Enterprise Best Quotes

The way to wealth is as plain as the way to market. It depends chiefly on two words, industry and frugality: that is, waste neither time nor money, but make the best use of both. Without industry and frugality nothing will do, and with them everything.

The really dangerous American fascist... is the man who wants to do in the United States in an American way what Hitler did in Germany in a Prussian way. The American fascist would prefer not to use violence. His method is to poison the channels of public information. With a fascist the problem is never how best to present the truth to the public but how best to use the news to deceive the public into giving the fascist and his group more money or more power... They claim to be super-patriots, but they would destroy every liberty guaranteed by the Constitution. They demand free enterprise, but are the spokesmen for monopoly and vested interest. Their final objective, toward which all their deceit is directed, is to capture political power so that, using the power of the state and the power of the market simultaneously, they may keep the common man in eternal subjection. ~quoted in the New York Times, April 9, 1944

Science is an inherently optimistic enterprise, the working assumption being that nature is comprehensible

When did a free country start to mean free enterprise? Who sold Democracy out for a golden calf we got to idolize?

No enterprise is more likely to succeed than one concealed from the enemy until it is ripe for execution. Nothing is of greater importance in time of war than in knowing how to make the best use of a fair opportunity when it is offered. Few men are brave by nature, but good discipline and experience make many so.

A pickpocket is obviously a champion of private enterprise. But it would perhaps be an exaggeration to say that a pickpocket is a champion of private property. The point about Capitalism and Commercialism, as conducted of late, is that they have really preached the extension of business rather than the preservation of belongings; and have at best tried to disguise the pickpocket with some of the virtues of the pirate.

Science is an inherently optimistic enterprise, the working assumption being that nature is comprehensible; mysteries can be solved; we can make things better.

Some enterprising rabbit had dug its way under the stakes of my garden again. One voracious rabbit could eat a cabbage down to the roots, and from the looks of things, he'd brought friends. I sighed and squatted to repair the damage, packing rocks and earth back into the hole. The loss of Ian was a constant ache; at such moments as this, I missed his horrible dog as well. I had brought a large collection of cuttings and seeds from River Run, most of which had survived the journey. It was mid-June, still time--barely--to put in a fresh crop of carrots. The small patch of potato vines was all right, so were the peanut bushes; rabbits wouldn't touch those, and didn't care for the aromatic herbs either, except the fennel, which they gobbled like licorice. I wanted cabbages, though, to preserve a sauerkraut; come winter, we would want food with some taste to it, as well as some vitamin C. I had enough seed left, and could raise a couple of decent crops before the weather turned cold, if I could keep the bloody rabbits off. I drummed my fingers on the handle of my basket, thinking. The Indians scattered clippings of their hair around the edges of the fields, but that was more protection against deer than rabbits. Jamie was the best repellent, I decided. Nayawenne had told me that the scent of carnivore urine would keep rabbits away--and a man who ate meat was nearly as good as a mountain lion, to say nothing of being more biddable. Yes, that would do; he'd shot a deer only two days ago; it was still hanging. I should brew a fresh bucket of spruce beer to go with the roast venison, though . . . (Page 844)

He that hath wife and children," says Lord Bacon, "hath given hostages to fortune; for they are impediments to great enterprises, either of virtue or mischief. Certainly the best works, and of greatest merit for the public, have proceeded from the unmarried or childless men." I say the same of women.

We tend to forget that unity is, at best, morally neutral and often a source of irrationality and groupthink. Rampaging mobs are unified. The Mafia is unified. Marauding barbarians bent on rape and pillage are unified. Meanwhile, civilized people have disagreements, and small-d democrats have arguments. Classical liberalism is based on this fundamental insight, which is why fascism was always antiliberal. Liberalism rejected the idea that unity is more valuable than individuality. For fascists and other leftists, meaning and authenticity are found in collective enterprises—of class, nation, or race—and the state is there to enforce that meaning on everyone without the hindrance of debate.

The valor of a country may be learned by the bravery of its soldiery, and the general cast of its inhabitants, but confidence of success is best discovered by the active measures pursued by men of property; and when the spirit of enterprise becomes so universal as to act at once on all ranks of men, a war may then, and not till then, be styled truly proper.

We must never forget that the settlement of what is now the United States was only part of a larger enterprise. And this was the work of the best and brightest of the entire European continent. They were greedy.

By rendering their enterprises profitable, the consumers shift control of the factors of production into the hands of those businessmen who serve them best. By rendering the enterprises of the bungling entrepreneurs unprofitable, they withdraw control from those entrepreneurs with whose services they disagree. It is antisocial in the strict meaning of the term if governments thwart these decisions of the people by taxing profits. From a genuinely social point of view, it would be more “social” to tax losses than to tax profits.

If a man does great deeds, then amongst his descendants in generations to come there will be one who will become a true King. All a gentleman can do in starting an enterprise is to leave behind a tradition which can be carried on. Heaven alone can grant success. What can you do about [your endeavours]? You can only try your best to do good.

A history of civilization shares the presumptuousness of every philosophical enterprise: it offers the ridiculous spectacle of a fragment expounding the whole. Like philosophy, such a venture has no rational excuse, and is at best but a brave stupidity; but let us hope that, like philosophy, it will always lure some rash spirits into its fatal depths.

In the market economy the consumers are supreme. Consumers determine, by their buying or abstention from buying, what should be produced, by whom and how, of what quality and in what quantity. The entrepreneurs, capitalists, and landowners who fail to satisfy in the best possible and cheapest way the most urgent of the not yet satisfied wishes of the consumers are forced to go out of business and forfeit their preferred position. In business offices and in laboratories the keenest minds are busy fructifying the most complex achievements of scientific research for the production of ever better implements and gadgets for people who have no inkling of the scientific theories that make the fabrication of such things possible. The bigger an enterprise is, the more it is forced to adjust its production activities to the changing whims and fancies of the masses, its masters. The fundamental principle of capitalism is mass production to supply the masses. It is the patronage of the masses that makes enterprises grow into bigness. The common man is supreme in the market economy. He is the customer “who is always right.

There are members of our body politic who tell us that the public interest is best served when government action is reduced to a minimum and especially when it is kept negative in character. But just now, the nation as a whole seems to be moving rather swiftly and decisively—as is the world as a whole—in the opposite direction. More and more, we Americans are initiating new forms of positive government action for the common good. Between these two tendencies the struggle becomes every day more open and more intense. And as we wage that conflict it is well to remember that the logic of the Constitution gives no backing to either of the two combatants, as against the other. We are left free, as any self-governing people must leave itself free, to determine by specific decisions what our economy shall be. It would be ludicrous to say that we are committed by the Constitution to the economic cooperations of socialism. But equally ludicrous are those appeals by which, in current debate, we are called upon to defend the practices of capitalism, of "free enterprise," so-called, as essential to the freedom of the American Way of Life. The American Way of Life is free because it is what we Americans freely choose—from time to time—that it shall be.

Hustler vs dynasty; Women vs men; straight vs crooked; white vs black; left vs right; youth vs old; are forms of separatist business enterprises I don't subscribe to. They drain your energy chasing what we can't change when we can be the best we wanna be.

No one has expressed what is needed better than Abdel Rahman al-Rashed, the general manager of the London-based al-Arabiya news channel. One of the best-known and most respected Arab journalists working today, he wrote the following, in Al-Sharq Al-Awsat (September 6, 2004), after a series of violent incidents involving Muslim extremist groups from Chechnya to Saudi Arabia to Iraq: "Self-cure starts with self-realization and confession. We should then run after our terrorist sons, in the full knowledge that they are the sour grapes of a deformed culture... The mosque used to be a haven, and the voice of religion used to be that of peace and reconciliation. Religious sermons were warm behests for a moral order and an ethical life. Then came the neo-Muslims. An innocent and benevolent religion, whose verses prohibit the felling of trees in the absence of urgent necessity, that calls murder the most heinous of crimes, that says explicitly that if you kill one person you have killed humanity as a whole, has been turned into a global message of hate and a universal war cry... We cannot clear our names unless we own up to the shameful fact that terrorism has become an Islamic enterprise; an almost exclusive monopoly, implemented by Muslim men and women. We cannot redeem our extremist youth, who commit all these heinous crimes, without confronting the Sheikhs who thought it ennobling to reinvent themselves as revolutionary ideologues, sending other people's sons and daughters to certain death, while sending their own children to European and American schools and colleges.

