Engine Company Quotes

When [what you are deeply passionate about, what you can be best in the world at and what drives your economic engine] come together, not only does your work move toward greatness, but so does your life. For, in the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work. Perhaps, then, you might gain that rare tranquility that comes from knowing that you’ve had a hand in creating something of intrinsic excellence that makes a contribution. Indeed, you might even gain that deepest of all satisfactions: knowing that your short time here on this earth has been well spent, and that it mattered.

I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.

As growth-minded leaders, they start with a belief in human potential and development—both their own and other people’s. Instead of using the company as a vehicle for their greatness, they use it as an engine of growth—for themselves, the employees, and the company as a whole.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

A story tells of Henry Ford’s buying scrapped Ford cars and having his engineers disassemble them to see which parts failed and which were still in good shape. Engineers assumed this was done to find the weak parts and make them stronger. Nope. Ford explained that he wanted to find the parts that were still in good shape. The company could save money if they redesigned these parts to fail at the same time as the others.

I am a firm believer that knowledge is power but only if it leads to comprehension.

Financial health is the lifeblood of any organization. It's the engine that drives growth, innovation, and long-term sustainability. A company's financial performance determines its ability to invest in new products or services, attract and retain top talent, weather economic downturns, and ultimately, fulfill its mission.

Real search is about providing valuable information when it’s really needed to those who are actually looking for it.

Owning pipelines, people, products, or even intellectual property is no longer the key to success. Openness is.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

Yes, the world is changing, and will continue to do so. But that does not mean we should stop the search for timeless principles. Think of it this way: While the practices of engineering continually evolve and change, the laws of physics remain relatively fixed. I like to think of our work as a search for timeless principles—

As the company grew, he worried that young engineers would be too concerned about looking stupid to share ideas for novel uses of old technology, so he began intentionally blurting out crazy ideas at meetings to set the tone.

We no longer need companies, institutions, or government to organize us. We now have the tools to organize ourselves. We can find each other and coalesce around political causes or bad companies or talent or business or ideas.

Life up here may be simple but it’s not easy, and it’s not for everyone. Water runs out; pipes freeze; engines won’t start; it’s dark for eighteen, nineteen hours a day, for months. Even longer in the far north. Up here it’s about having enough food to eat, and enough heat to stay alive through the winter. It’s about survival, and enjoying the company of the people that surround us. It’s not about whose house is the biggest, or who has the nicest clothes, or the most money. We support each other because we’re all in this together. “And people either like that way of life or they don’t; there’s no real in-between. People like Wren and Jonah, they find they can’t stay away from it for too long. And people like Susan, well . . . they never warm up to it. They fight the challenges instead of embracing them, or at least learning to adapt to them.” Agnes pauses, her mouth open as if weighing whether she should continue. “I don’t agree with the choices Wren made where you’re concerned, but I know it was never a matter of him not caring about you. And if you want to blame people for not trying, there’s plenty of it to go around.” Agnes turns to smile at me then. “Or you could focus on the here-and-now, and not on what you can’t change.

In the 1980s, a few genetic engineering companies began to ask, “What is the biological equivalent of a Sony Walkman?” These

Where some see a new world disorder, others see the opportunity to bring organization.

The purpose of a business is to get and keep a customer. Without customers, no amount of engineering wizardry, clever financing, or operations expertise can keep a company going.

How long does it take for two armies to destroy each other when one has an abundance of bodies and the other an abundance of bullets?

From time to time, Musk will send out an e-mail to the entire company to enforce a new policy or let them know about something that’s bothering him. One of the more famous e-mails arrived in May 2010 with the subject line: Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum.

A YOUNG COMPUTER ENGINEER, known to be one of the most skillful in Westborough’s basement, said he had a fantasy about a better job than his. In it, he goes to work as a janitor for a computer company whose designs leave much to be desired. There, at night, disguised by mop and broom, he sneaks into the offices of the company’s engineers and corrects the designs on their blackboards and desks.

At its most basic level semantic search applies meaning to the connections between the different data nodes of the Web in ways that allow a clearer understanding of them than we have ever had to date.

Well,' said our engineer ruefully as we took our seats to return once more to London, 'it has been a pretty business for me! I have lost my thumb and I have lost a fifty-guinea fee, and what have I gained?' 'Experience,' said Holmes, laughing. 'Indirectly it may be of value, you know; you have only to put it into words to gain the reputation of being excellent company for the remainder of your existence.

Search is the means through which we navigate the Web. If your business is not visible in search it is difficult for it to be found by your customers. Search, above all else, is marketing, and it is undergoing a massive change.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

People often don't understand the engine that drives corruption. Particularly in India, they assume government equals corruption, private companies equal efficiency. But government officials are not genetically programmed to be corrupt. Corruption is linked to power. If it is the corporations that are powerful, then they will be corrupt.

I became a so-called science fiction writer when someone decreed that I was a science fiction writer. I did not want to be classified as one, so I wondered in what way I'd offended that I would not get credit for being a serious writer. I decided that it was because I wrote about technology, and most fine American writers know nothing about technology. I got classified as a science fiction writer simply because I wrote about Schenectady, New York. My first book, Player Piano, was about Schenectady. There are huge factories in Schenectady and nothing else. I and my associates were engineers, physicists, chemists, and mathematicians. And when I wrote about the General Electric Company and Schenectady, it seemed a fantasy of the future to critics who had never seen the place.

What we learn from behavior economics is that the moment a metric is created it generates an incentive for people to pursue it.

I will build a car for the great multitude. It will be large enough for the family, but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one - and enjoy with his family the blessing of hours of pleasure in God's great open spaces. - Henry Ford

The company’s profits, after all, were contingent on the public’s cluelessness. As Harvard Business School professor Shoshana Zuboff put it, Facebook’s success “depends upon one-way-mirror operations engineered for our ignorance and wrapped in a fog of misdirection, euphemism and mendacity.”27

This practically unlimited supply of advertisers in a fluid marketplace appears to be a new economic model that may insulate Google from some of the dynamics of an economy built on mass and scarcity. Google has its own economy.

