up ecosystem was in its infancy. I quit the paper to join a start-up blog. I didn’t ask for a raise. I was just happy to be able to write about start-ups and their founders. It was something new, and their excitement was infectious. In those days, ‘start-up’ was not a mainstream beat in India. Only niche blogs wrote about them. On the personal front, there were months when I was flat broke. One evening I sold my old Nokia 5800 for ₹300 at a second-hand electronics shop to buy a packet of biryani. That is still the best biryani I’ve ever had. The two years at the start-up blog were also my best two years ever. As start-ups became the buzzword, I went back to the pink paper to write about them. I was able to upgrade my life a little. I moved into a middle-class apartment with my family. I got some furniture and so on. After selling the Nokia phone, I used a feature phone for a few days. But now I had to upgrade my phone. After much research, I zeroed in on a Micromax handset. Micromax, a Gurgaon-based company that began making handsets in 2008, had some smartphones that were affordable on a young journalist’s salary. It was also a leading brand and had some interesting features such as dual SIM and a great touchscreen display. Going from a phone that ran on Symbian (Nokia’s proprietary operating system that failed) to an Android-based phone was like suddenly being

1. Sri Lanka’s Cultural and Historical Richness "Sri Lanka is a place where history lives in harmony with the present. From ancient temples to colonial fortresses, every corner of this island tells a story." Sri Lanka’s history stretches over 2,500 years, featuring incredible landmarks like the Sigiriya Rock Fortress and Anuradhapura's ancient ruins. The country is also home to the famous Temple of the Tooth in Kandy, an important religious site for Buddhists around the world. Each historic site tells a different story, making Sri Lanka a treasure trove of cultural and spiritual experiences. Find out more about planning a visit here. ________________________________________ 2. Nature’s Bounty and Biodiversity "In Sri Lanka, nature isn't merely observed; it's experienced with all the senses — from the scent of spice plantations to the sight of vibrant tea terraces and the sound of waves on pristine beaches." Sri Lanka’s national parks, like Yala and Udawalawe, are among the best places to see elephants, leopards, and a diverse range of bird species. The island’s ecosystems, from rainforests to coastal mangroves, create an incredible array of landscapes for nature lovers to explore. For those planning to visit these natural wonders, start your journey with a visa application. ________________________________________ 3. Sri Lankan Hospitality and Warmth "The true beauty of Sri Lanka is found in its people — hospitable, welcoming, and ready to share a smile or story over a cup of tea." The warmth of Sri Lankans is a common highlight for visitors, whether encountered in bustling cities or quiet villages. Tourists are frequently invited to join meals or participate in local festivities, making Sri Lanka a welcoming destination for international travelers. To experience this hospitality firsthand, ensure you have the right travel documents, accessible here. ________________________________________ 4. Beaches and Scenic Coastal Areas "Sri Lanka’s coastline is a place where sun meets sand, and every wave brings with it a sense of peace." With over 1,300 kilometers of beautiful coastline, Sri Lanka offers something for everyone. The south coast is famous for relaxing beaches like Unawatuna and Mirissa, while the east coast’s Arugam Bay draws surfing enthusiasts from around the globe. To enjoy these beaches, start by obtaining a Sri Lanka visa. ________________________________________ 5. Tea Plantations and the Hill Country "The heart of Sri Lanka beats in the hill country, where misty mountains and lush tea plantations stretch as far as the eye can see." The central highlands of Sri Lanka, with towns like Ella and Nuwara Eliya, are dotted with tea plantations that produce some of the world’s finest teas. Visiting a tea plantation offers a chance to see tea processing and sample fresh brews, with the cool climate adding to the serene experience. Secure your entry to the hill country with a visa application. ________________________________________ 6. Sri Lankan Cuisine: A Feast for the Senses "In Sri Lanka, food is more than sustenance — it’s an art form, a burst of flavors that range from spicy curries to sweet desserts." Sri Lankan cuisine is a rich blend of spices and textures. Popular dishes like rice and curry, hoppers, and kottu roti offer a true taste of the island. Food tours and local markets provide immersive culinary experiences, allowing visitors to discover the flavors of Sri Lanka. For a trip centered on food and culture, start your journey here.