The scale of Monument Avenue also amplified the weirdness of the whole enterprise. After all, Davis and Lee and Jackson and Stuart weren't national heroes. In the view of many Americans, they were precisely the opposite; leaders of a rebellion against the nation - separatists at best, traitors at worst. None of those honored were native Richmonders. And their mission failed. They didn't call it the Lost Cause for nothing. I couldn't think of another city in the world that lined its streets with stone leviathans honoring failed rebels against the state.

At any rate, planning in this sense means all-around planning by the government and enforcement of these plans by the police power. Planning in this sense means full government control of business. It is the antithesis of free enterprise, private initiative, private ownership of the means of production, market economy, and the price system. Planning and capitalism are utterly incompatible. Within a system of planning production is conducted according to the government's orders, not according to the plans of capitalists and entrepreneurs eager to profit by best filling the wants of the consumers.

Are we creating and cultivating things that have a chance of furnishing the New Jerusalem? Will the cultural goods we devote our lives to - the food we cook and consume; the music we purchase and practice; the movies we watch and make; the enterprises we earn our paychecks from and invest our wealth in - be identified as the glory and honor of our cultural tradition? Or will they be remembered as mediocrities at best, dead-ends at worst? This is not the same as asking whether we are making "christian" culture.

Note that the best rationalizations are those that have an element of truth. Whether you vote or not will almost certainly have no influence on the outcome of an election. Nor will the amount of carbon you personally put into the atmosphere make a difference in the fate of the planet. And perhaps it really should be up to governments rather than the charities that are soliciting your contributions to feed the hungry and homeless in America or save children around the world from crushing poverty and abuse. But the fact that these statements are true doesn't mean they aren't also rationalizations that you and others use to justify questionable behavior. This uncomfortable truth is crucial to an understanding of the link between rationalization and evil—an understanding that starts with the awareness that sane people rarely, if ever, act in a truly evil manner unless they can successfully rationalize their actions... [The] process of rationalizing evil deeds committed by whole societies is a collective effort rather than a solely individual enterprise.

An enterprise must transform by changing its culture, changing its bureaucracy, changing its organization, changing its technical architecture—and making them agile.

The small batches principle is part of the DevOps methodology. It comes from the Lean Manufacturing movement, which is often called just-in-time (JIT) manufacturing. It

Architectural refactoring is hard, and we’re still ignorant of its full costs, but it isn’t impossible. Here the best

There are other letters, from the heirs of fictional magnates, from the widows of oil barons, from the legal representatives of incarcerated generals, and they are such enterprising samples of narrative fiction that I realize Lagos is a city of Scheherazades. The stories unfold in ever more fanciful iterations and, as in the myth, those who tell the best stories are richly rewarded.

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

For a service business, nothing is more valuable than engaged employees who feel they can make a difference and want to stay with the organization. Turnover is costly. The best turnover is internal turnover, where people are growing their careers within your enterprise rather than moving someplace else. People aren’t wired to be nomads. They just need to find a place where they feel they can make a real impact.

There is no denying that Francis Drake was a pirate and that the enterprise he conducted four years later in Panama was highway robbery, or at best, highjacking. But it was on the scale that transforms crime into politics.

In so many introductory science classes, the chemist [Dudley Herschbach] observed, students encounter what they see as "a frozen body of dogma" that must be memorized and regurgitated. Yet in the "real science you're not too worried about the right answer... Real science recognizes that you have an advantage over practically any other human enterprise because what you are after- call it truth or understanding- waits patiently for you while you screw up.

The best leaders in any enterprise see problems coming and stack the deck to prevent negative “what ifs” from happening. They also have contingency plans to take advantage of positive openings which occur in fleeting windows of time.

I’m a firm a believer in the power of free enterprise to move the world forward. All that Soviet respect for science was no match for the American innovation machine once unleashed. The problem comes when the government is inhibiting innovation with overregulation and short-sighted policy. Trade wars and restrictive immigration regulations will limit America’s ability to attract the best and brightest minds, minds needed for this and every forthcoming Sputnik moment.

And how these bridgemakers exquisitely and bravely embody this nation’s reason for being, a place of radical opportunity and ceaseless welcome. And how when we forget that this is central to all that is best about this country, we forget ourselves—a blended people united not by stasis and cowardice and fear, but by irrational exuberance, by global enterprise on a human scale, by the inherent rightness of pressing forward, always forward, driven by courage unfettered and unyielding.

It was all a mistake,” he pleaded, standing out of his ship, his wife slumped behind him in the deeps of the hold, like a dead woman. “I came to Mars like any honest enterprising businessman. I took some surplus material from a rocket that crashed and I built me the finest little stand you ever saw right there on that land by the crossroads—you know where it is. You’ve got to admit it’s a good job of building.” Sam laughed, staring around. “And that Martian—I know he was a friend of yours—came. His death was an accident, I assure you. All I wanted to do was have a hot-dog stand, the only one on Mars, the first and most important one. You understand how it is? I was going to serve the best darned hot dogs there, with chili and onions and orange juice.” The

I had ceased to be a writer of tolerably poor tales and essays, and had become a tolerably good Surveyor of the Customs. That was all. But, nevertheless, it is any thing but agreeable to be haunted by a suspicion that one's intellect is dwindling away; or exhaling, without your consciousness, like ether out of a phial; so that, at every glance, you find a smaller and less volatile residuum. Of the fact, there could be no doubt; and, examining myself and others, I was led to conclusions in reference to the effect of public office on the character, not very favorable to the mode of life in question. In some other form, perhaps, I may hereafter develop these effects. Suffice it here to say, that a Custom-House officer, of long continuance, can hardly be a very praiseworthy or respectable personage, for many reasons; one of them, the tenure by which he holds his situation, and another, the very nature of his business, which—though, I trust, an honest one—is of such a sort that he does not share in the united effort of mankind. An effect—which I believe to be observable, more or less, in every individual who has occupied the position—is, that, while he leans on the mighty arm of the Republic, his own proper strength departs from him. He loses, in an extent proportioned to the weakness or force of his original nature, the capability of self-support. If he possess an unusual share of native energy, or the enervating magic of place do not operate too long upon him, his forfeited powers may be redeemable. The ejected officer—fortunate in the unkindly shove that sends him forth betimes, to struggle amid a struggling world—may return to himself, and become all that he has ever been. But this seldom happens. He usually keeps his ground just long enough for his own ruin, and is then thrust out, with sinews all unstrung, to totter along the difficult footpath of life as he best may. Conscious of his own infirmity,—that his tempered steel and elasticity are lost,—he for ever afterwards looks wistfully about him in quest of support external to himself. His pervading and continual hope—a hallucination, which, in the face of all discouragement, and making light of impossibilities, haunts him while he lives, and, I fancy, like the convulsive throes of the cholera, torments him for a brief space after death—is, that, finally, and in no long time, by some happy coincidence of circumstances, he shall be restored to office. This faith, more than any thing else, steals the pith and availability out of whatever enterprise he may dream of undertaking. Why should he toil and moil, and be at so much trouble to pick himself up out of the mud, when, in a little while hence, the strong arm of his Uncle will raise and support him? Why should he work for his living here, or go to dig gold in California, when he is so soon to be made happy, at monthly intervals, with a little pile of glittering coin out of his Uncle's pocket? It is sadly curious to observe how slight a taste of office suffices to infect a poor fellow with this singular disease. Uncle Sam's gold—meaning no disrespect to the worthy old gentleman—has, in this respect, a quality of enchantment like that of the Devil's wages. Whoever touches it should look well to himself, or he may find the bargain to go hard against him, involving, if not his soul, yet many of its better attributes; its sturdy force, its courage and constancy, its truth, its self-reliance, and all that gives the emphasis to manly character.

Like every company, every person has a dozen good stories that reveal that person. A talent in marketing is to discover your stories—some the enterprise has forgotten, ignored, or overlooked—and tell them well. That’s your task, too. What is your story—the true story? How can you tell it best?

SO, WHERE DOES this leave us? If we can’t rely on the market forces of supply and demand to set optimal market prices, and we can’t count on free-market mechanisms to help us maximize our utility, then we may need to look elsewhere. This is especially the case with society’s essentials, such as health care, medicine, water, electricity, education, and other critical resources. If you accept the premise that market forces and free markets will not always regulate the market for the best, then you may find yourself among those who believe that the government (we hope a reasonable and thoughtful government) must play a larger role in regulating some market activities, even if this limits free enterprise. Yes, a free market based on supply, demand, and no friction would be the ideal if we were truly rational. Yet when we are not rational but irrational, policies should take this important factor into account.