That decision falls to scientists, engineers, and managers—with at least the tacit approval of company officers and boards of directors. All complex technology is inseparably coupled to an equally complex team of people and systems of people who should interact with one another as smoothly and with as clear a purpose as a set of well-meshed gears.

A rowboat, without oars. An outboard motor. As you can sit there for years, forever, with that outboard motor, pulling again, and yet again, that rope, or cord, or wire, or whatever it is, and winding yet again, and each time, every single time, the motor, though it may give a cough or two, will fail to start, though if it starts, and when it starts, you are, at whatever speed you choose, within the engine's limits and the hazards of the course, well on your way, until it starts you are no nearer where you were going on the fifteenth try than on the first; the enterprise may last forever, and never yet quite begin. The fact seems to be, however, that unless some apparently unrelated event should intervene -- a bullet, a heart attack, a cry from shore that dinner's ready, or company has come, or junior's run away -- the engine will eventually start. In the meantime, though, while you have been intensely busy, it is difficult to account for how the time is spent.

He strode briskly away, to do whatever it was the managers did. Have meetings, I guess. Make phone calls. It was hard for us on the technical side to understand why the company required so many managers. Engineers built things. Salespeople sold things. Even Human Resources I could understand, kind of. But managers proliferated despite performing very few identifiable functions.

I once had a job where I didn't talk to anyone for two years. Here was the arrangement: I was the first engineer hired by a start-up software company. In exchange for large quantities of stock that might be worth something someday, I was supposed to give up my life.

EHMs provide favors. These take the form of loans to develop infrastructure—electric generating plants, highways, ports, airports, or industrial parks. A condition of such loans is that engineering and construction companies from our own country must build all these projects. In essence, most of the money never leaves the United States; it is simply transferred from banking offices in Washington to engineering offices in New York, Houston, or San Francisco. Despite the fact that the money is returned almost immediately to corporations that are members of the corporatocracy (the creditor), the recipient country is required to pay it all back, principal plus interest.

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership--leaders who understand the social and cultural contexts in which our technologies are deployed. Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status--Steve Jobs--recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer.

Educators worried that they might encourage women to pursue math and science who would then be left high and dry. One electrical company asked for twenty female engineers from Goucher, with the added request, “Select beautiful ones for we don’t want them on our hands after the war.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit. Also, large companies have valuable public brands they must delicately preserve, and which can be assailed by even small companies such as yours, particularly in a tight-knit, appearances-conscious ecosystem like that of Silicon Valley. America still loves an underdog, and you’ll be surprised at how many allies come out of the woodwork when some obnoxious incumbent is challenged by a scrappy startup with a convincing story. So long as you maintain unit cohesion and a shared sense of purpose, and have the basic rudiments of living, you will outlast, outfight, and out-rage any company that sets out to destroy you. Men with nothing to lose will stop at nothing to win.

I looked at it out there. The figures that held my attention, as always (I too had an office at Buna, and spent many hours in front of its window), the figures that held my attention were not the men in stripes, as they queued or scurried in lines or entangled one another in a kind of centipedal scrum, moving at an unnatural speed, like extras in a silent film, moving faster than their strength or build could bear, as if in obedience to a frantic crank swivelled by a furious hand; the figures that held my attention were not the Kapos who screamed at the prisoners, nor the SS noncoms who screamed at the Kapos, nor the overalled company foremen who screamed at the SS noncoms. No. What held my eye were the figures in city business suits, designers, engineers, administrators from IG Farben plants in Frankfurt, Leverkusen, Ludwigshafen, with leather-bound notebooks and retractable yellow measuring tapes, daintily picking their way past the bodies of the wounded, the unconscious, and the dead.

Her mother, an employee with a state-owned company, is a Serb. Her father, an engineer, is a Muslim, which means that S. is neither one nor the other. That is why S. thinks she is exempt from alignment. This is what she believed until the armed men and soldiers arrived in her mountain village that same day. Now, however, she sees that for her war began the moment others started dividing and labelling her, when nobody asked her anything any more.

Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind.

Senior engineers can develop bad habits, and one of the worst is the tendency to lecture and debate with anyone who does not understand them or who disagrees with what they are saying. To work successfully with a newcomer or a more junior teammate, you must be able to listen and communicate in a way that person can understand, even if you have to try several times to get it right. Software development is a team sport in most companies, and teams have to communicate effectively to get anything done.

It is not wrong to think that the traditional buying of a product has been replaced with an unwritten contract of shared values between a business and its customers.

Companies that cannot successfully answer what they do fail to then understand how they can continue to do it in the face of change.

This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

Baptist minister and inventor Burrell Cannon (1848–1922) led some Pittsburg investors to establish the Ezekiel Airship Company and build a craft described in the Biblical book of Ezekiel. The ship had large fabric-covered wings powered by an engine that turned four sets of paddles. It was built in a nearby machine shop and was briefly airborne at this site late in 1902, a year before the Wright brothers first flew. Enroute to the St. Louis World’s Fair in 1904, the airship was destroyed by a storm. A second model crashed and the Rev. Cannon gave up the project.

Companies with strong product-driven or engineering cultures tend to be the ones that develop feature shocks. Firms with a culture of playing it safe and avoiding big risks typically suffer minivations. Hidden gems most often afflict companies that coddle the core business. And undeads are born in firms whose top-down cultures discourage feedback and criticism from below. Let

In many ways semantic search takes us back to the golden days of the Web when in terms of working online anything was possible as long as you had passion, belief in yourself, and energy to work at it.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

A pair of eyes attached to a human brain can quickly make sense of the content presented on a web page and decide whether it has the answer it’s looking for or not in ways that a computer can't. Until now.

Ever since I was a child I have been a strong believer in the principle that to under-stand how anything works you need to take it apart and look at it in detail. This principle that worked with toys also works pretty well with search.

Iacocca made his pitch: He wanted Ford to build the Fiesta, but with a Honda engine and transmission in it. Honda was delighted: He would like nothing better than this joint production with an American company, whose very name he revered. The price of the Japanese parts would be only $711. He could deliver 300,000 and do it quickly. Iacocca was even more delighted; he had an instant car and an unbeatable one at that. It could be in the dealers’ showrooms in only eighteen months.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer. Whether it arose by corporate bungling or by design, the opportunity had to be grasped.

