Famous Corporate Quotes

As I've already mentioned, 1984 and I were getting on famously. A no-frills setup, run without sentiment, snobbery or cultural favouritism, Airstrip One seemed like my kind of town. (I saw myself as an idealistic young corporal in the Thought Police.)

The cult of self dominates our cultural landscape. This cult has within it the classic traits of psychopaths: superficial charm, grandiosity, and self-importance; a need for constant stimulation, a penchant for lying, deception, and manipulation, and the inability to feel remorse or guilt. This is, of course, the ethic promoted by corporations. It is the ethic of unfettered capitalism. It is the misguided belief that personal style and personal advancement, mistaken for individualism, are the same as democratic equality. In fact, personal style, defined by the commodities we buy or consume, has become a compensation for our loss of democratic equality. We have a right, in the cult of the self, to get whatever we desire. We can do anything, even belittle and destroy those around us, including our friends, to make money, to be happy, and to become famous. Once fame and wealth are achieved, they become their own justification, their own morality. How one gets there is irrelevant. Once you get there, those questions are no longer asked.

Imagine two astronauts go to the moon, and while they’re there, there’s an accident and their ship can’t take them back to Earth. They have only enough oxygen for two days. There is no hope of someone coming from Earth in time to rescue them. They have only two days to live. If you were to ask them at that moment, “What is your deepest wish?” they would answer, “To be back home walking on our beautiful planet Earth.” That would be enough for them; they wouldn’t want anything else. They wouldn’t think of being the head of a large corporation, a famous celebrity, or the president of the United States. They wouldn’t want anything but to be back here—walking on Earth, enjoying every step, listening to the sounds of nature, or holding the hand of their beloved while contemplating the moon at night. We should live every day like people who have just been rescued from dying on the moon. We are on Earth now, and we need to enjoy walking on this precious, beautiful planet. Zen Master Linji said, “The miracle is not to walk on water or fire. The miracle is to walk on the earth.” I cherish that teaching. I enjoy just walking, even in busy places like airports and railway stations. Walking like that, with each step caressing our Mother Earth, we can inspire other people to do the same. We can enjoy every minute of our lives.

In particular, the virtues and ambitions called forth by war are unlikely to find expression in liberal democracies. There will be plenty of metaphorical wars—corporate lawyers specializing in hostile takeovers who will think of themselves as sharks or gunslingers, and bond traders who imagine, as in Tom Wolfe’s novel The Bonfire of the Vanities, that they are “masters of the universe.” (They will believe this, however, only in bull markets.) But as they sink into the soft leather of their BMWs, they will know somewhere in the back of their minds that there have been real gunslingers and masters in the world, who would feel contempt for the petty virtues required to become rich or famous in modern America. How long megalothymia will be satisfied with metaphorical wars and symbolic victories is an open question. One suspects that some people will not be satisfied until they prove themselves by that very act that constituted their humanness at the beginning of history: they will want to risk their lives in a violent battle, and thereby prove beyond any shadow of a doubt to themselves and to their fellows that they are free. They will deliberately seek discomfort and sacrifice, because the pain will be the only way they have of proving definitively that they can think well of themselves, that they remain human beings.

As Bruce Lee famously said, “Under duress, we do not rise to our expectations, but fall to our level of training.” Hundreds of years of living in a context designed by pillagers of the land and captors of people—without sufficient intervention—naturally establishes the curriculum of the training to which we fall. Our methodologies are forged within the default mindset of colonization, capitalism-as-religion, corporation-as-demigod, domination over people and planet, winner take all, rape and plunder as spoils of victory, human and natural resources taken as objects of subjugation to the land-owning, resource-controlling, very, very privileged few.

Trump’s political career would have been impossible without the degradation of the whole idea of the public sphere, which has been unfolding over decades. It could never have happened without the idea that “government is not the solution, it is the problem,” as Ronald Reagan famously put it. And it could never have happened had that message not been followed up with decades of deregulation that essentially legalized bribery, with outrageous sums of corporate money flowing into politics.

It was getting harder, however. American magazines still looked shiny and lively, but by the early 1960s, writers like Flora were sensing trouble. With television's exploding popularity, more and more people were staring at screens instead of turning pages. Big corporations like car manufacturers were pulling their advertising dollars out of print and spending them on the airwaves. Magazines were bleeding ad pages and readers, and editors scrambled to balance budgets by retooling audiences.

If you have influence on other people. Dont be influenced by their hate, money, jealousy, anger and popularity .

Neurologically speaking, though, there are reasons we develop a confused sense of priorities when we’re in front of our computer screens. For one thing, email comes at unpredictable intervals, which, as B. F. Skinner famously showed with rats seeking pellets, is the most seductive and habit-forming reward pattern to the mammalian brain. (Think about it: would slot machines be half as thrilling if you knew when, and how often, you were going to get three cherries?) Jessie would later say as much to me when I asked her why she was “obsessed”—her word—with her email: “It’s like fishing. You just never know what you’re going to get.” More to the point, our nervous systems can become dysregulated when we sit in front of a screen. This, at least, is the theory of Linda Stone, formerly a researcher and senior executive at Microsoft Corporation. She notes that we often hold our breath or breathe shallowly when we’re working at our computers. She calls this phenomenon “email apnea” or “screen apnea.” “The result,” writes Stone in an email, “is a stress response. We become more agitated and impulsive than we’d ordinarily be.