The artist, then, like the thinker or the scientist, seeks the truth and makes his appeal. Impressed by the aspect of the world the thinker plunges into ideas, the scientist into facts — whence, presently, emerging they make their appeal to those qualities of our being that fit us best for the hazardous enterprise of living.

What does and should unite us as Americans is our adherence to and respect for the U.S. Constitution—and that’s about it. Love of, belief in, and a willingness to defend freedom, liberty, and democracy: government by the consent of the governed. But as for metaphysical, spiritual, otherworldly, religious, or transcendental matters—is there a God? What happens after we die? Why are we here? How does karma operate? Who was Jesus? Where does chi reside? What is the Holy Ghost? How can we best mollify jinn?—the answers to such questions, whatever they may be, are not what define us as Americans, as citizens, or as human beings. And to suggest—as more and more politicians seem to be doing—that to be a good, decent American requires faith in a Creator, or to imply that Christian values are the only values, or to argue that our laws are given to us solely by God, or to constantly denigrate nonbelievers as somehow less-than-welcome partners in the American enterprise . . . that’s all, quite frankly, very un-American.

One generation removed from the enterprise of reproduction, grandparents saw children as genuinely open possibilities. Unlike parents, who needed to see the best parts of themselves duplicated in their offspring, grandparents rarely had such prideful agendas -- and for that very reason, they ironically imprinted more of themselves on the young.

Connascence, in the context of software engineering, refers to the degree of coupling between software components. (Connascence.io hosts a handy reference to the various types of connascence.) Software components are connascent if a change in one would require the other(s) to be modified in order to maintain the overall correctness of the system.

They teach that having a story may be the most important part of your new venture; that fear can be useful; that having vast resources is not as critical as you might think; that simplicity is a core goal in successful enterprises; that trust is the most important quality you bring to your company; and, finally, that giving may be the best investment you’ll ever make.

Ideology is best understood as the descriptive vocabulary of day-to-day existence through which people make rough sense of the social reality that they live and create from day to day. It is the language of consciousness that suits the particular way in which people deal with their fellows. It is the interpretation in thought of the social relations through which they constantly create and re­create their collective being, in all the varied forms their collective being may assume: family, clan, tribe, nation, class, party, busi­ness enterprise, church, army, club, and so on. As such, ideologies are not delusions but real, as real as the social relations for which they stand. Ideologies are real, but it does not follow that they are scientifi­cally accurate, or that they provide an analysis of social relations that would make sense to anyone who does not take ritual part in those social relations. Some societies (including colonial New England) have explained troublesome relations between people as witchcraft and possession by the devil. The explanation makes sense to those whose daily lives produce and reproduce witchcraft, nor can any amount of rational "evidence" disprove it.

(…) it may be seriously questioned whether the advent of modern communications media has much enhanced our understanding of the world in which we live.(…) Perhaps we know more about the world than we used to, and insofar as knowledge is prerequisite to understanding, that is all to the good. But knowledge is not as much a prerequisite to understanding as is commonly supposed. We do not have to know everything about something in order to understand it; too many facts are often as much of an obstacle to understanding as too few. There is a sense in which we moderns are inundated with facts to the detriment of understanding. (…) One of the reasons for this situation is that the very media we have mentioned are so designed as to make thinking seem unnecessary (though this is only an appearance). The packaging of intellectual positions and views is one of the most active enterprises of some of the best minds of our day. The viewer of television, the listener to radio, the reader of magazines, is presented with a whole complex of elements—all the way from ingenious rhetoric to carefully selected data and statistics—to make it easy for him to “make up his own mind” with the minimum of difficulty and effort. But the packaging is often done so effectively that the viewer, listener, or reader does not make up his own mind at all. Instead, he inserts a packaged opinion into his mind, somewhat like inserting a cassette into a cassette player. He then pushes a button and “plays back” the opinion whenever it seems appropriate to do so. He has performer acceptably without having had to think.

People are not motivated by the bottom line. It’s about the human factor—and purpose is the driver. It’s what stirs our souls and inspires us to do great things over a sustained period of time.” Capitalism for these organizations capitalizes on human enterprise, not performance metrics. On people, not consumers. On relationships, not transactions. And on becoming the best company for the planet, not just on the planet.

There is a paradox at the core of penology, and from it derives the thousand ills and afflictions of the prison system. It is that not only the worst of the young are sent to prison, but the best—that is, the proudest, the bravest, the most daring, the most enterprising and the most undefeated of the poor. There starts the horror. —Norman Mailer’s introduction to In the Belly of the Beast by Jack Henry Abbott No one knows what it’s like to be the bad man.

In a 2008 retrospective paper on the 1975 Asilomar conference that he co-organized—the conference that led to a moratorium on genetic modification of humans—the biologist Paul Berg wrote,16 There is a lesson in Asilomar for all of science: the best way to respond to concerns created by emerging knowledge or early-stage technologies is for scientists from publicly funded institutions to find common cause with the wider public about the best way to regulate—as early as possible. Once scientists from corporations begin to dominate the research enterprise, it will simply be too late.

Surely misfortune could scarcely have exceeded this last blow. We arrived within 11 miles of our old One Ton Camp with fuel for one last meal and food for two days. For four days we have been unable to leave the tent - the gale howling about us. We are weak, writing is difficult, but for my own sake I do not regret this journey, which has shown that Englishmen can endure hardships , help one another, and meet death with as great a fortitude as ever in the past. We took risks, we knew we took them; things have come out against us, and therefore we have no cause for complaint, but bow to the will of Providence, determined still to do our best to the last. But if we have been willing to give our lives to this enterprise, which is for the honor of our country, I appeal to our countrymen to see that those who depend on us are properly cared for. Had we lived, I should have had a tale to tell of the hardihood, endurance, and courage of my companions which would have stirred the heart of every Englishman. These rough notes and our dead bodies must tell the tale, but surely, surely, a great rich country like ours will see that those who are dependent on us are properly provided for.

In the beginning, there’s a blank mind. Then that mind gets an idea in it, and the trouble begins, because the mind mistakes the idea for the world. Mistaking the idea for the world, the mind formulates a theory and, having formulated a theory, feels inclined to act. Because the idea is always only an approximation of the world, whether that action will be catastrophic or beneficial depends on the distance between the idea and the world. Mass media’s job is to provide this simulacra of the world, upon which we build our ideas. There’s another name for this simulacra-building: storytelling. Megaphone Guy is a storyteller, but his stories are not so good. Or rather, his stories are limited. His stories have not had time to gestate—they go out too fast and to too broad an audience. Storytelling is a language-rich enterprise, but Megaphone Guy does not have time to generate powerful language. The best stories proceed from a mysterious truth-seeking impulse that narrative has when revised extensively; they are complex and baffling and ambiguous; they tend to make us slower to act, rather than quicker. They make us more humble, cause us to empathize with people we don’t know, because they help us imagine these people, and when we imagine them—if the storytelling is good enough—we imagine them as being, essentially, like us. If the story is poor, or has an agenda, if it comes out of a paucity of imagination or is rushed, we imagine those other people as essentially unlike us: unknowable, inscrutable, inconvertible. Our venture in Iraq was a literary failure, by which I mean a failure of imagination. A culture better at imagining richly, three-dimensionally, would have had a greater respect for war than we did, more awareness of the law of unintended consequences, more familiarity with the world’s tendency to throw aggressive energy back at the aggressor in ways he did not expect. A culture capable of imagining complexly is a humble culture. It acts, when it has to act, as late in the game as possible, and as cautiously, because it knows its own girth and the tight confines of the china shop it’s blundering into. And it knows that no matter how well-prepared it is—no matter how ruthlessly it has held its projections up to intelligent scrutiny—the place it is headed for is going to be very different from the place it imagined. The shortfall between the imagined and the real, multiplied by the violence of one’s intent, equals the evil one will do.

Then, in the end, the leader makes the call. It’s conflict and debate leading to an executive decision. No major decision we’ve studied was ever taken at a point of unanimous agreement. There was always some disagreement in the air. Our research showed that before a major decision, you would see significant debate. But after the decision, people would unify behind that decision to make it successful. Again, and I can’t stress this too much, it all begins with having the right people—those who can debate in search of the best answers but who can then set aside their disagreements and work together for the success of the enterprise.