The next time you drive into a Walmart parking lot, pause for a second to note that this Walmart—like the more than five thousand other Walmarts across the country—costs taxpayers about $1 million in direct subsidies to the employees who don’t earn enough money to pay for an apartment, buy food, or get even the most basic health care for their children. In total, Walmart benefits from more than $7 billion in subsidies each year from taxpayers like you. Those “low, low prices” are made possible by low, low wages—and by the taxes you pay to keep those workers alive on their low, low pay. As I said earlier, I don’t think that anyone who works full-time should live in poverty. I also don’t think that bazillion-dollar companies like Walmart ought to funnel profits to shareholders while paying such low wages that taxpayers must pick up the ticket for their employees’ food, shelter, and medical care. I listen to right-wing loudmouths sound off about what an outrage welfare is and I think, “Yeah, it stinks that Walmart has been sucking up so much government assistance for so long.” But somehow I suspect that these guys aren’t talking about Walmart the Welfare Queen. Walmart isn’t alone. Every year, employers like retailers and fast-food outlets pay wages that are so low that the rest of America ponies up a collective $153 billion to subsidize their workers. That’s $153 billion every year. Anyone want to guess what we could do with that mountain of money? We could make every public college tuition-free and pay for preschool for every child—and still have tens of billions left over. We could almost double the amount we spend on services for veterans, such as disability, long-term care, and ending homelessness. We could double all federal research and development—everything: medical, scientific, engineering, climate science, behavioral health, chemistry, brain mapping, drug addiction, even defense research. Or we could more than double federal spending on transportation and water infrastructure—roads, bridges, airports, mass transit, dams and levees, water treatment plants, safe new water pipes. Yeah, the point I’m making is blindingly obvious. America could do a lot with the money taxpayers spend to keep afloat people who are working full-time but whose employers don’t pay a living wage. Of course, giant corporations know they have a sweet deal—and they plan to keep it, thank you very much. They have deployed armies of lobbyists and lawyers to fight off any efforts to give workers a chance to organize or fight for a higher wage. Giant corporations have used their mouthpiece, the national Chamber of Commerce, to oppose any increase in the minimum wage, calling it a “distraction” and a “cynical effort” to increase union membership. Lobbyists grow rich making sure that people like Gina don’t get paid more. The

During a recent visit to the United States, French President François Mitterrand stopped to tour California’s Silicon Valley, where he hoped to learn more about the ingenuity and entrepreneurial drive that gave birth to so many companies there. Over lunch, Mitterrand listened as Thomas Perkins, a partner in the venture capital fund that started Genentech Inc., extolled the virtues of the risk-taking investors who finance the entrepreneurs. Perkins was cut off by Stanford University Professor Paul Berg, who won a Nobel Prize for work in genetic engineering. He asked, ‘Where were you guys in the ’50s and ’60s when all the funding had to be done in the basic science? Most of the discoveries that have fuelled [the industry] were created back then.’ Henderson and Schrage, in the Washington Post (1984)

That said, however, we did notice one particularly provocative form of economic insight that every good-to-great company attained, the notion of a single “economic denominator.” Think about it in terms of the following question: If you could pick one and only one ratio—profit per x (or, in the social sector, cash flow per x)—to systematically increase over time, what x would have the greatest and most sustainable impact on your economic engine? We learned that this single question leads to profound insight into the inner workings of an organization’s economics.

It would be interesting to keep a running log of predictions and see if we can spot the absolute corkers when they are still just pert little buds. One such that I spotted recently was a statement made in February by a Mr. Wayne Leuck, vice-president of engineering at USWest, the American phone company. Arguing against the deployment of high-speed wireless data connections, he said, “Granted, you could use it in your car going sixty miles an hour, but I don’t think too many people are going to be doing that.” Just watch. That’s a statement that will come back to haunt him.

George B. Johnston of Enid, Oklahoma, is the safety coordinator for an engineering company. One of his responsibilities is to see that employees wear their hard hats whenever they are on the job in the field. He reported that whenever he came across workers who were not wearing hard hats, he would tell them with a lot of authority of the regulation and that they must comply. As a result he would get sullen acceptance, and often after he left, the workers would remove the hats. He decided to try a different approach. The next time he found some of the workers not wearing their hard hat, he asked if the hats were uncomfortable or did not fit properly. Then he reminded the men in a pleasant tone of voice that the hat was designed to protect them from injury and suggested that it always be worn on the job. The result was increased compliance with the regulation with no resentment or emotional upset.

Peruvian Amazon Company had committed virtual genocide in attempting to pacify and enslave the native population: it castrated and beheaded Indians, poured gasoline on them and lit them afire, crucified them upside down, beat them, mutilated them, starved them, drowned them, and fed them to dogs. The company’s henchmen also raped women and girls and smashed children’s heads open. “In some sections such an odour of putrefying flesh arises from the numerous bodies of the victims that the places must be temporarily abandoned,” said an engineer who visited the area, which was dubbed the “devil’s paradise.

In 1897, still in his early twenties, Hoover was hired by a large and venerable British mining company, Bewick, Moreing and Co., and for the next decade travelled the world ceaselessly as its chief engineer and troubleshooter – to Burma, China, Australia, India, Egypt and wherever else its mineralogical interests demanded. In six years, Hoover circled the globe five times. He lived through the Boxer Rebellion in China, hacked through the jungles of Borneo, rode camels across the red emptiness of Western Australia, rubbed shoulders with Wyatt Earp and Jack London in a Klondike saloon, camped beside the Great Pyramids of Egypt.

Another inventor, J. B. McComber, representing the Chicago-Tower Spiral-Spring Ascension and Toboggan Transportation Company, proposed a tower with a height of 8,947 feet, nearly nine times the height of the Eiffel Tower, with a base one thousand feet in diameter sunk two thousand feet into the earth. Elevated rails would lead from the top of the tower all the way to New York, Boston, Baltimore, and other cities. Visitors ready to conclude their visit to the fair and daring enough to ride elevators to the top would then toboggan all the way back home. “As the cost of the tower and its slides is of secondary importance,” McComber noted, “I do not mention it here, but will furnish figures upon application.” A third proposal demanded even more courage from visitors. This inventor, who gave his initials as R. T. E., envisioned a tower four thousand feet tall from which he proposed to hang a two-thousand-foot cable of “best rubber.” Attached at the bottom end of this cable would be a car seating two hundred people. The car and its passengers would be shoved off a platform and fall without restraint to the end of the cable, where the car would snap back upward and continue bouncing until it came to a stop. The engineer urged that as a precaution the ground “be covered with eight feet of feather bedding.