Imagine that you have a big juicy golden yellow mango. You’re just about to bite into it when a thought of its origin crosses your mind. Some wonderful farmer, many years ago planted a seed. Like rearing a tiny baby, the farmer tended to his mango saplings with love and care. He used the right kind of soil, a large quantity of water, the best of fertilizers and perfect sunlight. His joy knew no bounds as he watched the seed transform first into a tender green sapling and then into a tree. He protected it like his own baby. A few years later, the tree started flowering and bore small raw mangoes. With the passage of time, the mangoes turned ripe and golden. Then, with gentle wrinkled hands the farmer plucked the mangoes, laid them softly over the basket and carried them to town. From the village to the town, from the farmer to the shopkeeper, traversing through unknown destinations over thousands of miles the mango finally reached your super-store. The love and the labour of so many individuals along with total support from the eco-system have all come together to give birth to this lovely mango. You spotted it the next day, paid for it and now it rests in your hands. As you sink your teeth and bite the mango, you realize that you are lucky to taste the loveliest and juiciest of mangoes. Just like the mango, everything in life is a culmination of the efforts, love and contribution of many people. Can you ever put a price on the many elements which have gone into the divine creation of the mango? You have taken it so much for granted that you don’t realize how expensive it will be to produce even a single mango. And you got it so cheap. How much will you cherish when you bite a mango and know that its worth is hundreds of thousand rupees. And this is the same with everything that we buy or use. Next time when you get dressed, wear your watch, grab your mobile phone or travel by car, realize that their essential value is worth a million dollars. Not only will you be able to enjoy all those to the fullest, but also you will stop complaining about the high cost.

As director Brad Bird sees it, every creative organization—be it an animation studio or a record label—is an ecosystem. “You need all the seasons,” he says. “You need storms. It’s like an ecology. To view lack of conflict as optimum is like saying a sunny day is optimum. A sunny day is when the sun wins out over the rain. There’s no conflict. You have a clear winner. But if every day is sunny and it doesn’t rain, things don’t grow. And if it’s sunny all the time—if, in fact, we don’t ever even have night—all kinds of things don’t happen and the planet dries up. The key is to view conflict as essential, because that’s how we know the best ideas will be tested and survive. You know, it can’t only be sunlight.

These groups were a new kind of vehicle: a hive or colony of close genetic relatives, which functioned as a unit (e.g., in foraging and fighting) and reproduced as a unit. These are the motorboating sisters in my example, taking advantage of technological innovations and mechanical engineering that had never before existed. It was another transition. Another kind of group began to function as though it were a single organism, and the genes that got to ride around in colonies crushed the genes that couldn’t “get it together” and rode around in the bodies of more selfish and solitary insects. The colonial insects represent just 2 percent of all insect species, but in a short period of time they claimed the best feeding and breeding sites for themselves, pushed their competitors to marginal grounds, and changed most of the Earth’s terrestrial ecosystems (for example, by enabling the evolution of flowering plants, which need pollinators).43 Now they’re the majority, by weight, of all insects on Earth. What about human beings? Since ancient times, people have likened human societies to beehives. But is this just a loose analogy? If you map the queen of the hive onto the queen or king of a city-state, then yes, it’s loose. A hive or colony has no ruler, no boss. The queen is just the ovary. But if we simply ask whether humans went through the same evolutionary process as bees—a major transition from selfish individualism to groupish hives that prosper when they find a way to suppress free riding—then the analogy gets much tighter. Many animals are social: they live in groups, flocks, or herds. But only a few animals have crossed the threshold and become ultrasocial, which means that they live in very large groups that have some internal structure, enabling them to reap the benefits of the division of labor.44 Beehives and ant nests, with their separate castes of soldiers, scouts, and nursery attendants, are examples of ultrasociality, and so are human societies. One of the key features that has helped all the nonhuman ultra-socials to cross over appears to be the need to defend a shared nest. The biologists Bert Hölldobler and E. O. Wilson summarize the recent finding that ultrasociality (also called “eusociality”)45 is found among a few species of shrimp, aphids, thrips, and beetles, as well as among wasps, bees, ants, and termites: In all the known [species that] display the earliest stages of eusociality, their behavior protects a persistent, defensible resource from predators, parasites, or competitors. The resource is invariably a nest plus dependable food within foraging range of the nest inhabitants.46 Hölldobler and Wilson give supporting roles to two other factors: the need to feed offspring over an extended period (which gives an advantage to species that can recruit siblings or males to help out Mom) and intergroup conflict. All three of these factors applied to those first early wasps camped out together in defensible naturally occurring nests (such as holes in trees). From that point on, the most cooperative groups got to keep the best nesting sites, which they then modified in increasingly elaborate ways to make themselves even more productive and more protected. Their descendants include the honeybees we know today, whose hives have been described as “a factory inside a fortress.”47