The two sexes are different to the core, and each is necessary—culturally and biologically—for the optimal development of a human being.”12 In a summary of the relevant science, University of Virginia sociologist W. Bradford Wilcox finds much the same: Let me now conclude our review of the social scientific literature on sex and parenting by spelling out what should be obvious to all. The best psychological, sociological, and biological research to date now suggests that—on average—men and women bring different gifts to the parenting enterprise, that children benefit from having parents with distinct parenting styles, and that family breakdown poses a serious threat to children and to the societies in which they live.13

This embarrassing episode remains one of the most instructive experiences of my professional life. I eventually learned three lessons from it. The first was immediately apparent: I had stumbled onto a distinction between two profoundly different approaches to forecasting, which Amos and I later labeled the inside view and the outside view. The second lesson was that our initial forecasts of about two years for the completion of the project exhibited a planning fallacy. Our estimates were closer to a best-case scenario than to a realistic assessment. I was slower to accept the third lesson, which I call irrational perseverance: the folly we displayed that day in failing to abandon the project. Facing a choice, we gave up rationality rather than give up the enterprise.

Stand back far enough, and the absurdity of this enterprise makes you wonder about the sanity of our species. But consider: When millers mill wheat, they scrupulously sheer off the most nutritious parts of the seed—the coat of bran and the embryo, or germ, that it protects—and sell that off, retaining the least nourishing part to feed us. In effect, they’re throwing away the best 25 percent of the seed: The vitamins and antioxidants, most of the minerals, and the healthy oils all go to factory farms to feed animals, or to the pharmaceutical industry, which recovers some of the vitamins from the germ and then sells them back to us—to help remedy nutritional deficiencies created at least in part by white flour. A terrific business model, perhaps, but terrible biology. Surely

One of the most basic delusions of our time is that home life takes care of itself naturally, and that the best strategy for dealing with it is to relax and let it take its course. Men especially like to comfort themselves with this notion. They know how hard it is to succeed on the job, how much effort they have to put into their careers. So at home they just want to unwind, and feel that any serious demand from the family is unwarranted. They often have an almost superstitious faith in the integrity of the home. Only when it is too late—when the wife has become dependent on alcohol, when the children have turned into cold strangers—do many men wake up to the fact that the family, like any other joint enterprise, needs constant investments of psychic energy to assure its existence.

It was this case,” Roosevelt later said, “which first waked me to . . . the fact that the courts were not necessarily the best judges of what should be done to better social and industrial conditions.” While the justices were well intentioned, they interpreted law solely from the vantage point of the propertied classes. “They knew nothing whatever of tenement house conditions,” he charged, “they knew nothing whatever of the needs, or of the life and labor, of three-fourths of their fellow-citizens in great cities.” In the years that followed, the court’s defense of free enterprise in this case would be repeatedly cited to block governmental regulation of industry. “It was,” Roosevelt observed, “one of the most serious setbacks which the cause of industrial and social progress and reform ever received.

There was a fascinating duality about Matthew that Daisy had never encountered in another man. At some moments he was the aggressive, sharp-eyed, buttoned-up businessman who rattled off facts and figures with ease. At other times he was a gentle, understanding lover who shed his cynicism like an old coat and engaged her in playful debates about which ancient culture had the best mythology, or what Thomas Jefferson's favorite vegetable had been. (Although Daisy was convinced it was green peas, Matthew had made an excellent case for tomatoes.) They had long conversations about subjects like history and progressive politics. For a man from a conservative Brahmin background, he had a surprising awareness of reform issues. Usually in their relentless climb up the social ladder, enterprising men forgot about those who had been left on the bottom rungs. Daisy thought it spoke well of Matthew's character that he had a genuine concern for those less fortunate than himself.

Also, even if technocrats provide reasonable estimates of a risk, which itself is an iffy enterprise, they cannot dictate what level of risk people ought to accept. People might object to a nuclear power plant that has a minuscule risk of a meltdown not because they overestimate the risk, but because they feel that the cost of a catastrophe, no matter how remote, are too dreadful. And of course any of these trade-offs may be unacceptable if people perceive that the benefits would go to the wealthy and powerful while they themselves absorb the risks. Nonetheless, understanding the difference between our best science and our ancient ways of thinking can only make our individual and collective decisions better informed. It can help scientists and journalists explain a new technology in the face of the most common misunderstandings. And it can help all of us understand the technology so that we can accept or reject it on grounds that we can justify to ourselves and to others.

One of the patterns from domain-driven design is called bounded context. Bounded contexts are used to set the logical boundaries of a domain’s solution space for better managing complexity. It’s important that teams understand which aspects, including data, they can change on their own and which are shared dependencies for which they need to coordinate with other teams to avoid breaking things. Setting boundaries helps teams and developers manage the dependencies more efficiently. The logical boundaries are typically explicit and enforced on areas with clear and higher cohesion. These domain dependencies can sit on different levels, such as specific parts of the application, processes, associated database designs, etc. The bounded context, we can conclude, is polymorphic and can be applied to many different viewpoints. Polymorphic means that the bounded context size and shape can vary based on viewpoint and surroundings. This also means you need to be explicit when using a bounded context; otherwise it remains pretty vague.

The problem is that the Chinese have convinced themselves that they’re the most superior nation in the world,’ he said. ‘They insist on using the word yi to describe Europeans in their official memos, though we’ve asked them time and time again to use something more respectful, as yi is a designation for barbarians. And they take this attitude into all trade and legal negotiations. They recognize no laws except their own, and they don’t regard foreign trade as an opportunity, but as a pesky incursion to be dealt with.’ ‘You’d be in favour of violence, then?’ Letty asked. ‘It might be the best thing for them,’ said Professor Lovell with surprising vehemence. ‘It’d do well to teach them a lesson. China is a nation of semi-barbarous people in the grips of backward Manchu rulers, and it would do them good to be forcibly opened to commercial enterprise and progress. No, I wouldn’t oppose a bit of a shake-up. Sometimes a crying child must be spanked.’ Here Ramy glanced sideways at Robin, who looked away. What more was there to say?

Power has always been a temptation, and I want to argue that majority rule in America carries with it an empire temptation for many Christian citizens. Those of us who know our American history might be tempted to say, “That’s precisely the opposite of what our democracy, or representative democracy, stands for.” True enough, at one level, because giving everyone a voice vastly surpasses anything less. But take any heated political issue, from abortion to same-sex marriage to national health care to free-market enterprise to nuclear build-up for security, and you may glimpse what I’m trying to say. The political left takes one posture on issues while the political right draws swords from another posture. If we step back we see that each side seeks to impose its view on the minority. This is ruling over the other. Now to a few questions. Is this imposition of power over others consistent with following Christ? Do we ever wonder if the right to vote is the right to coerce and impose, the right to use the power of the majority against the minority?17 Is the power of the majority that different from the power of King Charles when the pilgrims and Puritans left England to establish the “city on a hill”? We would all agree that empowering the people improved the conditions, but I want to ask another question: Does it make the political process of voting the source of seeking for power over others? What is the best Christian response to the drive for power? I call this quest for power through the political process the “eschatology of politics”—that is, the belief that if we usher in the right political candidates and the right laws, then kingdom conditions will arrive. Every two years America goes through convulsions as one candidate after another promises (all but) the kingdom if he or she is elected. Every two years Americans go through the same convulsions as they lather up for the election because they believe if they get their candidate, not only will they win, but (all but) the kingdom will come. This is idolatry and yet another example of Constantinianism

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

He thought the best thing he had gained in Paris was a complete liberty of spirit, and he felt himself at last absolutely free. In a desultory way he had read a good deal of philosophy, and he looked forward with delight to the leisure of the next few months. He began to read at haphazard. He entered upon each system with a little thrill of excitement, expecting to find in each some guide by which he could rule his conduct; he felt himself like a traveller in unknown countries and as he pushed forward the enterprise fascinated him; he read emotionally, as other men read pure literature, and his heart leaped as he discovered in noble words what himself had obscurely felt. His mind was concrete and moved with difficulty in regions of the abstract; but, even when he could not follow the reasoning, it gave him a curious pleasure to follow the tortuosities of thoughts that threaded their nimble way on the edge of the incomprehensible. Sometimes great philosophers seemed to have nothing to say to him, but at others he recognised a mind with which he felt himself at home. He

His answer to the nuclear dilemma was a perfect reflection of the best and the worst in him: mercilessly logical, completely counterintuitive, and so utterly rational that it bordered on the psychopathic. The thing about my husband that people don’t understand is that he truly saw life as a game, he regarded all human endeavors, no matter how deadly or serious, in that spirit. He once told me that, just as wild animals play when they are young in preparation for lethal circumstances arising later in their lives, mathematics may be, to a large extent, nothing but a strange and wonderful collection of games, an enterprise whose real purpose, beyond any one stated outright, is to slowly work changes in the individual and collective human psyche, as a way to prepare us for a future that nobody can imagine. The problem with those games, the many terrible games that spring forth from humanity’s unbridled imagination, is that when they are played in the real world—whose rules and true purpose are known only to God—we come face-to-face with dangers that we may not have the knowledge or the wisdom to overcome.