Let us spend one day as deliberately as Nature, and not be thrown off the track by every nutshell and mosquito's wing that falls on the rails. Let us rise early and fast, or break fast, gently and without perturbation; let company come and let company go, let the bells ring and the children cry, -- determined to make a day of it. Why should we knock under and go with the stream? Let us not be upset and overwhelmed in that terrible rapid and whirlpool called a dinner, situated in the meridian shallows. Weather this danger and you are safe, for the rest of the way is down hill. With unrelaxed nerves, with morning vigor, sail by it, looking another way, tied to the mast like Ulysses. If the engine whistles, let it whistle till it is hoarse for its pains. If the bell rings, why should we run? We will consider what kind of music they are like. Let us settle ourselves, and work and wedge our feet downward through the mud and slush of opinion, and prejudice, and tradition, and delusion, and appearance, that alluvion which covers the globe, through Paris and London, through New York and Boston and Concord, through church and state, through poetry and philosophy and religion, till we come to a hard bottom and rocks in place, which we can call reality, and say, This is, and no mistake; and then begin, having a point d'appui, below freshet and frost and fire, a place where you might found a wall or a state, or set a lamp-post safely, or perhaps a gauge, not a Nilometer, but a Realometer, that future ages might know how deep a freshet of shams and appearances had gathered from time to time. If you stand right fronting and face to face to a fact, you will see the sun glimmer on both its surfaces, as if it were a cimeter, and feel its sweet edge dividing you through the heart and marrow, and so you will happily conclude your mortal career. Be it life or death, we crave only reality. If we are really dying, let us hear the rattle in our throats and feel cold in the extremities; if we are alive, let us go about our business. Time is but the stream I go a-fishing in. I drink at it; but while I drink I see the sandy bottom and detect how shallow it is. Its thin current slides away, but eternity remains. I would drink deeper; fish in the sky, whose bottom is pebbly with stars. I cannot count one. I know not the first letter of the alphabet. I have always been regretting that I was not as wise as the day I was born. The intellect is a cleaver; it discerns and rifts its way into the secret of things. I do not wish to be any more busy with my hands than is necessary. My head is hands and feet. I feel all my best faculties concentrated in it. My instinct tells me that my head is an organ for burrowing, as some creatures use their snout and fore-paws, and with it I would mine and burrow my way through these hills. I think that the richest vein is somewhere hereabouts; so by the divining rod and thin rising vapors I judge; and here I will begin to mine.

The chopped salad is engineered…to free one’s hand and eyes from the task of consuming nutrients, so that precious attention can be directed toward a small screen, where it is more urgently needed, so it can consume data: work email or Amazon’s nearly infinite catalog or Facebook’s actually infinite News Feed, where, as one shops for diapers or engages with the native advertising sprinkled between the not-hoaxes and baby photos, one is being productive by generating revenue for a large internet company, which is obviously good for the economy, or at least it is certainly better than spending lunch reading a book from the library, because who is making money from that?

The connectivity of the cloud and the prevalence of tablets and smartphones have eroded the traditional online/offline divide. Within a short time we will most probably stop thinking of it as 'online.' We will simply be connected, all the time, everywhere, and the online world will be notable only by its absence when that connection breaks.

Since tech became a consumer phenomenon, thousands of nontech people have come up with great ideas that use technology. But if their startups outsource their engineering, they almost always fail. Why? It turns out that it’s easy to build an app or a website that meets the specification of some initial idea, but far more difficult to build something that will scale, evolve, handle edge cases gracefully, etc. A great engineer will only invest the time and effort to do all those things, to build a product that will grow with the company, if she has ownership in the company—literally as well as figuratively. Bob Noyce understood that, created the culture to support it, and changed the world.

In truth search can no more be considered independent of the Web than the Web can work without search. This symbiotic relationship brings forth all sorts of issues because it becomes part of a traditional push and pull where the Web, represented by those who actively work in it, wants to push all the wrong things, while search wants to pull in everything.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Pretty quickly, I stopped seeing the company as an engine of community. Instead, I saw it as a mythmaker offering only an illusion of belonging and meeting its customers' desire for connections in form, maybe, but surely not in substance. Once I came to this conclusion, I started to dig deeper into the company's other promises--great working conditions, musical discovery, fair treatment of farmer, and concern for the environment. Every time I went excavating, the stories turned out to be more complex, more heavily edited, and more ambiguous than I had first thought. Each time, it became clear that Starbucks fulfilled its many promises only in the thinnest, most transitory of ways and that people's desires went largely unfulfilled.

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

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

Apple raised $17 billion in a bond offering in 2013. Not to invest in new products or business lines, but to pay a dividend to stockholders. The company is awash with cash, but much of that money is overseas, and there would be a tax charge if it were repatriated to the USA. For many other companies, the tax-favoured status of debt relative to equity encourages financial engineering. Most large multinational companies have corporate and financial structures of mind-blowing complexity. The mechanics of these arrangements, which are mainly directed at tax avoidance or regulatory arbitrage, are understood by only a handful of specialists. Much of the securities issuance undertaken by Goldman Sachs was not ‘helping companies to grow’ but represented financial engineering of the kind undertaken at Apple. What

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division. Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

A more recent concern relates to “financialization” and associated short-termism. Financialization is the growing importance of norms, metrics, and incentives from the financial sector to the wider economy. Some of the concerns expressed are that, for example, managers are increasingly awarded stock options to align their incentives with those of shareholders; companies are often explicitly managed to increase short-term shareholder value; and financial engineering, such as share buybacks and earnings management, has become a more important part of senior managers’ jobs. The end result is that rather than finance serving business, business serves finance: the tail wags the dog. What John Kay described as “obliquity,” the idea that making money was a consequence of, or a second-order benefit of, serving one’s customers and building good businesses, is driven out (Kay 2010).