More typical, however, are tail-chasing proclamations like this one, which can be found on the website of the MIT Innovation Initiative: “The MIT Innovation Initiative is an Institute-wide, multi-year agenda to transform the Institute’s innovation ecosystem—internally, around the globe and with its partners—for accelerated impact well into the 21st century.”20 This sounds distinctly like bullshit, but if MIT wants to think of itself in such a way, that’s their business. The problem arises when we enshrine innovation as a public philosophy—when we look to it as the solution to our economic ills and understand it as the guide for how economies ought to parcel out rewards. To put it bluntly, it is not clear that cheering for innovation in the bombastic way we see in the blue states actually improves the economic well-being of average citizens. For example, the last fifteen years have been a golden age of financial and software innovation, but they have been feeble in terms of GDP growth. In ideological terms, however, innovation definitely works: as a way of excusing soaring inequality and explaining the exalted status of the rich, it is the best we’ve got.

So can we arrive at a general principle as to why e-books have flopped in developed markets while audio and video streaming have triumphed? The technology commentator and best-selling author Edward Tenner argues that there are several reasons people are sometimes reluctant to abandon an old technology in favor of a new one. The first involves the potential vulnerabilities of the new thing. For instance, the fax machine is now a museum piece, but for a while people continued to prefer it over emailing scanned documents out of security concerns. Another potential reason involves aesthetics and nostalgia. Although dwarfed by music CDs and streaming, vinyl record sales continue to grow within the niche market of music aficionados. And despite improvements in automatic transmissions, certain car lovers prefer stick shifts. Perhaps the key to understanding format resilience is that technologies rise and fall as part of ecosystems, rarely on their own or by themselves. Those ecosystems need to evolve quickly, through open innovation, in order to appeal to new generations of users, transforming the landscape in the process. E-book platforms have remained fundamentally closed to external innovators, especially on the software side. As a result, the functionality of e-books remains limited. Moreover, research indicates that reading a physical book enables the reader to absorb information more efficiently than reading the same book on an e-reader or a tablet. “The implicit feel of where you are in a physical book turns out to be more important than we realized,” argues Abigail Sellen, a scientist and engineer at Microsoft Research Cambridge in England. “Only when you get an e-book do you start to miss it. I don’t think e-book manufacturers have thought enough about how you might visualize where you are in a book.

If it wants to listen to the trees, it is best to be in them, it reminds itself, not out in the open fringes.