Ralph Waldo Emerson would later observe that “Souls are not saved in bundles.”16 Johnson fervently believed in each individual’s mysterious complexity and inherent dignity. He was, through it all, a moralist, in the best sense of that term. He believed that most problems are moral problems. “The happiness of society depends on virtue,” he would write. For him, like other humanists of that age, the essential human act is the act of making strenuous moral decisions. He, like other humanists, believed that literature could be a serious force for moral improvement. Literature gives not only new information but new experiences. It can broaden the range of awareness and be an occasion for evaluation. Literature can also instruct through pleasure. Today many writers see literature and art only in aesthetic terms, but Johnson saw them as moral enterprises. He hoped to be counted among those writers who give “ardor to virtue and confidence to truth.” He added, “It is always a writer’s duty to make the world better.” As Fussell puts it, “Johnson, then, conceives of writing as something very like a Christian sacrament, defined in the Anglican catechism as ‘an outward and visible sign of an inward and spiritual grace given to us.’ ” Johnson lived in a world of hack writers, but Johnson did not allow himself to write badly—even though he wrote quickly and for money. Instead, he pursued the ideal of absolute literary honesty. “The first step to greatness is to be honest” was one of Johnson’s maxims. He had a low but sympathetic view of human nature. It was said in Greek times that Demosthenes was not a great orator despite his stammer; he was a great orator because he stammered. The deficiency became an incentive to perfect the associated skill. The hero becomes strongest at his weakest point. Johnson was a great moralist because of his deficiencies. He came to understand that he would never defeat them. He came to understand that his story would not be the sort of virtue-conquers-vice story people like to tell. It would be, at best, a virtue-learns-to-live-with-vice story. He wrote that he did not seek cures for his failings, but palliatives. This awareness of permanent struggle made him sympathetic to others’ failings. He was a moralist, but a tenderhearted one.

This neo-liberal establishment would have us believe that, during its miracle years between the 1960s and the 1980s, Korea pursued a neo-liberal economic development strategy. The reality, however, was very different indeed. What Korea actually did during these decades was to nurture certain new industries, selected by the government in consultation with the private sector, through tariff protection, subsidies and other forms of government support (e.g., overseas marketing information services provided by the state export agency) until they 'grew up' enough to withstand international competition. The government owned all the banks, so it could direct the life blood of business-credit. Some big projects were undertaken directly by state-owned enterprises-the steel maker, POSCO, being the best example-although the country had a pragmatic, rather than ideological, attitude to the issue of state ownership. If private enterprises worked well, that was fine; if they did not invest in important areas, the government had no qualms about setting up state-owned enterprises (SOEs); and if some private enterprises were mismanaged, the government often took them over, restructured them, and usually (but not always) sold them off again.

(1) An absence of fear of the future or of veneration for the past. One who fears the future, who fears failure, limits his activities. Failure is only the opportunity more intelligently to begin again. There is no disgrace in honest failure; there is disgrace in fearing to fail. What is past is useful only as it suggests ways and means for progress. (2) A disregard of competition. Whoever does a thing best ought to be the one to do it. It is criminal to try to get business away from another man—criminal because one is then trying to lower for personal gain the condition of one's fellow-men, to rule by force instead of by intelligence. (3) The putting of service before profit. Without a profit, business cannot extend. There is nothing inherently wrong about making a profit. Well-conducted business enterprises cannot fail to return a profit but profit must and inevitably will come as a reward for good service. It cannot be the basis—it must be the result of service. (4) Manufacturing is not buying low and selling high. It is the process of buying materials fairly and, with the smallest possible addition of cost, transforming those materials into a consumable product and distributing it to the consumer. Gambling, speculating, and sharp dealing tend only to clog this progression.

Unchopping a Tree. Start with the leaves, the small twigs, and the nests that have been shaken, ripped, or broken off by the fall; these must be gathered and attached once again to their respective places. It is not arduous work, unless major limbs have been smashed or mutilated. If the fall was carefully and correctly planned, the chances of anything of the kind happening will have been reduced. Again, much depends upon the size, age, shape, and species of the tree. Still, you will be lucky if you can get through this stages without having to use machinery. Even in the best of circumstances it is a labor that will make you wish often that you had won the favor of the universe of ants, the empire of mice, or at least a local tribe of squirrels, and could enlist their labors and their talents. But no, they leave you to it. They have learned, with time. This is men's work. It goes without saying that if the tree was hollow in whole or in part, and contained old nests of bird or mammal or insect, or hoards of nuts or such structures as wasps or bees build for their survival, the contents will have to repaired where necessary, and reassembled, insofar as possible, in their original order, including the shells of nuts already opened. With spider's webs you must simply do the best you can. We do not have the spider's weaving equipment, nor any substitute for the leaf's living bond with its point of attachment and nourishment. It is even harder to simulate the latter when the leaves have once become dry — as they are bound to do, for this is not the labor of a moment. Also it hardly needs saying that this the time fro repairing any neighboring trees or bushes or other growth that might have been damaged by the fall. The same rules apply. Where neighboring trees were of the same species it is difficult not to waste time conveying a detached leaf back to the wrong tree. Practice, practice. Put your hope in that. Now the tackle must be put into place, or the scaffolding, depending on the surroundings and the dimension of the tree. It is ticklish work. Almost always it involves, in itself, further damage to the area, which will have to be corrected later. But, as you've heard, it can't be helped. And care now is likely to save you considerable trouble later. Be careful to grind nothing into the ground. At last the time comes for the erecting of the trunk. By now it will scarcely be necessary to remind you of the delicacy of this huge skeleton. Every motion of the tackle, every slightly upward heave of the trunk, the branches, their elaborately reassembled panoply of leaves (now dead) will draw from you an involuntary gasp. You will watch for a lead or a twig to be snapped off yet again. You will listen for the nuts to shift in the hollow limb and you will hear whether they are indeed falling into place or are spilling in disorder — in which case, or in the event of anything else of the kind — operations will have to cease, of course, while you correct the matter. The raising itself is no small enterprise, from the moment when the chains tighten around the old bandages until the boles hands vertical above the stump, splinter above splinter. How the final straightening of the splinters themselves can take place (the preliminary work is best done while the wood is still green and soft, but at times when the splinters are not badly twisted most of the straightening is left until now, when the torn ends are face to face with each other). When the splinters are perfectly complementary the appropriate fixative is applied. Again we have no duplicate of the original substance. Ours is extremely strong, but it is rigid. It is limited to surfaces, and there is no play in it. However the core is not the part of the trunk that conducted life from the roots up to the branches and back again. It was relatively inert. The fixative for this part is not the same as the one for the outer layers and the bark, and if either of these is involved

Conservative foreign policy is in the business of shaping habits of behavior, not winning hearts and minds. It announces red lines sparingly but enforces them unsparingly. It is willing to act decisively, or preventively, to punish or prevent blatant transgressions of order—not as a matter of justice but in the interests of deterrence. But it knows it cannot possibly punish or prevent every transgression. It champions its values consistently and confidently, but it doesn’t conflate its values and its interests. It wants to let citizens go about their business as freely and easily as possible. But it knows that security is a prerequisite for civil liberty, not a threat to it. Where it can use a finger, or a hand, to tilt the political scales of society toward liberal democracy, it will do so. But it won’t attempt to tilt the scales in places where the tilting demands all of its weight and strength and endurance. It does not waste its energy or time chasing diplomatic symbols: its ambitions do not revolve around a Nobel Peace Prize. It prefers liberal autocracy to illiberal democracy, because the former is likelier to evolve into democracy than the latter is to evolve into liberalism. It knows the value of hope, and knows also that economic growth based on enterprise and the freest possible movement of goods, services, capital, and labor is the best way of achieving it. And it is mindful of the claims of conscience, which is strengthened by faith.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