Corporations go to great lengths to employ geniuses: technologists, designers, financial engineers, economists, artists even. I’ve seen it happen,’ he said. ‘But what have they done with them? They channel all that talent and creativity towards humanity’s destruction. Even when it is creative, Eva, capitalism is extractive. In search of shareholder profit, corporations have put these geniuses in charge of extracting the last morsel of value from humans and from the earth, from the minerals in its guts to the life in its oceans. And these brilliant minds have been used to cajole governments into accepting their raids on the planet’s resources by creating markets for them: markets for carbon dioxide and other pollutants – phoney markets controlled by their employers! Unlike the East India Company, the Technostructure does not need its own armies. It owns our states and their armies, because it controls what we think. The dirtier the industry, the richer and more despised, the more its captains have been able to tap into the rivers of debt-derived money to purchase influence and to blunt opposition. Previously they would buy newspapers and set up TV stations; now they employ armies of lobbyists, found think tanks, litter the Internet with their trolls and, of course, direct monumental campaign donations to the chief enablers of our species’ extinction, the politicians.

In 1907 the American Telephone and Telegraph Company faced a crisis. The patents of its founder, Alexander Graham Bell, had expired, and it seemed in danger of losing its near-monopoly on phone services. Its board summoned back a retired president, Theodore Vail, who decided to reinvigorate the company by committing to a bold goal: building a system that could connect a call between New York and San Francisco. The challenge required combining feats of engineering with leaps of pure science. Making use of vacuum tubes and other new technologies, AT&T built repeaters and amplifying devices that accomplished the task in January 1915. On the historic first transcontinental call, in addition to Vail and President Woodrow Wilson, was Bell himself, who echoed his famous words from thirty-nine years earlier, “Mr. Watson, come here, I want to see you.” This time his former assistant Thomas Watson, who was in San Francisco, replied, “It would take me a week.”1

My reading has been lamentably desultory and immedthodical. Odd, out of the way, old English plays, and treatises, have supplied me with most of my notions, and ways of feeling. In everything that relates to science, I am a whole Encyclopaedia behind the rest of the world. I should have scarcely cut a figure among the franklins, or country gentlemen, in King John's days. I know less geography than a schoolboy of six weeks standing. To me a map of old Ortelius is as authentic as Arrowsmith. I do not know whereabout Africa merges into Asia, whether Ethiopia lie in one or other of those great divisions, nor can form the remotest, conjecture of the position of New South Wales, or Van Diemen's Land. Yet do I hold a correspondence with a very dear friend in the first named of these two Terrae Incognitae. I have no astronomy. I do not know where to look for the Bear or Charles' Wain, the place of any star, or the name of any of them at sight. I guess at Venus only by her brightness - and if the sun on some portentous morn were to make his first appearance in the west, I verily believe, that, while all the world were grasping in apprehension about me, I alone should stand unterrified, from sheer incuriosity and want of observation. Of history and chronology I possess some vague points, such as one cannot help picking up in the course of miscellaneous study, but I never deliberately sat down to a chronicle, even of my own country. I have most dim apprehensions of the four great monarchies, and sometimes the Assyrian, sometimes the Persian, floats as first in my fancy. I make the widest conjectures concerning Egypt, and her shepherd kings. My friend M., with great pains taking, got me to think I understood the first proposition in Euclid, but gave me over in despair at the second. I am entirely unacquainted with the modern languages, and, like a better man than myself, have 'small Latin and less Greek'. I am a stranger to the shapes and texture of the commonest trees, herbs, flowers - not from the circumstance of my being town-born - for I should have brought the same inobservant spirit into the world with me, had I first seen it, 'on Devon's leafy shores' - and am no less at a loss among purely town objects, tool, engines, mechanic processes. Not that I affect ignorance - but my head has not many mansions, nor spacious, and I have been obliged to fill it with such cabinet curiosities as it can hold without aching. I sometimes wonder how I have passed my probation with so little discredit in the world, as I have done, upon so meagre a stock. But the fact is, a man may do very well with a very little knowledge, and scarce be found out, in mixed company; everybody is so much more ready to produce his own, than to call for a display of your acquisitions. But in a tete-a-tete there is no shuffling. The truth will out. There is nothing which I dread so much, as the being left alone for a quarter of an hour with a sensible, well-informed man that does not know me.

For my grandparents, Armco was an economic savior—the engine that brought them from the hills of Kentucky into America’s middle class. My grandfather loved the company and knew every make and model of car built from Armco steel. Even after most American car companies transitioned away from steel-bodied cars, Papaw would stop at used-car dealerships whenever he saw an old Ford or Chevy. “Armco made this steel,” he’d tell me. It was one of the few times that he ever betrayed a sense of genuine pride. Despite that pride, he had no interest in my working there: “Your generation will make its living with their minds, not their hands,” he once told me. The only acceptable career at Armco was as an engineer, not as a laborer in the weld shop. A lot of other Middletown parents and grandparents must have felt similarly: To them, the American Dream required forward momentum. Manual labor was honorable work, but it was their generation’s work—we had to do something different. To move up was to move on. That required going to college.

Most cleantech companies crashed because they neglected one or more of the seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see? We’ve discussed these elements before. Whatever your industry, any great business plan must address every one of them. If you don’t have good answers to these questions, you’ll run into lots of “bad luck” and your business will fail. If you nail all seven, you’ll master fortune and succeed. Even getting five or six correct might work.

As engine vibrated under him, he tried to tell himself it was all going to work out. It had to. Now that he’d found The One, there was no way in hell he was letting her get away. If that meant he had to move heaven and earth to find a good life for her and her pack mates here in the city, he’d do it. If being with Jayna meant he had to empty out his bank account and sell everything he owned, he was okay with that too. He had friends in other places he could turn to, Family too. His parents owned a huge house and a lot of land outside of Denver. If he showed up with Jayna, her pack, and no job, his family would welcome them with open arms. Okay, maybe his mom would be a little shocked when she found out his girlfriend came with an extended family, but she’d overlook it if there was a possibility of a grandchild in the near future. Becker was still daydreaming about kids with Jayna someday when headlights suddenly appeared in his rear- view mirror. He glanced over, swearing when he saw two vehicles speeding up behind him and closing fast.