In the theory of classic disruption, established customers initially reject the inferior, good-enough offer, and hence create a liability for incumbents, for whom allocating resources to the disruptive offer meant going against the feedback of their best customers. This was the tension at the root of the dilemma in Clayton Christensen’s The Innovator’s Dilemma.3 In contrast, established customer relationships are an asset in introducing ecosystem disruption, as they open the door to credibility and ecosystem carryover

What if each American landowner made it a goal to convert half of his or her lawn to productive native plant communities? Even moderate success could collectively restore some semblance of ecosystem function to more than twenty million acres of what is now ecological wasteland. How big is twenty million acres? It’s bigger than the combined areas of the Everglades, Yellowstone, Yosemite, Grand Teton, Canyonlands, Mount Rainier, North Cascades, Badlands, Olympic, Sequoia, Grand Canyon, Denali, and the Great Smoky Mountains National Parks. If we restore the ecosystem function of these twenty million acres, we can create this country’s largest park system. It gives me the shivers just to write about it. Because so much of this park will be created at our homes, I suggest we call it Homegrown National Park.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Like most children of her era, she’d been taught to believe that the genome—the sequence of base pairs expressed in the chromosomes in every nucleus of the body—said everything there was to say about the genetic destiny of an organism. A small minority of those DNA sequences had clearly defined functions. The remainder seemed to do nothing, and so were dismissed as “junk DNA.” But that picture had changed during the first part of the twenty-first century, as more sophisticated analysis had revealed that much of that so-called junk actually performed important “roles in the functioning of cells by regulating the expression of genes. Even simple organisms, it turned out, possessed many genes that were suppressed, or silenced altogether, by such mechanisms. The central promise of genomics—that by knowing an organism’s genome, scientists could know the organism—had fallen far short as it had become obvious that the phenotype (the actual creature that met the biologist’s eye, with all of its observable traits and behaviors) was a function not only of its genotype (its DNA sequences) but also of countless nanodecisions being made from moment to moment within the organism’s cells by the regulatory mechanisms that determined which genes to express and which to silence. Those regulatory mechanisms were of several types, and many were unfathomably complex. Had it not been for the sudden intervention of the Agent, the biologists of Old Earth would have devoted at least the “remaining decades of the century to cataloging these mechanisms and understanding their effects—a then-new science called epigenetics. Instead of which, on Cleft, in the hands of Eve Moira and the generations of biologists she reared, it became a tool. (...) Thousands of years later, epigenetics was sufficiently well understood to be programmed into the DNA of some of the newly created species that would be let loose on the surface of New Earth. And one of the planks in the Get It Done platform was to use epigenetics for all it was worth. So rather than trying to sequence and breed a new subspecies of coyote that was optimized for, and that would breed true in, a particular environment, the GID approach was to produce a race of canines that would, over the course of only a few generations, become coyotes or wolves or dogs—or something that didn’t fit into any of those categories—depending on what happened to work best. They would all start with a similar genetic code, but different parts of it would end up being expressed or suppressed depending on circumstances. And no particular effort would be made by humans to choose and plan those outcomes. They would seed New Earth and see what happened. If an ecosystem failed to “take” in a particular area, they “they would just try something else. In the decades since such species had been seeded onto New Earth, this had been going on all the time. Epigenetic transformation had been rampant. Still, when it led to results that humans saw, and happened to find surprising, it was known as “going epi.

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

the best way for humans to save the ecosystems we’ve mucked up is to leave. Yes, many parts of the wild are better off without us. But to get really unpoetic here, you can’t un-lick that ice cream cone.

the entire country will become engaged when our need for robust and diverse ecosystems in all of our human-dominated landscapes becomes common knowledge! CHAPTER ELEVEN What Each of Us Can Do There is in fact no distinction between the fate of the land and the fate of the people. When one is abused,

A: Every plant can be evaluated through a cost-benefit analysis. The ecological costs of autumn olive are enormous. They are one of the most invasive plants we have, and they decimate local plant and animal diversity and thus threaten ecosystem stability and function wherever they spread. Autumn olive berries might provide cancer-fighting benefits, but so do berries of many native plants (elderberry, for example). We can take advantage of other sources of lycopene. In my view, this is a clear case where the costs of planting a nonnative species far outweigh the replaceable benefits.

Ultimately, ecosystems are about building community and bringing different parties with different interests together—in the true spirit of serving customers’ best interests.