The men who projected and are pushing on this enterprise, with an executive ability that would maintain and manoeuvre an army in a campaign, are not, however, consciously philanthropists, moved by the charitable purpose of giving employment to men, or finding satisfaction in making two blades of grass grow where one grew before. They enjoy no doubt the sense of power in bringing things to pass, the feeling of leadership and the consequence derived from its recognition; but they embark in this enterprise in order that they may have the position and the luxury that increased wealth will bring, the object being, in most cases, simply material advantages—sumptuous houses, furnished with all the luxuries which are the signs of wealth, including, of course, libraries and pictures and statuary and curiosities, the most showy equipages and troops of servants; the object being that their wives shall dress magnificently, glitter in diamonds and velvets, and never need to put their feet to the ground; that they may command the best stalls in the church, the best pews in the theatre, the choicest rooms in the inn, and—a consideration that Plato does not mention, because his world was not our world—that they may impress and reduce to obsequious deference the hotel clerk. This life—for this enterprise and its objects are types of a considerable portion of life—is not without its ideal, its hero, its highest expression, its consummate flower. It is expressed in a word which I use without any sense of its personality, as the French use the word Barnum—for our crude young nation has

It was in her abode, in the janitorial quarters assigned her on the ground floor rear, that seemingly inoffensive Mrs. Shapiro set up a clandestine alcohol dispensary—not a speakeasy, but a bootleg joint, where the Irish and other shikkers of the vicinity could come and have their pint bottles filled up, at a price. And several times on weekends, when Ira was there, for he got along best with Jake, felt closest to him, because Jake was artistic, some beefy Irishman would come in, hand over his empty pint bottle for refilling, and after greenbacks were passed, and the transaction completed, receive as a goodwill offering a pony of spirits on the house. And once again those wry (rye? Out vile pun!), wry memories of lost opportunities: Jake’s drab kitchen where the two sat talking about art, about Jake’s favorite painters, interrupted by a knock on the door, opened by Mr. Shapiro, and the customer entered. With the fewest possible words, perhaps no more than salutations, purpose understood, negotiations carried out like a mime show, or a ballet: ecstatic pas de deux with Mr. McNally and Mr. Shapiro—until suspended by Mr. Shapiro’s disappearance with an empty bottle, leaving Mr. McNally to solo in anticipation of a “Druidy drunk,” terminated by Mr. Shapiro’s reappearance with a full pint of booze. Another pas de deux of payment? Got it whole hog—Mr. Shapiro was arrested for bootlegging several times, paid several fines, but somehow, by bribery and cunning, managed to survive in the enterprise, until he had amassed enough wealth to buy a fine place in Bensonhurst by the time “Prohibition” was repealed. A Yiddisher kupf, no doubt.

Mr. Sulu,” Jim said, “I can’t avoid the impression that you’re counting all the asteroids in this neighborhood.” “Not counting them as such, Captain. We’re building a recognition database, tagging the asteroids with nominal IDs, and noting their masses for future reference. If you know an asteroid’s mass within a couple of significant figures, you can very quickly calculate what kind of forces would need to be applied to it to make it move. Once Khiy and I get them all tagged, or all the ones in this area, we can get the ship’s computer to alert us when an enemy vessel is getting close enough for one of the asteroids to be a threat. Then either Bloodwing or Enterprise gives the necessary rock a pull with a tractor or a push with a pressor …” Jim grinned. In slower-than-light combat, the lightspeedor-faster weapons came into their own, as long as you kept away from the higher, near-relativistic impulse speeds. “You’re concentrating on the asteroids nearer to the processing facility, I see.” “Yes, sir—a sphere about a hundred thousand kilometers in diameter, including almost the entire breadth of the belt in this area. Any ship outside that diameter isn’t going to be a threat to us at subwarp speeds. If they want to engage with us, they’ve got to drop their speed and come inside the sphere.” “‘Come into my parlor, said the spider to the fly…’” Jim said. “Get on with it, Mr. Sulu. In a situation like this, every little bit helps. Are you going to be able to have this ready by the time the ‘flies’ arrive?” “We’ll do our best, Captain. There are some inconsistencies between the ways Bloodwing’s computer handles large amounts of data like this, and the way ours does. We’ve got to solve them on the fly.” And Sulu chuckled.

The mid-seventeenth-century conflict is usually presented as a war between king and Parliament, the latter representing the rising merchant and manufacturing classes. The final “glorious revolution” established the primacy of Parliament. And also registered victories for the rising bourgeoisie. One not inconsiderable achievement was to break the royal monopoly on the highly lucrative slave trade. The merchants were able to gain a large share of this enterprise, a substantial part of the basis for British prosperity. But there also were wild men in the wings—much of the general public. They were not silent. Their pamphlets and speakers favored universal education, guaranteed health care, and democratization of the law. They developed a kind of liberation theology, which, as one critic ominously observed, preached “seditious doctrine to the people” and aimed “to raise the rascal multitude … against all men of best quality in the kingdom, to draw them into associations and combinations with one another … against all lords, gentry, ministers, lawyers, rich and peaceable men.” Particularly frightening were the itinerant workers and preachers calling for freedom and democracy, the agitators stirring up the rascal multitude, and the authors and printers distributing pamphlets questioning authority and its mysteries. Elite opinion warned that the radical democrats had “cast all the mysteries and secrets of government … before the vulgar (like pearls before swine),” and have “made the people thereby so curious and so arrogant that they will never find humility enough to submit to a civil rule.” It is dangerous, another commentator ominously observed, to “have a people know their own strength”—to learn that power is “in the hands of the governed,” in Hume’s words.

I've asked a number of analytic metaphysicians whether they can distinguish their enterprise from naïve naïve naive auto-anthropology of their clan, and have not received any compelling answers. The alternative is sophisticated naïve anthropology (both auto- and hetero-)-- the anthropology that reserves judgment about whether any of the theorems produced by the exercise deserve to be trusted--and this is a feasible and frequently valuable project. I propose that this is the enterprise to which analytic metaphysicians should turn, since it requires rather minimal adjustments to their methods and only one major revision of their raison d'être : they must rollback their pretensions and acknowledge that their research is best seen as a preparatory reconnaissance of the terrain of the manifest image, suspending both belief and disbelief the way anthropologists do when studying an exotic culture: let's pretend for the nonce that the natives are right, and see what falls out. Since at least a large part of philosophy’s task, in my vision of the discipline, consists in negotiating the traffic back and forth between the manifest and scientific images, it is a good idea for philosophers to analyze what they are up against in the way of focus options before launching into their theory-building and theory-criticizing. One of the hallmarks of sophisticated naïve anthropology is its openness to counterintuitive discoveries. As long as you're doing naïve anthropology, counterintuitiveness (to the natives) counts against your reconstruction; when you shift gears and begin asking which aspects of the naïve “theory” are true, counterintuitiveness loses its force as an objection and even becomes, on occasion, a sign of significant progress. In science in general, counterintuitive results are prized, after all.

There is no reason at all for thinking that the average intelligent investor, even with much devoted effort, can derive better results over the years from the purchase of growth stocks than the investment companies specializing in this area. Surely these organizations have more brains and better research facilities at their disposal than you do. Consequently we should advise against the usual type of growth-stock commitment for the enterprising investor.* This is one in which the excellent prospects are fully recognized in the market and already reflected in a current price-earnings ratio of, say, higher than 20. (For the defensive investor we suggested an upper limit of purchase price at 25 times average earnings of the past seven years. The two criteria would be about equivalent in most cases.)† The striking thing about growth stocks as a class is their tendency toward wide swings in market price. This is true of the largest and longest-established companies—such as General Electric and International Business Machines—and even more so of newer and smaller successful companies. They illustrate our thesis that the main characteristic of the stock market since 1949 has been the injection of a highly speculative element into the shares of companies which have scored the most brilliant successes, and which themselves would be entitled to a high investment rating. (Their credit standing is of the best, and they pay the lowest interest rates on their borrowings.) The investment caliber of such a company may not change over a long span of years, but the risk characteristics of its stock will depend on what happens to it in the stock market. The more enthusiastic the public grows about it, and the faster its advance as compared with the actual growth in its earnings, the riskier a proposition it becomes.

