Evolve Business Quotes

As markets change and the broader economy evolves, new opportunities for businesses to add value emerge. And new possibilities for new kinds of businesses also emerge.

As society evolves, business models evolve.

A good business adapts it’s strategy and approach as the economy continuously evolves.

Humans evolve with time and so do their needs.

Only when we accept that there is always someone who can do what we are doing, we will learn to evolve.

For the growth of a business, we have to evolve whenever the time, environment and people around us change.

The economy is always changing. So your business should always be changing. Managing a business includes adapting to change, evolving with change and sometimes pioneering those changes and evolutions.

The business landscape is a constantly evolving ecosystem. Changes in the macro environment, such as technological disruptions or changing consumer preferences, can rapidly alter the competitive landscape. A high-performing board needs to be adept at strategic foresight.

It is not true that "love is not love which alters when it alteration finds." Love alters all the time; it is fluid, in perceptual flux, an evolving business across a lifetime.

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

You don’t know anyone at the party, so you don’t want to go. You don’t like cottage cheese, so you haven’t eaten it in years. This is your choice, of course, but don’t kid yourself: it’s also the flinch. Your personality is not set in stone. You may think a morning coffee is the most enjoyable thing in the world, but it’s really just a habit. Thirty days without it, and you would be fine. You think you have a soul mate, but in fact you could have had any number of spouses. You would have evolved differently, but been just as happy. You can change what you want about yourself at any time. You see yourself as someone who can’t write or play an instrument, who gives in to temptation or makes bad decisions, but that’s really not you. It’s not ingrained. It’s not your personality. Your personality is something else, something deeper than just preferences, and these details on the surface, you can change anytime you like. If it is useful to do so, you must abandon your identity and start again. Sometimes, it’s the only way. Set fire to your old self. It’s not needed here. It’s too busy shopping, gossiping about others, and watching days go by and asking why you haven’t gotten as far as you’d like. This old self will die and be forgotten by all but family, and replaced by someone who makes a difference. Your new self is not like that. Your new self is the Great Chicago Fire—overwhelming, overpowering, and destroying everything that isn’t necessary.

Don’t Seek Happiness - Happiness is like an orgasm: if you think about it too much, it goes away. Keep busy and aim to make someone else happy, and you might find you get some as a side effect. We didn’t evolve to be constantly content. Contented Australopithecus Afarensis got eaten before passing on their genes.

In today's constantly evolving economy, business models cannot be static. The business model of each business must be consistently changing and evolving in order to stay relevant and to succeed.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

Understanding your evolving customer is as vital as understanding your product.

Love is never static, but always evolving. Love is simultaneously random and ordered, so intangible and yet a part of everything, and when we attempt to limit it or categorize it, we get into trouble.

In today's volatile business landscape, characterized by rapid technological advancements, geopolitical uncertainties, and evolving regulatory frameworks, companies must adopt a proactive and holistic approach to risk management and cybersecurity.

As society evolves, the possibility for new business models emerge.

Everything in our world is constantly evolving - except our organizations, strategies, and governance structures

Financial acumen is not a static skill; it requires continuous learning and development. As the business landscape evolves, so too do the financial challenges and opportunities facing companies.

The way to stay in business is to keep solving problems and providing solutions to a considerable amount of people at the highest price point possible. And society is always evolving, so we should always keep looking out for new problems to solve and new kinds of solutions to provide and new ways to add value.

As the business landscape continues to evolve, so too must the role of the board or the ways in which the board adds value.

The business landscape is constantly evolving, and board members must commit to continuous learning to stay ahead of the curve.

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

It’s all up to us. WE ARE THE GODS, the evolving Gods. Our life is our own. We have complete responsibility and accountability for ourselves. It’s no one else’s business. We create our own heavens and hells. We save ourselves; we are our own salvation. We are autonomous, independent, free agents. Our mission is simple: to convert all of our potential into actuality and thus become Gods.

Our approach to consulting is to be more like educators. For us, it's not only about selling the transfer of knowledge... It's also about teaching and equipping businesses to utilize resources and evolve into the better version of themselves so that they can add more value in the world. Our goal is to help businesses to be more capable of adding value.