After considering what gets covered, you will need to turn your attention to who is involved in the performance management cycle. Traditional performance management models are typically formal and hierarchical—and often involve only the senior management or leadership team. When you're setting up performance management for the ecosystem economy, you need a less hierarchical, more project-oriented, more results-oriented model. You need to involve not just senior management, but also people from all levels within your agile model (e.g., tribes, chapters, and squads). Involving more of the team not only creates a more streamlined and efficient process, but also facilitates an unfiltered flow of information. Management gets an opportunity to hear an unfiltered report straight from the team members who will be best equipped to give it. And the team members get an opportunity to receive feedback and instruction straight from management, without anything getting lost in translation as the information passed through two or three levels of hierarchy and bureaucracy.

If a capability is straightforward to develop and doesn't require much effort or know-how to maintain, it should be simple to build organically on your own. If the asset or capability in question is harder to develop but easy to maintain, you might instead consider acquiring an outside business that has already developed it—incorporating their business into your own will save you valuable time. And finally, if you need an asset or capability that is difficult both to develop and to maintain, the best route is likely an ecosystem partnership. Bringing participant businesses with the necessary skills or assets into your ecosystem through a structured collaboration will give you the best of both worlds. You will have access to the capabilities you need without going through the trouble of having to develop or maintain them on your own.

In the field of biology, “superbugs” evolve when a bacterium, fungus, or virus is put in a low-stakes setting where it can both thrive and test itself against a panoply of our best defenses (like antibiotics). Hospitals present one such setting in that they serve as gathering points for already-infected individuals (many of whom are immunocompromised, making them “easy mode” for viruses, fungi, and bacteria) and are packed with antivirals, antifungal, and antibiotic medications. . . . Our modern social landscape has created a similar environment, enabling cultural viruses to evolve. These viruses cannot survive and reproduce independently and must parasitize healthy cultural ecosystems, rewriting healthy cultures' internal machinery to carry out their life cycles.

Tencent had two core competencies: capital and traffic volume. ‘There’s a lot of great entrepreneurs outside, and if you turn every single one of them into your enemy, it’s not a good thing. As a company you can’t actually hire these entrepreneurs, so what are you going to do? Investment is actually the best way to get a piece of their action.’ This became the breakthrough in Tencent’s new strategy: from then on, the company would embark on a new chapter by becoming an incubator for startups, instead of a killer. It would invest in them, often by taking minority stakes, and grow an ecosystem of companies.

Hierarchies are best suited for situations that require tight control of production, information, or resources, such as manufacturers or large bureaucracies that exist in universities, governments, and militaries. Hierarchies are robust and inflexible, requiring formal rules, standard operating procedures, and a chain of command. In contrast, networks are resilient and adaptable, requiring flexibility and horizontal flows of information. Healthy startup communities rely upon unencumbered information flows organized in network-based structures. Conversely, they suffocate under hierarchical control.

Prime is a way to change consumer shopping patterns, to turn the occasional online shopper into a person locked into the Amazon ecosystem who interacts with the company on a frequent basis. The idea is to make Prime so attractive and so easy to use that customers can’t imagine living without it. It’s the online equivalent of nicotine—a metaphor that Amazon would never use. It is addictive

Most people join for fast and free shipping, but once inside the Prime ecosystem they start discovering other benefits, such as downloading their first movie or song or access to video games on Twitch.

Today, however, we must develop a new mindfulness about how our everyday actions affect the physical and living world around us. In this book I argue that we can no longer tolerate actions that degrade our local environment; there are simply too many of us for the earth to sustain the cumulative impact. A neutral impact is not good enough, either, for we no longer have the option of leaving things in their current degraded state. We must now act collectively to put our ecosystems back together again.

Our privately owned land and the ecosystems upon it are essential to everyone’s well-being, not just our own. Abusing land anywhere has negative ramifications for people everywhere.