If you buy an S&P 500 index fund, your investment is highly diversified and its performance will match that of 500 leading U.S. corporations' stocks. Is it possible to lose all of your money? Yes, but the odds of that happening are slim and none. If 500 leading U.S. corporations all have their stock prices plummet to zero, the value of your investment portfolio will be the least of your problems. An economic collapse of that magnitude would make the Great Depression look like Lifestyles of the Rich and Famous.

So why was Kim Kardashian famous? Because she was very good at marketing herself, that was all - and today, that was enough. Corporations are now people and people are now products, known as "brands". At a time when the 1 percent was getting richer, the 99 percent was suddenly trying to Keep up with the Kardashians.

The corporate media spends a lot of time covering the lifestyles of the rich and the famous, but not all that much time covering the poor and the desperate. To a large degree, these people , the millions of poor people in America, are invisible, living under the radar screen. Their suffering is not seen on our evening news. But it's there.

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

Most people think the Lego corporation assembled a crack team of world-class experts to engineer Mini-Florida on a computer, but I’m not buying it.” “You aren’t?” asked Coleman. “It’s way too good.” Serge pointed at a two-story building in Key West. “Examine the meticulous green shutters on Hemingway’s house. No, my money is on a lone-wolf manic type like the famous Latvian Edward Leedskalnin, who single-handedly built the Coral Castle back in the twenties. He operated in secret, moving multi-ton hewn boulders south of Miami, and nobody knows how he did it. Probably happened here as well: The Lego people conducting an exhaustive nationwide search among the obsessive-compulsive community. But they had to be selective and stay away from the ones whose entire houses are filled to the ceiling with garbage bags of their own hair. Then they most likely found some cult guru living in a remote Lego ashram south of Pueblo with nineteen wives, offered him unlimited plastic blocks and said, ‘Knock yourself out.

Good Morning. This is Mr. Gold of Paramount Pictures Corporation. We are carrying out an authorized survey of the territory for a forthcoming "A" picture of the famous Confederate raid of 1861 which resulted in the capture of General Sherman at Muldraugh Hill. Yes, that's right. Cary Grant and Elizabeth Taylor in the lead. What's that? Clearance? Sure we've got clearance. Let me see now...yes, here it is. Signed by Chief of Special Services at the Pentagon. Sure, the Commanding officer at the Armored Center will have a copy. Okay and thanks. Hope you'll enjoy the picture. 'Bye.

The worst disease which can afflict business executives in their work is not, as popularly supposed, alcoholism; it’s egotism,” Geneen famously said. In the Mad Men era of corporate America, there was a major drinking problem, but ego has the same roots—insecurity, fear, a dislike for brutal objectivity. “Whether in middle management or top management, unbridled personal egotism blinds a man to the realities around him; more and more he comes to live in a world of his own imagination; and because he sincerely believes he can do no wrong, he becomes a menace to the men and women who have to work under his direction,” he wrote in his memoirs.

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

EAGLE The East direction is represented by eagle and condor, who bring vision, clarity, and foresight. Eagle perceives the entire panorama of life without becoming bogged down in its details. The energies of eagle assist us in finding the guiding vision of our lives. The eyes of condor see into the past and the future, helping to know where we come from, and who we are becoming. When I work with a client who is stuck in the traumas of the past, I help her to connect with the spirit of eagle or condor. As this energy infuses the healing space, my client is often able to attain new clarity and insight into her life. This is not an intellectual insight, but rather a call, faint at first, hardly consciously heard. Her possibilities beckon to her and propel her out of her grief and into her destiny. I believe that while everyone has a future, only certain people have a destiny. Having a destiny means living to your fullest human potential. You don’t need to become a famous politician or poet, but your destiny has to be endowed with meaning and purpose. You could be a street sweeper and be living a destiny. You could be the president of a large corporation and be living a life bereft of meaning. One can make oneself available to destiny, but it requires a great deal of courage to do so. Otherwise our destiny bypasses us, leaving us deprived of a fulfillment known by those who choose to take the road less traveled. Eagle allows us to rise above the mundane battles that occupy our lives and consume our energy and attention. Eagle gives us wings to soar above trivial day-to-day struggles into the high peaks close to Heaven. Eagle and condor represent the self-transcending principle in nature. Biologists have identified the self-transcending principle as one of the prime agendas of evolution. Living molecules seek to transcend their selfhood to become cells, then simple organisms, which then form tissues, then organs, and then evolve into complex beings such as humans and whales. Every transcending jump is inclusive of all of the levels beneath it. Cells are inclusive of molecules, yet transcend them; organs are inclusive of cells, yet go far beyond them; whales are inclusive of organs yet cannot be described by them, as the whole transcends the sum of its parts. The transcending principle represented by eagle states that problems at a certain level are best solved by going up one step. The problems of cells are best resolved by organs, while the needs of organs are best addressed by an organism such as a butterfly or a human. The same principle operates in our lives. Think of nested Russian dolls. Material needs are the tiny doll in the center. The larger emotional doll encompasses them, and both are contained within the outermost spiritual doll. In this way, we cannot satisfy emotional needs with material things, but we can satisfy them spiritually. When we go one step up, our emotional needs are addressed in the solution. We rise above our life dilemmas on the wings of eagle and see our lives in perspective.