Leaders should embrace change and adaptation, ensuring that processes and systems evolve to meet the changing needs of the business environment.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Jobs liked to tell the story- and he did so to his team that day- about how everything that he had done correctly had required a moment when he hit the rewind button. In each case he had to rework something that he discovered was not perfect. He talked about doing it on Toy Story, when the character of Woody had evolved into being a jerk, and on a couple of occasions with the original Macintosh. " If something isn't right, you can't just ignore it and say you'll fix it later," he said. " That's what other companies do.

Like the weather or bonds between lovers, transformations can never be predicted. All energy transmutes one day or another, in one way or another. Either in its form or composition, or in its position or disposition.

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

No living creature can evolve and survive in the real world by processing information in an objective, measured and proportionate manner.

True leaders admit their mistakes, learn from their mistakes, and evolve so that the same mistakes are not repeated.

What's very dangerous is not to evolve

Cyber domains are particularly complex. Here, threat actors are unidentifiable and technology and disinformation evolve at warp speed.

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

As the economy evolves and new technologies emerge that change the way value is exchanged, the kinds of things that we call assets also evolve and change. Assets in 2022 encompass a much broader scope of things than assets in 1922. And assets in 2050 will include new things that maybe don't even exist today or old things that have new roles. The definition of an assets doesn't change, but the kinds of things that are assets changes as society changes.

In business, you gotta provide value. That's an essential of business. Technologies evolve and sometimes new technologies enter the mix - new apps, new platforms, new patterns of consumption, new ways to produce.... The ways value is produced and consumed is endlessly changing. But the necessity for businesses to produce value and the fact that what people actually buy is value; that never changes.

It was hard to imagine him in love. I knew that he and my mother must have once felt passion, since that was what love entailed, but I was grateful that over time the madness had evolved into something more like friendship or a business partnership, something I myself could be an integral part of. Even seeing my father recollect passion was disconcerting.

Just as nature evolves through experimentation and iteration, businesses must embrace experimentation and learning from failure to drive progress.

Improving efficiency is a key to business evolution. For the business to evolve, the business will need to improve efficiencies, among other things.

Supply chains have evolved into value webs. The emphasis is no longer only on supply and the perspective is no longer linear. Instead, emphasis is spread out among various interconnected parts and the perspective is holistic. In order to adapt, we have to ask ourselves more meaningful questions about everything.

You don’t know anyone at the party, so you don’t want to go. You don’t like cottage cheese, so you haven’t eaten it in years. This is your choice, of course, but don’t kid yourself: it’s also the flinch. Your personality is not set in stone. You may think a morning coffee is the most enjoyable thing in the world, but it’s really just a habit. Thirty days without it, and you would be fine. You think you have a soul mate, but in fact you could have had any number of spouses. You would have evolved differently, but been just as happy. You can change what you want about yourself at any time. You see yourself as someone who can’t write or play an instrument, who gives in to temptation or makes bad decisions, but that’s really not you. It’s not ingrained. It’s not your personality. You personality is something else, something deeper than just preferences, and these details on the surface, you can change anytime you like. If it is useful to do so, you must abandon your identity and start again. Sometimes, it’s the only way. Set fire to your old self. It’s not needed here. It’s too busy shopping, gossiping about others, and watching days go by and asking why you haven’t gotten as far as you’d like. This old self will die and be forgotten by all but family, and replaced by someone who makes a difference. Your new self is not like that. Your new self is the Great Chicago Fire—overwhelming, overpowering, and destroying everything that isn’t necessary.

There's always problems to be solved. As long as the economy is changing and evolving - which it has always been doing, is doing, and will always do - as long as that process is happening - the process of continual change, there will be problems that need solving. And therefore, there will be business opportunities.

Here’s Gall’s Law : all complex systems that work evolved from simpler systems that worked. Complex systems are full of variables and Interdependencies (discussed later) that must be arranged just right in order to function. Complex systems designed from scratch will never work in the real world, since they haven’t been subject to environmental selection forces while being designed.

1. “First make it work.” You are out of business if it doesn’t work. 2. “Then make it right.” Refactor the code so that you and others can understand it and evolve it as needs change or are better understood. 3. “Then make it fast.” Refactor the code for “needed” performance.