Entrenched myth: Successful leaders in a turbulent world are bold, risk-seeking visionaries. Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid. Entrenched myth: Innovation distinguishes 10X companies in a fast-moving, uncertain, and chaotic world. Contrary finding: To our surprise, no. Yes, the 10X cases innovated, a lot. But the evidence does not support the premise that 10X companies will necessarily be more innovative than their less successful comparisons; and in some surprise cases, the 10X cases were less innovative. Innovation by itself turns out not to be the trump card we expected; more important is the ability to scale innovation, to blend creativity with discipline. Entrenched myth: A threat-filled world favors the speedy; you’re either the quick or the dead. Contrary finding: The idea that leading in a “fast world” always requires “fast decisions” and “fast action”—and that we should embrace an overall ethos of “Fast! Fast! Fast!”—is a good way to get killed. 10X leaders figure out when to go fast, and when not to. Entrenched myth: Radical change on the outside requires radical change on the inside. Contrary finding: The 10X cases changed less in reaction to their changing world than the comparison cases. Just because your environment is rocked by dramatic change does not mean that you should inflict radical change upon yourself. Entrenched myth: Great enterprises with 10X success have a lot more good luck. Contrary finding: The 10X companies did not generally have more luck than the comparisons. Both sets had luck—lots of luck, both good and bad—in comparable amounts. The critical question is not whether you’ll have luck, but what you do with the luck that you get.

Where else in dramatic literature is there such a treatment of the life-and-death cycle of people and political change? One needs to reach back to the chronicles of Shakespeare, back to the Greeks. Larry Kramer isn't Sophocles and he isn't Shakespeare; we don't have Sophocleses or Shakespeares, not these days, but we do have, on rare occasion, remarkable accomplishment, and Kramer's is remarkable, invaluable, and rare. How else to dramatise revolution accurately, truthfully, politically, than by showing it to be tragic as well as triumphant? And on the other hand, if the medical, biological, political, and familial failures of "Destiny" produce, by the play's end, despair again; if we are plunged back into night, it cannot be different from the night with which "Normal Heart" began, rife with despair and terror, and pregnant with an offstage potential for transformation, for hope. Failure awaits any political movement, even a spectacularly successful movement such as the one Larry Kramer helped to spark and organise. Political movements, liberation movements, revolutions, are as subject to time, decline, mortality, tragedy, as any human enterprise, or any human being. Death waits for every living thing, no matter how vital or brilliant its accomplishment; death waits for people and for their best and worst efforts as well.politics is a living thing, and living things die. The mistake is to imagine otherwise, to believe that progress doesn't generate as many new problems as it generates blessings, to imagine, foolishly, that the struggle can be won decisively, finally, definitively. No matter what any struggle accomplishes, time, life, death bring in their changes, and new oppressions are always forming from the ashes of the old. The fight for justice, for a better world, for civil rights or access to medicine, is a never-ending fight, at least as far as we have to see. the full blooded description of this truth, the recognition and dramatisation of a political cycle of birth, death, rebirth, defeat, renewal - this is true tragedy, in which absolute loss and devastation, Nothing is arrived at, and from this Nothing, something new is born.

It would be nice to help them avoid the typical discouragements. I’d tell them to hit pause, think long and hard about how they want to spend their time, and with whom they want to spend it for the next forty years. I’d tell men and women in their midtwenties not to settle for a job or a profession or even a career. Seek a calling. Even if you don’t know what that means, seek it. If you’re following your calling, the fatigue will be easier to bear, the disappointments will be fuel, the highs will be like nothing you’ve ever felt. I’d like to warn the best of them, the iconoclasts, the innovators, the rebels, that they will always have a bull’s-eye on their backs. The better they get, the bigger the bull’s-eye. It’s not one man’s opinion; it’s a law of nature. I’d like to remind them that America isn’t the entrepreneurial Shangri-La people think. Free enterprise always irritates the kinds of trolls who live to block, to thwart, to say no, sorry, no. And it’s always been this way. Entrepreneurs have always been outgunned, outnumbered. They’ve always fought uphill, and the hill has never been steeper. America is becoming less entrepreneurial, not more. A Harvard Business School study recently ranked all the countries of the world in terms of their entrepreneurial spirit. America ranked behind Peru. And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put it this way. The harder you work, the better your Tao. And since no one has ever adequately defined Tao, I now try to go regularly to mass. I would tell them: Have faith in yourself, but also have faith in faith. Not faith as others define it. Faith as you define it. Faith as faith defines itself in your heart.

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

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

Chapter 1, “Esoteric Antiquarianism,” situates Egyptian Oedipus in its most important literary contexts: Renaissance Egyptology, including philosophical and archeological traditions, and early modern scholarship on paganism and mythology. It argues that Kircher’s hieroglyphic studies are better understood as an antiquarian rather than philosophical enterprise, and it shows how much he shared with other seventeenth-century scholars who used symbolism and allegory to explain ancient imagery. The next two chapters chronicle the evolution of Kircher’s hieroglyphic studies, including his pioneering publications on Coptic. Chapter 2, “How to Get Ahead in the Republic of Letters,” treats the period from 1632 until 1637 and tells the story of young Kircher’s decisive encounter with the arch-antiquary Peiresc, which revolved around the study of Arabic and Coptic manuscripts. Chapter 3, “Oedipus in Rome,” continues the narrative until 1655, emphasizing the networks and institutions, especially in Rome, that were essential to Kircher’s enterprise. Using correspondence and archival documents, this pair of chapters reconstructs the social world in which Kircher’s studies were conceived, executed, and consumed, showing how he forged his career by establishing a reputation as an Oriental philologist. The next four chapters examine Egyptian Oedipus and Pamphilian Obelisk through a series of thematic case studies. Chapter 4, “Ancient Theology and the Antiquarian,” shows in detail how Kircher turned Renaissance occult philosophy, especially the doctrine of the prisca theologia, into a historical framework for explaining antiquities. Chapter 5, “The Discovery of Oriental Antiquity,” looks at his use of Oriental sources, focusing on Arabic texts related to Egypt and Hebrew kabbalistic literature. It provides an in-depth look at the modus operandi behind Kircher’s imposing edifice of erudition, which combined bogus and genuine learning. Chapter 6, “Erudition and Censorship,” draws on archival evidence to document how the pressures of ecclesiastical censorship shaped Kircher’s hieroglyphic studies. Readers curious about how Kircher actually produced his astonishing translations of hieroglyphic inscriptions will find a detailed discussion in chapter 7, “Symbolic Wisdom in an Age of Criticism,” which also examines his desperate effort to defend their reliability. This chapter brings into sharp focus the central irony of Kircher’s project: his unyielding antiquarian passion to explain hieroglyphic inscriptions and discover new historical sources led him to disregard the critical standards that defined erudite scholarship at its best. The book’s final chapter, “Oedipus at Large,” examines the reception of Kircher’s hieroglyphic studies through the eighteenth century in relation to changing ideas about the history of civilization.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. 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. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Get acquainted along with a fitness home business. If you attempt earnestly, you are able to get started a productive fitness business. Many variables need to be considered once you determine to begin a fitness enterprise. If you understand how to set up a fitness online business, it can be effortless. It is advisable to have expertise in the fitness market to become capable to begin a fitness organization. Folks from any walk of life can commence their very own fitness business. A fitness small business is some thing that people would encourage by becoming consumers on the company. If you strategy to begin a online business inside the fitness niches, you ought to read all about how you can commence a fitness small business. You could study from blogs and web-sites related to establishing such a company. You must in no way attempt to get started a organization with out 1st understanding all about it. It truly is not quick to start a organization in the fitness niches. We're normally extremely eager to obtain fit. It really is essential that we give enough time and believed to our fitness business. Individuals who fail to perform on their fitness by no means realize beneficial benefits. You in no way going to attain excellent levels of fitness without functioning on it. Diet program is a thing that people rarely consider fitness business about when having match. What you eat is also necessary relating to fitness. One factor you need to understand is that fitness under no circumstances comes rather simply. You don't constantly must go to the health club for becoming match. It's going to expense funds to setup your business within the fitness niche. You will need help in some aspects on the business enterprise. A fitness enterprise may be simple if you have the suitable assistance. If you do not have the education, consumers won't rely on you with their fitness needs. It really is very important which you have some training in fitness. Fitness is all about expertise and you require to possess the expertise for the online business. A fitness trainer would have no difficulty in starting his personal fitness business. You need to look and really feel fit in order to attract other many people as consumers. A fitness company will take up your time and your dollars to set it up appropriately. It's essential to take various aspects into account for instance the place for the home business. Women are extremely keen to lose weight, as they prefer to look appealing. It's the worry of obesity and the resulting ugliness that makes women and men go in to get a fitness system. Middle aged guys are frequently obese and must make an enormous work to regain fitness. You'll need to invest a whole lot of your time to have the ability to create a foothold in this niche. You could possibly not know it, nevertheless it is feasible to develop a lucrative enterprise in the fitness niche. The idea of fitness is spreading far and wide. People of every age group prefer fitness. Health is much more vital than wealth. It can be vital to acquire fit if you desire to get the perfect out of life. Establishing a online business that is certainly centered on fitness is usually a very good notion. The fitness market holds a great deal of promise for tough functioning business owners.