It was the combination of EC2 and S3 - storage and compute, two primitives linked together - that transformed both AWS and the technology world. Startups no longer needed to spend their venture capital on buying servers and hiring specialized engineers to run them. Infrastructure costs were variable instead of fixed, and they could grow in direct proportion to revenues. It freed companies to experiment, to change their business models with a minimum of pain, and to keep up with the rapidly growing audiences of erupting social networks like Facebook and Twitter.

The reason a bunch of employees who had no direct responsibility for ads, or culpability when they were lousy, spent their weekends transforming someone else’s problem into a profitable solution speaks to the power of culture. Jeff and gang had a clear understanding of their company’s priorities, and knew they had the freedom to try to solve any big problem that stood in the way of success. If they had failed, no one would have chastised them in any way, and when they succeeded, no one—even on the ads team—was jealous of their progress. But it wasn’t Google’s culture that turned those five engineers into problem-solving ninjas who changed the course of the company over the weekend. Rather it was the culture that attracted the ninjas to the company in the first place. Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

Google had a built-in disadvantage in the social networking sweepstakes. It was happy to gather information about the intricate web of personal and professional connections known as the “social graph” (a term favored by Facebook’s Mark Zuckerberg) and integrate that data as signals in its search engine. But the basic premise of social networking—that a personal recommendation from a friend was more valuable than all of human wisdom, as represented by Google Search—was viewed with horror at Google. Page and Brin had started Google on the premise that the algorithm would provide the only answer. Yet there was evidence to the contrary. One day a Googler, Joe Kraus, was looking for an anniversary gift for his wife. He typed “Sixth Wedding Anniversary Gift Ideas” into Google, but beyond learning that the traditional gift involved either candy or iron, he didn’t see anything creative or inspired. So he decided to change his status message on Google Talk, a line of text seen by his contacts who used Gmail, to “Need ideas for sixth anniversary gift—candy ideas anyone?” Within a few hours, he got several amazing suggestions, including one from a colleague in Europe who pointed him to an artist and baker whose medium was cake and candy. (It turned out that Marissa Mayer was an investor in the company.) It was a sobering revelation for Kraus that sometimes your friends could trump algorithmic search.

As black-box technologies become more widespread, there have been no shortage of demands for increased transparency. In 2016 the European Union's General Data Protection Regulation included in its stipulations the "right to an explanation," declaring that citizens have a right to know the reason behind the automated decisions that involve them. While no similar measure exists in the United States, the tech industry has become more amenable to paying lip service to "transparency" and "explainability," if only to build consumer trust. Some companies claim they have developed methods that work in reverse to suss out data points that may have triggered the machine's decisions—though these explanations are at best intelligent guesses. (Sam Ritchie, a former software engineer at Stripe, prefers the term "narratives," since the explanations are not a step-by-step breakdown of the algorithm's decision-making process but a hypothesis about reasoning tactics it may have used.) In some cases the explanations come from an entirely different system trained to generate responses that are meant to account convincingly, in semantic terms, for decisions the original machine made, when in truth the two systems are entirely autonomous and unrelated. These misleading explanations end up merely contributing another layer of opacity. "The problem is now exacerbated," writes the critic Kathrin Passig, "because even the existence of a lack of explanation is concealed.

So what exactly is HOW? For many, business and life has always been about the pursuit of What: “What do we do? What’s on the agenda? What do we need to accomplish?” Whats are commodities; they are easily duplicated or reverse-engineered and delivered faster and at a lower cost by someone else. How is a philosophy. It's a way of thinking about individual and organizational behavior. And How we do what we do – our behavior – has become today’s greatest source of our advantage. In this world, How is no longer a question, but the answer to what ails us as people, institutions, companies, nations. How we behave, how we consume, how we build trust in our relationships and how we relate to others provides us with the power to not just survive, but thrive and endure.

In country after country where local moneys were abolished in favor of interest-bearing central currency, people fell into poverty, health declined, and society deteriorated12 by all measures. Even the plague can be traced to the collapse of the marketplace of the late Middle Ages and the shift toward extractive currencies and urban wage labor. The new scheme instead favored bigger players, such as chartered monopolies, which had better access to capital than regular little businesses and more means of paying back the interest. When monarchs and their favored merchants founded the first corporations, the idea that they would be obligated to grow didn’t look like such a problem. They had their nations’ governments and armies on their side—usually as direct investors in their projects. For the Dutch East India Company to grow was as simple as sending a few warships to a new region of the world, taking the land, and enslaving its people. If this sounds a bit like the borrowing advantages enjoyed today by companies like Walmart and Amazon, that’s because it’s essentially the same money system in operation, favoring the same sorts of players. Yet however powerful the favored corporations may appear, they are really just the engines through which the larger money system extracts value from everyone’s economic activity. Even megacorporations are like competing apps on a universally accepted, barely acknowledged smartphone operating system. Their own survival is utterly dependent on their ability to grow capital for their debtors and investors.

Do you really think that the Revolution is a ridiculous proposition? That we cannot engineer our own structures? What's ridiculous is the system we have now. If we were starting society anew, who among us would propose a monarchy, an aristocracy, a financial elite that exploits the earth and farms its population? If at one of the local or regional meetings that we have to govern our community someone proposed, instead of equality, that all of us, including the poorest among us, donated a percentage of our income to a super-rich family with a little old lady at its helm who would turn up annually in our parliament, draped in jewels and finery, to tell us that austerity had to continue, you'd tell them they were mental. If someone said that we should give 64 per cent of British land to 0.28 per cent of the population, we would not vote for it. If trade agreements were proposed that meant local businesses were shackled so that transnational corporations could create a farcical tyrannical economy where produce was needlessly transported around the world for their gain and to the detriment of everyone else, it would be forbidden. If energy companies said they wanted to be run for huge profit, without regulation, whilst harming the environment, we wouldn't allow it. That pharmaceutical and food companies could run their own governing bodies, flood the world with inferior and harmful products that damage and even kill the people that use them, we would not tolerate it. Here is the truth they fight so hard to suppress: to create a better world, the priority is not the implementation of new systems, though that is necessary, it is a refusal to cooperate with the obsolete and harmful structures that are already in place.