I will never cut it as a Quaker - I cannot find it in me to renounce all violence, not with two daughters under my protection - but I do love their silent hour, which in my case invariably evolved into a self-scouring meditation on the idea that the busy life is not the full life.

As it becomes easier to monitor informal consumer networks, the winners will be companies that figure out what’s working fastest – and do it more (and figure out what’s not working – and kill it). Zara, a fast-growing retailer in Europe, changes its clothing line every three or four weeks. By carefully watching what’s working and what’s not, they can evolve their lineup far faster than the competition can ever hope to.

In some businesses there’s a real stigma around staying home when you’re sick, like it means you’re weak or unmotivated. (I have to admit early in my career I saw it that way, but I have evolved.) Coming in when you’re sick doesn’t show dedication, it’s selfish. And kind of gross. And not fun for your coworkers or for you. That

Consumer culture promises us that we can buy our way out of pain—that the reason we’re sad and angry is not that being human hurts; it’s because we don’t have those countertops, her thighs, these jeans. This is a clever way to run an economy, but it is no way to run a life. Consuming keeps us distracted, busy, and numb. Numbness keeps us from becoming. This is why every great spiritual teacher tells us the same story about humanity and pain: Don’t avoid it. You need it to evolve, to become. And you are here to become.

Digital speed is faster than anything in traditional businesses. Without a digital presence, it’s easy to be lost in the ocean of a fast-moving strategy

Success in branding will come when you position your business with the correct marketing and press execution, build authority, and produce results amid an ever-evolving landscape.

The world is an ambitious business. It continuously expands and evolves. But people are lazy and God is far too lovely to do something about it.

Stay open to the possibility that a relationship may evolve over time. Have Patience.

To evolve you must dissolve and to dissolve you must evolve. They happen instantaneously. On which will you place your focus and energy?

The business world is littered with the fossils of companies that failed to evolve. Disrupt or be disrupted. There is no middle ground.

They kept evolving, moving, refining their art. That’s what I’ve always tried to do—keep moving. Otherwise, as Dylan says, if you’re not busy being born, you’re busy dying.

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

The only things that evolve by themselves in an organization are disorder, friction and malperformance.

Jesus remains. He is worth it all. He is under the steeples and in the wilderness. He is in the megachurch and in the spiritual conversation at the bar. He inhabits our certainty and also our doubt. He is every good thing that ever was or will be, and He is still in the business of saving our lives. Really, that’s the thing. It is our hope and salvation, and everything else is just details.

While change can be tortuous, disruptions are powerful instruments to drive transformative outcomes. By understanding and leveraging the metaruptions at play, we can use their power for new beginnings. Metaruptions are constantly evolving. The signals provide feedback loops that help appreciate how dynamic futures may take shape. However, we need to pay careful attention to compounding forces, which could spill over into irreversible tipping points. To comprehend disruption, we need to decipher its fundamental drivers, forces, and influences. Identifying these drivers, and their synthesis as metaruptions, can inform decision-making.

Many organizations and militaries use VUCA as an acronym to describe the disruptive state of the world, given its Volatility, Uncertainty, Complexity, and Ambiguity. UN-VICE is an updated way of capturing the state and velocity of the world, with our acronym for UNknown, Volatile, Intersecting, Complex, and Exponential: - UNknown: Recognizing that you can’t know anything perfectly, and that many of our decisions are based on assumptions. Increased uncertainty lowers the value of ad-vice and requires increased self-reliance. - Volatile: Our world, and change itself, is evolving faster than ever before. Volatility is not inherently good or bad; it is simply impactful. In volatility we see shifting speed, texture, and magnitude of the changing environment. - Intersecting: The broader our filters, the more we realize that what we observe overlaps with other things. Boundaries are disappearing, connecting new areas through combinations. - Complex: These more-than-complicated systems have unreliable input-output relationships and cannot be summarized or modeled without losing their essence. Unpredictable situations with unknown unknowns. - Exponential: A nonlinear type of change that increases in its growth rate. To an observer, this change may happen gradually, then suddenly. Rapid acceleration of seemingly-small shifts.