There is some feeling nowadays that reading is not as necessary as it once was. Radio and especially television have taken over many of the functions once served by print, just as photography has taken over functions once served by painting and other graphic arts. Admittedly, television serves some of these functions extremely well; the visual communication of news events, for example, has enormous impact. The ability of radio to give us information while we are engaged in doing other things—for instance, driving a car—is remarkable, and a great saving of time. But it may be seriously questioned whether the advent of modern communications media has much enhanced our understanding of the world in which we live. Perhaps we know more about the world than we used to, and insofar as knowledge is prerequisite to understanding, that is all to the good. But knowledge is not as much a prerequisite to understanding as is commonly supposed. We do not have to know everything about something in order to understand it; too many facts are often as much of an obstacle to understanding as too few. There is a sense in which we moderns are inundated with facts to the detriment of understanding. One of the reasons for this situation is that the very media we have mentioned are so designed as to make thinking seem unnecessary (though this is only an appearance). The packaging of intellectual positions and views is one of the most active enterprises of some of the best minds of our day. The viewer of television, the listener to radio, the reader of magazines, is presented with a whole complex of elements—all the way from ingenious rhetoric to carefully selected data and statistics—to make it easy for him to “make up his own mind” with the minimum of difficulty and effort. But the packaging is often done so effectively that the viewer, listener, or reader does not make up his own mind at all. Instead, he inserts a packaged opinion into his mind, somewhat like inserting a cassette into a cassette player. He then pushes a button and “plays back” the opinion whenever it seems appropriate to do so. He has performed acceptably without having had to think.

It’s not enough to think it’s a good idea. It’s not enough to talk about it. It’s not enough to get a few of your leaders to agree with you.

six approaches to be the most common: ​Rehosting (otherwise known as “lift-and-shift”) ​Replatforming (I sometimes call this “lift-tinker-and-shift”) ​Repurchasing (migrate to a different product/license, often SaaS) ​Refactoring (re-architect or re-imagine leveraging cloud-native capabilities) ​Retire (get rid of) ​Retain (do nothing, usually “revisit later”).

Getting to cloud effectively means you need to figure out DevOps, but DevOps is often a re-org, not adding or re-naming a team. The whole organization needs to be recruited and compensated with an aligned strategy and rewards to get the culture right.

The right culture also unlocks internal talent, because you don’t add innovation to a company—you get out of its way. An executive once told me “We can’t copy Netflix because we don’t have the people.” My response was “Where do you think they used to work? We hired them from you and got out of their way…

transformation is hard. But not quite as hard as you’d think.

As the private correspondence and public claims of the men leading this charge make clear, this new ideology was designed to defeat the state power its architects feared most—not the Soviet regime in Moscow, but Franklin D. Roosevelt’s New Deal administration in Washington. With ample funding from major corporations, prominent industrialists, and business lobbies such as the National Association of Manufacturers and the US Chamber of Commerce in the 1930s and 1940s, these new evangelists for free enterprise promoted a vision best characterized as “Christian libertarianism.

Theoretically, then, the motor of effective leadership consists in matching assistants' talents to tasks and in consistently expressing appreciation for their best efforts, thus encouraging them to be entrepreneurs contributing their talents to a shared enterprise. The major advantage of having a bevy of entrepreneurs working together is that each of them becomes committed to the success of the enterprise, and so not only applies all of his or her skills to the desired results, but also seeks to improve those skills by continuously learning on the job. Entrepreneurs will always outdo wage workers because entrepreneurs have their intelligence — their skill, their ability, their talent — engaged in the enterprise, while wage workers are merely punching the clock.

Premium Pricing Improves Commitment We never want our clients to be in situations where it is easy for them to decide to not take our advice. Any time someone hires an outside expert, the ultimate outcome he seeks is to move forward with confidence. What is the value of good advice not acted upon? Yes, it is our job to tell him what to do, but that is often the easy part. We are equally obliged to give him the strength to do it. We are not meeting our full obligations to our clients when we make recommendations that they find easy to ignore. The price we charge for such guidance should be enough that our clients feel compelled to act, lest they experience a profound sense of wasted resources. There must be the appropriate amount of pain associated with our pricing. This implies the need for our pricing to change as the size of the client changes. Larger organizations need to pay more to ensure their commitment. Larger Clients Get Greater Value Another reason larger clients must pay more is they derive greater financial value from similar work we would do for smaller organizations. To charge John Doe Chevrolet what we would charge General Motors for the same work would be irresponsible of us. The larger client pays more to ensure his commitment to solving his problem and to ensure his commitment to working with us – and he pays more because we are delivering a service that has a greater dollar value to him. Reinvesting in Ourselves Of all the investment opportunities we will face in our lives, few will yield returns greater than those opportunities to invest in ourselves. Price premiums give us the profit to reinvest in our people, our enterprise and ourselves. The corporations that we most admire are the ones that invest in research and development. We must follow their path. While others get by on slim margins, winning on price, we will use some of our greater profit margins to better ourselves and put greater distance between our competition and us. Better Margins Equal Better Firms and Better Clients On these many levels, charging more improves our ability to help our clients and increases the likelihood that we will deliver high-quality outcomes. It allows us to select the best clients – those that we are most able to help. Like leaning into the discomfort of money conversations, charging more might not come naturally or seem easy, but it is better for everyone, including the client, and so this too we shall learn to do with confidence.

Gud Mould Industry Co., Ltd. is a professional manufacturer of plastic injection moulds and die-casting moulds. Founded in 2007, Gud Mould Industry Co., Ltd. covers an area of 7000 square meters and has more than 100 experienced staffs, of which more than 30 with years of experience in plastic engineering and die-casting. To meet customers' higher requirements for product quality and greater demand for mould production, we constantly introduce advanced equipment, technology and talents at home and abroad to enhance our production means and technical support, constantly expand processing area to increase our production capacity. At present, Gud Mould has a large number of international advanced CNC machining centers, EDM, WEDM, milling machines, tool grinders and other precision die and mould processing equipment; imported spectrometers, metallographic analyzers, water capacity detectors, coordinate detectors, gauges and other international advanced detection equipment and instruments. Gud Mould's die design and production all realize computerization, apply International advanced AutoCAD, Pro/E, UG, Cimatron, MASTERCAM, etc. File of IGS, DXF, STP, PORASLD and so on are acceptable here. After receiving drawings and data from customers, engineers of Gud Mould design and program first. Manufacture, produce and inspect them strictly according to the drawings of mould engineering. All manufacturing processes realize digitalization of drawings, so as to ensure stability of high precision and high quality of dies. All materials of die are made of high quality steel and precision standard die base, which ensures service performance and life of die. In line with principle of customer first, we provide the best quality, delivery date, quality service and reasonable price, absolutely guarantee interests of customers, and provide confidentiality commitment to all technical information of customers. Gud Mould Industry Co., Ltd. has always adhered to business philosophy of "people-oriented, quality first", and has been making progress and developing steadily. Although Gud Mould is medium-sized, it has been recognized by well-known domestic enterprises such as Chang'an, Changfei, Hafei, Lifan, Ford in China, and has established a good reputation among domestic customers. In 2018, we set up overseas department, which mainly develops overseas markets. We sincerely welcome you to visit our company and expand your business!

believe that this is simpler than it sounds. It is about identifying the obstacles in our way and taking today’s best-practice ideas—those found in the Agile Manifesto and in books like Lean Startup, Lean Software Development, Lean Enterprise, The DevOps Handbook, and others on today’s management bookshelves—and applying them to IT leadership.

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

To survive in the current business environment, you have to be able to take advantage of evolving technology trends, and the one thing that’s been constant the last 10 years—and I believe will continue to be constant the next 20 or 30 years—is that technology is going to continue to change at a rapid pace.

You get the culture you pay for.” As we work on technology migration with enterprises, it’s usually people and processes that are the blockers, not technology problems.

I think Alfred Edmond from Black Enterprise said it best. He suggests you ask yourself, “Am I using money to buy things or accomplish things?” Buying things refers to purchases like a new car or a plasma television. Accomplishing things means spending money on opportunities that move you forward—like homeownership or an education.