As noted in About ESC Electrol Specialties Company began fabricating CIP System components as a vendor to one of the nations largest suppliers of cleaning chemicals to the Dairy industry more than 50 years ago. This vendor was a major provider of the engineering services, components and skilled personnel required to design and install CIPable automaed processes, for dairies initialy, and later food and beverage processors. This vendor was actively involved with new facility construction, but more importantly, also developed and applied the methodos of applying such new technology equally well to "recycle old dairies" via rennovation projects planned to provide the exisitng facility increased capacity, efficiency and quality capabilities, and keep it running during the rennovation process. This vendor worked on a design and install" basis and used its own wsanitary welding crews, even Internationally, through the mid 70s.

We've known each other for years." "In every sense of the word." Tanya gave him a nudge and they shared another laugh. In every sense of the word... Daisy felt a cold stab of jealousy at their intimate moment. It didn't make sense. Her relationship with Liam wasn't real. But the more time she spent with him, the more the line blurred and she didn't know where she stood. "Daisy is a senior software engineer for an exciting new start-up that's focused on menstrual products," Liam said. "She's in line for a promotion to product manager. The company couldn't run without her." Daisy grimaced. "I think that's a bit of an exaggeration." "Take the compliment," Tanya said. "Liam doesn't throw many around... At least, he didn't used to." At least, he didn't used to... Was the bitch purposely trying to goad her with little reminders about her shared past with Liam? Daisy's teeth gritted together. Well, she got the message. Tanya was a cool, bike-riding, smooth-haired venture capitalist ex who clearly wasn't suffering in any way after her journey. She was probably so tough she didn't need any padding in her seat. Maybe she just sat on a board or the bare steel frame. Liam ran a hand through his hair, ruffling the dark waves into a sexy tangle. Was he subconsciously grooming himself for Tanya? Or was he just too warm? "What are you riding now?" "Triumph Street Triple 675. I got rid of the Ninja. Not enough power." "You like the naked styling?" Liam asked. Tanya smirked. "Naked is my thing, as you know too well." Naked is my thing... As you know too well... Daisy tried to shut off the snarky voice in her head, but something about Tanya set her possessive teeth on edge. "Do you want to join us inside?" Liam asked. "We're going to have a coffee before we finish the loop." Say no. Say no. Say no. "Sounds good." Tanya took a few steps and looked back over her shoulder. "Do you need a hand, Daisy?" Only to slap you.

From every direction, the place is under assault—and unlike in the past, the adversary is not concentrated in a single force, such as the Bureau of Reclamation, but takes the form of separate outfits conducting smaller attacks that are, in many ways, far more insidious. From directly above, the air-tour industry has succeeded in scuttling all efforts to dial it back, most recently through the intervention of Arizona’s senators, John Kyl and John McCain, and is continuing to destroy one of the canyon’s greatest treasures, which is its silence. From the east has come a dramatic increase in uranium-mining claims, while the once remote and untrammeled country of the North Rim now suffers from an ever-growing influx of recreational ATVs. On the South Rim, an Italian real estate company recently secured approval for a massive development whose water demands are all but guaranteed to compromise many of the canyon’s springs, along with the oases that they nourish. Worst of all, the Navajo tribe is currently planning to cooperate in constructing a monstrous tramway to the bottom of the canyon, complete with a restaurant and a resort, at the confluence of the Little Colorado and the Colorado, the very spot where John Wesley Powell made his famous journal entry in the summer of 1869 about venturing “down the Great Unknown.” As vexing as all these things are, what Litton finds even more disheartening is the country’s failure to rally to the canyon’s defense—or for that matter, to the defense of its other imperiled natural wonders. The movement that he and David Brower helped build is not only in retreat but finds itself the target of bottomless contempt. On talk radio and cable TV, environmentalists are derided as “wackos” and “extremists.” The country has swung decisively toward something smaller and more selfish than what it once was, and in addition to ushering in a disdain for the notion that wilderness might have a value that extends beyond the metrics of economics or business, much of the nation ignorantly embraces the benefits of engineering and technology while simultaneously rejecting basic science.

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

If talking pictures could be said to have a father, it was Lee De Forest, a brilliant but erratic inventor of electrical devices of all types. (He had 216 patents.) In 1907, while searching for ways to boost telephone signals, De Forest invented something called the thermionic triode detector. De Forest’s patent described it as “a System for Amplifying Feeble Electric Currents” and it would play a pivotal role in the development of broadcast radio and much else involving the delivery of sound, but the real developments would come from others. De Forest, unfortunately, was forever distracted by business problems. Several companies he founded went bankrupt, twice he was swindled by his backers, and constantly he was in court fighting over money or patents. For these reasons, he didn’t follow through on his invention. Meanwhile, other hopeful inventors demonstrated various sound-and-image systems—Cinematophone, Cameraphone, Synchroscope—but in every case the only really original thing about them was their name. All produced sounds that were faint or muddy, or required impossibly perfect timing on the part of the projectionist. Getting a projector and sound system to run in perfect tandem was basically impossible. Moving pictures were filmed with hand-cranked cameras, which introduced a slight variability in speed that no sound system could adjust to. Projectionists also commonly repaired damaged film by cutting out a few frames and resplicing what remained, which clearly would throw out any recording. Even perfect film sometimes skipped or momentarily stuttered in the projector. All these things confounded synchronization. De Forest came up with the idea of imprinting the sound directly onto the film. That meant that no matter what happened with the film, sound and image would always be perfectly aligned. Failing to find backers in America, he moved to Berlin in the early 1920s and there developed a system that he called Phonofilm. De Forest made his first Phonofilm movie in 1921 and by 1923 he was back in America giving public demonstrations. He filmed Calvin Coolidge making a speech, Eddie Cantor singing, George Bernard Shaw pontificating, and DeWolf Hopper reciting “Casey at the Bat.” By any measure, these were the first talking pictures. However, no Hollywood studio would invest in them. The sound quality still wasn’t ideal, and the recording system couldn’t quite cope with multiple voices and movement of a type necessary for any meaningful dramatic presentation. One invention De Forest couldn’t make use of was his own triode detector tube, because the patents now resided with Western Electric, a subsidiary of AT&T. Western Electric had been using the triode to develop public address systems for conveying speeches to large crowds or announcements to fans at baseball stadiums and the like. But in the 1920s it occurred to some forgotten engineer at the company that the triode detector could be used to project sound in theaters as well. The upshot was that in 1925 Warner Bros. bought the system from Western Electric and dubbed it Vitaphone. By the time of The Jazz Singer, it had already featured in theatrical presentations several times. Indeed, the Roxy on its opening night in March 1927 played a Vitaphone feature of songs from Carmen sung by Giovanni Martinelli. “His voice burst from the screen with splendid synchronization with the movements of his lips,” marveled the critic Mordaunt Hall in the Times. “It rang through the great theatre as if he had himself been on the stage.