Maybe we should be looking at how we live, and how our minds weren’t made for the lives we lead. Human brains – in terms of cognition and emotion and consciousness – are essentially the same as they were at the time of Shakespeare or Jesus or Cleopatra or the Stone Age. They are not evolving with the pace of change. Neolithic humans never had to face emails or breaking news or pop-up ads or Iggy Azalea videos or a self-service checkout at a strip-lit Tesco Metro on a busy Saturday night. Maybe instead of worrying about upgrading technology and slowly allowing ourselves to be cyborgs we should have a little peek at how we could upgrade our ability to cope with all this change.

But Ashla is a perversion,” he went on, “for the dark has always preceded the light. The original idea was to capture the power of the Force and make it subservient to the will of sentient life. The ancients—the Celestials, the Rakata—didn’t pronounce judgment on their works. They moved planets, organized star systems, conjured dark side devices like the Star Forge as they saw fit. If millions died in the process, so be it. The lives of most beings are of small consequence. The Jedi have failed to understand this. They are so busy saving lives and striving to keep the powers of the Force in balance that they have lost sight of the fact that sentient life is meant to evolve, not simply languish in contented stasis.

Business can be a wonderful vehicle for both personal and organizational learning and growth. I have experienced many more awakenings as Whole Foods has grown and evolved over the past three decades. We will share some of these throughout the book. Most importantly, I have learned that life is short and that we are simply passing through here. We cannot stay. It is therefore essential that we find guides whom we can trust and who can help us discover and realize our higher purposes in life before it is too late. In my early twenties, I made what has proven to have been a wise decision: a lifelong commitment to follow my heart wherever it led me—which has been on a wonderful journey of adventure, purpose, creativity, growth, and love. I have come to understand that it is possible to live in this world with an open, loving heart. I have learned that we can channel our deepest creative impulses in loving ways toward fulfilling our higher purposes, and help evolve the world to a better place.

Be merciful. If it is a mess, let it be a mess. If it feels like you can't do this today, stay put and explore that feeling. Let your mindfulness co-opt everything in your experience. Unless you are in significant emotional or physical pain, stay put with no-matter-whatness. Keep realiging with the intentions of your practice: kindness, diligence, presence, attention, relaxation. Be a work in progress while holding this blueprint. The feeling of its being difficult is actually the sensation of your life evolving. Embrace it.

Sad business, being a Negro man, always underpaid, their eyes don’t look like our eyes, bloodshot, brown, liquid in them about to quiver out. Read somewhere some anthropologist thinks Negroes instead of being more primitive are the latest thing to evolve, the newest man.

The lesson here is that you cannot hate marketing if you’re in business! It’s 100% a mentality issue. You may have the best product in a specific niche, but you can’t be successful until you accept that your business is marketing and the product is just the thing you sell.

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

There is a parallel in the behaviour of bees, which do not make the most of the system they have evolved to collect nectar and pollen. Although they have an efficient way of communicating about the direction of reliable food sources, the waggle dance, a significant proportion of the hive seems to ignore it altogether and journeys off at random. In the short term, the hive would be better off if all bees slavishly followed the waggle dance, and for a time this random behaviour baffled scientists, who wondered why 20 million years of bee evolution had not enforced a greater level of behavioural compliance. However, what they discovered was fascinating: without these rogue bees, the hive would get stuck in what complexity theorists call ‘a local maximum’; they would be so efficient at collecting food from known sources that, once these existing sources of food dried up, they wouldn’t know where to go next and the hive would starve to death. So the rogue bees are, in a sense, the hive’s research and development function, and their inefficiency pays off handsomely when they discover a fresh source of food. It is precisely because they do not concentrate exclusively on short-term efficiency that bees have survived so many million years.

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

There’s no way to do business in the Third World without enriching government leaders,’ said Calil. He explained how the practice of greasing the palms of African potentates evolved: ‘You used to give a dictator a suitcase of dollars; now you give a tip on your stock shares, or buy a housing estate from his uncle or mother for ten times its worth.