And yet, as Leopold himself later acknowledged, it was misleading. The notion of presettlement America as primitive ignored the long impact Native Americans had had on park landscapes, through hunting and setting fires of their own. It ignored the fact that nature itself, left to its own devices, does not tend toward a steady state—landscapes and ecosystems are always being changed by storms or droughts or fires or floods, or even by the interactions of living things. The ecological scenes the Park Service strove to maintain, from a largely imagined past, were in a way just a new version of the spectacles it had always felt bound to deliver to visitors.

The two people were William Vogt and Norman Borlaug. Vogt, born in 1902, laid out the basic ideas for the modern environmental movement. In particular, he founded what the Hampshire College demographer Betsy Hartmann has called “apocalyptic environmentalism”—the belief that unless humankind drastically reduces consumption its growing numbers and appetite will overwhelm the planet’s ecosystems. In best-selling books and powerful speeches, Vogt argued that affluence is not our greatest achievement but our biggest problem. Our prosperity is temporary, he said, because it is based on taking more from Earth than it can give. If we continue, the unavoidable result will be devastation on a global scale, perhaps including our extinction. Cut back! Cut back! was his mantra. Otherwise everyone will lose! Borlaug, born twelve years later, has become the emblem of what has been termed “techno-optimism” or “cornucopianism”—the view that science and technology, properly applied, can help us produce our way out of our predicament. Exemplifying this idea, Borlaug was the primary figure in the research that in the 1960s created the “Green Revolution,” the combination of high-yielding crop varieties and agronomic techniques that raised grain harvests around the world, helping to avert tens of millions of deaths from hunger. To Borlaug, affluence was not the problem but the solution. Only by getting richer, smarter, and more knowledgeable can humankind create the science that will resolve our environmental dilemmas. Innovate! Innovate! was Borlaug’s cry. Only in that way can everyone win!

While the A is most closely associated with dreaming up the ‘vision thing’, and can often be heard humming the company song, the C’s active embrace imbues the vision with credibility. The C is a galvaniser more than a cheerleader. Through their deeds Cs create trust in the organisation’s purpose and reduce friction in its ecosystem of relationships. One symbolic act by the C can establish integrity, foster confidence and promote a movement within and without the organisation.

In the face of this vision, Powell put forth another. What was needed above all else, Powell believed, was to know the land, to understand the land, and to react accordingly. This had practical consequences: while a cow might properly graze on a half-acre in the lush East, it would require fifty times that amount of land in most of the West. It followed that the standard acreage of settlement should be different, and it followed that settlement should take into account sources of water. Powell’s goal with his survey was to clearly map out the western lands, to determine what land could be realistically used for agriculture, which meant also determining where irrigation dams should be placed for best effect. In other words, his goal, to use Wendell Berry’s phrase, was to think about “land use” and to do so on a massive scale. Specifically, Powell wanted to think out the uses of land that would be the most beneficial and fruitful for the human beings living there, and for the entire ecosystem (though that word did not yet exist). From the Mormons, Powell learned how “salutary co-operation could be as a way of life, how much less wasteful than competition.” In the late 1880s, Powell wrote a General Plan for land use in the West that “reached to embrace the related problems of land, water, erosion, floods, soil conservation, even the new one of hydroelectric power” that was based on “the settled belief in the worth of the small farmer and the necessity of protecting him both from speculators and from natural conditions he did not understand and could not combat.” It was a methodical, sensible, scientific approach, essentially a declaration of interdependence between the people and their land, and the miracle is that it came very close to passing into law. But of course it met with fierce opposition from those who stood to profit from exploitation, from the boosters and boomers and politicians who thought it “unpatriotic” to describe the West as dry. After all, how dare he call their garden a desert? What right did he have to come in and determine what only free individuals should? Powell was attacked in the papers, slandered in Congress. According to Stegner, Congressman Thomas M. Patterson of Colorado referred to Powell as “this revolutionist,” and the overall attack on Powell “distinguished itself for bombast and ignorance and bad faith.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

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