Separated from everyone, in the fifteenth dungeon, was a small man with fiery brown eyes and wet towels wrapped around his head. For several days his legs had been black, and his gums were bleeding. Fifty-nine years old and exhausted beyond measure, he paced silently up and down, always the same five steps, back and forth. One, two, three, four, five, and turn . . . an interminable shuffle between the wall and door of his cell. He had no work, no books, nothing to write on. And so he walked. One, two, three, four, five, and turn . . . His dungeon was next door to La Fortaleza, the governor’s mansion in Old San Juan, less than two hundred feet away. The governor had been his friend and had even voted for him for the Puerto Rican legislature in 1932. This didn’t help much now. The governor had ordered his arrest. One, two, three, four, five, and turn . . . Life had turned him into a pendulum; it had all been mathematically worked out. This shuttle back and forth in his cell comprised his entire universe. He had no other choice. His transformation into a living corpse suited his captors perfectly. One, two, three, four, five, and turn . . . Fourteen hours of walking: to master this art of endless movement, he’d learned to keep his head down, hands behind his back, stepping neither too fast nor too slow, every stride the same length. He’d also learned to chew tobacco and smear the nicotined saliva on his face and neck to keep the mosquitoes away. One, two, three, four, five, and turn . . . The heat was so stifling, he needed to take off his clothes, but he couldn’t. He wrapped even more towels around his head and looked up as the guard’s shadow hit the wall. He felt like an animal in a pit, watched by the hunter who had just ensnared him. One, two, three, four, five, and turn . . . Far away, he could hear the ocean breaking on the rocks of San Juan’s harbor and the screams of demented inmates as they cried and howled in the quarantine gallery. A tropical rain splashed the iron roof nearly every day. The dungeons dripped with a stifling humidity that saturated everything, and mosquitoes invaded during every rainfall. Green mold crept along the cracks of his cell, and scarab beetles marched single file, along the mold lines, and into his bathroom bucket. The murderer started screaming. The lunatic in dungeon seven had flung his own feces over the ceiling rail. It landed in dungeon five and frightened the Puerto Rico Upland gecko. The murderer, of course, was threatening to kill the lunatic. One, two, three, four, five, and turn . . . The man started walking again. It was his only world. The grass had grown thick over the grave of his youth. He was no longer a human being, no longer a man. Prison had entered him, and he had become the prison. He fought this feeling every day. One, two, three, four, five, and turn . . . He was a lawyer, journalist, chemical engineer, and president of the Nationalist Party. He was the first Puerto Rican to graduate from Harvard College and Harvard Law School and spoke six languages. He had served as a first lieutenant in World War I and led a company of two hundred men. He had served as president of the Cosmopolitan Club at Harvard and helped Éamon de Valera draft the constitution of the Free State of Ireland.5 One, two, three, four, five, and turn . . . He would spend twenty-five years in prison—many of them in this dungeon, in the belly of La Princesa. He walked back and forth for decades, with wet towels wrapped around his head. The guards all laughed, declared him insane, and called him El Rey de las Toallas. The King of the Towels. His name was Pedro Albizu Campos.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

I pull into the driveway outside of my father's house and shut off the engine. I sit behind the wheel for a moment, studying the house. He'd called me last night and demanded that I come over for dinner tonight. Didn't request. He demanded. What struck me though, was that he sounded a lot more stressed out and harried than he did when he interrupted my brunch with Gabby to demand my presence at a “family”dinner. Yeah, that had been a fun night filled with my father and Ian badgering me about my job. For whatever reason, they'd felt compelled to make a concerted effort to belittle what I do –more so than they usually do anyway -- try to undermine my confidence in my ability to teach, and all but demand that I quit and come to work for my father's company. That had been annoying, and although they were more insistent than normal, it's pretty par for the course with those two. They always think they know what's best for me and have no qualms about telling me how to live my life. When he'd called me last night though, and told me to come to dinner tonight, there was something in my father's voice that had rattled me. It took me a while to put a finger on what it was I heard in his voice, but when I figured it out, it really shook me. I heard fear. Outright fear. My father isn't a man who fears much or is easily intimidated. In fact, he's usually the one doing the intimidating. But, something has him really spooked and even though we don't always see eye-to-eye or get along, hearing that fear in his voice scared me. In all my years, I've never known him to sound so downright terrified. With a sigh and a deep sense of foreboding, I climb out of my car and head to the door, trying to steel myself more with each step. Call me psychic, but I have a feeling that this is going to be a long, miserable night. “Good evening, Miss Holly,”Gloria says as she opens the door before I even have a chance to knock. “Nice to see you again.”“It's nice to see you too, Gloria,”I say and smile with genuine affection. Gloria has been with our family for as far back as I can remember. Honestly, after my mother passed away from ovarian cancer, Gloria took a large role in raising me. My father had plunged himself into his work –and had taken Ian under his wing to help groom him to take over the empire one day –leaving me to more or less fend for myself. It was like I was a secondary consideration to them. Because I'm a girl and not part of the testosterone-rich world of construction, neither my father nor Ian took much interest in me or my life. Unless they needed something from me, of course. The only time they really paid any attention to me was when they needed me to pose for family pictures for company literature.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.