Darwin's Theory Survival of the Fittest, also applies into Business. Companies which consistently innovate, keep itself updated with customer's needs, market trends, check out their competition and accordingly make the strategy to evolve and keep them ahead of competition are the ones which are best suited for survival in Business Environment Evolution

wrote in his autobiography that he’d left GSS because “we were no longer in the videogame business,” and because he felt that the OASIS had evolved into something horrible. “It had become a self-imposed prison for humanity,” he wrote. “A pleasant place for the world to hide from its problems while human civilization slowly collapses, primarily due to neglect.

It seems that human nature is such that we balk at changing until things get really bad and we’re so uncomfortable that we can no longer go on with business as usual. This is as true for an individual as it is for a society. [...] My message is: Why wait? We can learn and change in a state of pain and suffering, or we can evolve in a state of joy and inspiration.

Here’s the truth: You won’t find your voice over time. I don’t believe that writers arrive at this strange destination called “their voice.” I think a strong voice evolves over time. But none of that happens without writing. You’re not writing for writing’s sake. You’re writing to exercise your critical thinking skills. When you do that often enough, great writing will start to flow.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

1. Your Business Is Not Unique 2. You Are in the Business of Marketing 3. Be Brand Centric, Not Product Centric 4. You Must Control the Order Process 5. Don’t Compete on Price 6. Don’t Be Walmart. Niche down. 7. There’s No Such Thing as Free Traffic 8. Business Costs Money 9. If You Aren’t Mobile, You’re Out 10. The One Who Can Spend the Most to Acquire a Customer Wins 11. Sell in Multiple Channels 12. There Are Only Three Ways to Grow a Business

The more your dreams evolve into reality, the closer you get to Destiny, the greater target you become for the negative opinions of others. People who don’t even know you may form impressions about who they think you are and what you do. They will critique whether you’re qualified, intelligent, attractive, competent, sophisticated, or savvy enough for whatever you’re doing. They’ll always conclude that you’re not enough and you have no business going after Destiny. You can’t please a hater.

The Future of Lead Generation CallTrack.AI stands at the forefront of a new era in lead generation. By harnessing the capabilities of AI, businesses can not only improve their lead generation processes but also revolutionize the way they interact with prospects. The result is a more efficient, personalized, and successful approach to converting leads into loyal customers. As AI continues to evolve, CallTrack.AI remains a pivotal tool for businesses looking to thrive in the digital marketplace. Read more at CallTrack.Ai

Let’s step back. Every year between 1950 and 2000, Americans increased their productivity about 1 to 4 percent.1 Since 2005, however, this growth has slowed in advanced economies, with a productivity decrease recorded in the United States in 2016.2 Maybe our rapidly evolving technology that promises us near-limitless options to keep us busy is not, in fact, making us more productive? One possible explanation for our productivity slowdown is that we’re paralyzed by information overload. As Daniel Levitin writes in The Organized Mind, information overload is worse for our focus than exhaustion or smoking marijuana.3 It stands to reason, then, that to be more productive we need a way to stem the tide of digital distractions. Enter the Bullet Journal, an analog solution that provides the offline space needed to process, to think, and to focus. When you open your notebook, you automatically unplug. It momentarily pauses the influx of information so your mind can catch up. Things become less of a blur, and you can finally examine your life with greater clarity.

When I have negative automatic thoughts, I use a two-step process to achieve a calmer, more rational state of mind and make better business decisions. First, I acknowledge the negativity as my natural, self-critical psychology kicking in. Then I challenge the validity of that perspective because, millions of years ago, our human psyche was programmed to default to anxiety and fear as a survival mechanism. We’ve been slow to evolve. Automatic negative thoughts are a knee-jerk mental reaction to a situation that almost always can be reframed in a positive light.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

Charles Darwin formulated his idea 50 years before genes, 100 before the double helix, and 150 before the human genome was read. But they all say the same thing. Life is a chemical reaction. Life is derived from what came before. Life is imperfect copying. Life is the accumulation and refinement of information embedded in DNA. Natural selection explains how, once it had started, life evolved on Earth. We busy ourselves refining the theory, and working out the details with a scrutiny and precision that has been enabled and invigorated by reading genome after genome, and crunching those numbers until comprehensible patterns emerge. We are the data.

The larger and more complex a company becomes, the more important it is for senior managers to train employees at every level, acting autonomously, to make prioritization decisions that are consistent with the strategic direction and the business model of the company. That is why successful senior executives spend so much time articulating clear, consistent values that are broadly understood throughout the organization. Over time, a company’s values must evolve to conform to its cost structure or its income statement, because if the company is to survive, employees must prioritize those things that help the company to make money in the way that it is structured to make money.

Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.” It would be funny if it weren’t true. And when we see that British law has evolved a legal no-win situation very close to this one, a pattern begins to emerge.

Two courses were open to us. We might have done nothing. That would have been utter ruin. Instead, we met the situation with proposals to private business and to the Congress of the most gigantic program of economic defense and counterattack ever evolved in the history of the Republic. We put that program in action. Our measures have repelled these attacks of fear and panic. . . . We have used the credit of the Government to aid and protect our institutions, both public and private. We have provided methods and assurances that none suffer from hunger or cold amongst our people. We have instituted measures to assist our farmers and our homeowners. We have created vast agencies for employment.

The coffee served in the coffeehouses wasn’t necessarily very good coffee. Because of the way coffee was taxed in Britain (by the gallon), the practice was to brew it in large batches, store it cold in barrels, and reheat it a little at a time for serving. So coffee’s appeal in Britain had less to do with being a quality beverage than with being a social lubricant. People went to coffeehouses to meet people of shared interests, gossip, read the latest journals and newspapers—a brand-new word and concept in the 1660s—and exchange information of value to their lives and business. Some took to using coffeehouses as their offices—as, most famously, at Lloyd’s Coffee House on Lombard Street, which gradually evolved into Lloyd’s insurance market.

From the moneyless economics of the classical school there evolved modern, orthodox macroeconomics: the science of monetary society taught in universities and deployed by central banks. From the practitioners’ economics of Bagehot, meanwhile, there evolved the academic discipline of finance—the tools of the trade taught in business schools, used by bankers and bond traders. One was an intellectual framework for understanding the economy without money, banks, and finance. The other was a framework for understanding money, banks, and finance, without the rest of the economy. The result of this intellectual apartheid was that when in 2008 a crisis in the financial sector caused the biggest macroeconomic crash in history, and when the economy failed to recover afterwards because the banking sector was broken, neither modern macroeconomics nor modern finance could make head nor tail of it.

Man, proud man, stands there in the twentieth century, complacently believing that the race has 'advanced' in the course of a thousand miserable years, and busy blowing his brothers to bits. When will they learn that it takes million years for a bird to modify a single one of its primary feathers? There he stands, the crashing lubber, pretending that everything is different because he has made an internal combustion engine. There he stands, ever since Darwin, because he has heard that there is such thing as evolution. Quite regardless of the fact that evolution happens in million-year cycles, he thinks he has evolved since the Middle Ages. Perhaps the combustion engine has evolved, but not he. Look at him sniggering at his own progenitors, let alone the others types of mammal [...]. The sheer, shattering sauce of it! And making God in his own image! Believe me, the so-called primitive races who worshipped animals as gods were not so daft as people choose to pretend. At least they were humble.

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By the middle of the 17th century in Japan the concept of focus had evolved to a high level of sophistication and had taken on the psychological overtones that we will examine later in this chapter. In his classic on strategy, A Book of Five Rings (1645), the samurai who is best known in the West, Miyamoto Musashi, removed the concept from the physical world entirely by designating the spirit of the opponent as the focus: Do not even consider risking a decision by cold steel until you have defeated the enemy’s will to fight.59 This is a revealing statement by a man reported to have won some sixty bouts, virtually all of which ended in the death of his opponent (not surprising, when you consider that the samurai long sword, the tachi, was a four foot blade of steel, sharp as a modern razor, and strong enough to chop cleanly through a water pipe.) Once you accept Musashi’s dictum as a strategic principle, then you might ask how to carry it out, how to actually defeat the opponent’s spirit. Musashi was no mystic, and he grounded all his methods in real actions his students could take. We will encounter him and his techniques many times in this book. The ability to rapidly shift the focus of one’s efforts is a key element in how a smaller force defeats a larger, since it enables the smaller force to create and exploit opportunities before the larger force can marshal reinforcements.

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

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