The Republican Roosevelt wanted to fight plutocrats as well as anarchists. Their plunder of oil, coal, minerals, and timber on federal lands appalled him, in his role as the founder of America’s national parks. Corporate criminals, carving up public property for their private profit, paid bribes to politicians to protect their land rackets. Using thousand-dollar bills as weapons, they ransacked millions of acres of the last American frontiers. In 1905, a federal investigation, led in part by a scurrilous Secret Service agent named William J. Burns, had led to the indictment and conviction of Senator John H. Mitchell and Representative John H. Williamson of Oregon, both Republicans, for their roles in the pillage of the great forests of the Cascade Range. An Oregon newspaper editorial correctly asserted that Burns and his government investigators had used “the methods of Russian spies and detectives.” The senator died while his case was on appeal; the congressman’s conviction was overturned by the U.S. Supreme Court on grounds of “outrageous conduct,” including Burns’s brazen tampering with jurors and witnesses. Burns left the government and became a famous private eye; his skills at tapping telephones and bugging hotel rooms eventually won him a job as J. Edgar Hoover’s

Example: a famous-to-economists finding in behavioral economics concerns pricing, and the fact that people have a provable bias towards the middle of three prices. It was first demonstrated with an experiment in beer pricing: when there were two beers, a third of people chose the cheaper; adding an even cheaper beer made the share of that beer go up, because it was now in the middle of three prices; adding an even more expensive beer at the top, and dropping the cheapest beer, made the share of the new beer in the middle (which had previously been the most expensive) go up from two-thirds to 90 percent. Having a price above and a price below makes the price in the middle seem more appealing. This experiment has been repeated with other consumer goods, such as ovens, and is now a much-used strategy in the corporate world. Basically, if you have two prices for something, and want to make more people pay the higher price, you add a third, even higher price; that makes the formerly highest price more attractive. Watch out for this strategy. (The research paper about beer pricing, written by a trio of economists at Duke University in 1982, was published in the Journal of Consumer Research. It’s called “Adding Asymetrically Dominated Alternatives: Violations of Regularity and the Simularity Hypothesis”—which must surely be the least engaging title ever given to an article about beer.)

For years I’ve been asking myself (and my readers) whether these propagandists—commonly called corporate or capitalist journalists—are evil or stupid. I vacillate day by day. Most often I think both. But today I’m thinking evil. Here’s why. You may have heard of John Stossel. He’s a long-term analyst, now anchor, on a television program called 20/20, and is most famous for his segment called “Give Me A Break,” in which, to use his language, he debunks commonly held myths. Most of the rest of us would call what he does “lying to serve corporations.” For example, in one of his segments, he claimed that “buying organic [vegetables] could kill you.” He stated that specially commissioned studies had found no pesticide residues on either organically grown or pesticide-grown fruits and vegetables, and had found further that organic foods are covered with dangerous strains of E. coli. But the researchers Stossel cited later stated he misrepresented their research. The reason they didn’t find any pesticides is because they never tested for them (they were never asked to). Further, they said Stossel misrepresented the tests on E. coli. Stossel refused to issue a retraction. Worse, the network aired the piece two more times. And still worse, it came out later that 20/20’s executive director Victor Neufeld knew about the test results and knew that Stossel was lying a full three months before the original broadcast.391 This is not unusual for Stossel and company.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

Maybe nostalgia is itself the problem. A Democrat I met in Macon during a conversation we had about the local enthusiasm for Trump told me that “people want to go back to Mayberry”, the setting of the beloved old Andy Griffith Show. (As it happens, the actual model for Mayberry, Mount Airy, a bedraggled town in North Carolina, has gone all in on the Trump revolution, as the Washington Post recently reported.) Maybe it’s also true, as my liberal friends believe, that what people in this part of the country secretly long to go back to are the days when the Klan was riding high or when Quantrill was terrorizing the people of neighboring Kansas, or when Dred Scott was losing his famous court case. For sure, there is a streak of that ugly sentiment in the Trump phenomenon. But I want to suggest something different: that the nostalgic urge does not necessarily have to be a reactionary one. There is nothing un-progressive about wanting your town to thrive, about recognizing that it isn’t thriving today, about figuring out that the mid-century, liberal way worked better. For me, at least, that is how nostalgia unfolds. When I drive around this part of the country, I always do so with a WPA guidebook in hand, the better to help me locate the architectural achievements of the Roosevelt years. I used to patronize a list of restaurants supposedly favored by Harry Truman (they are slowly disappearing). And these days, as I pass Trump sign after Trump sign, I wonder what has made so many of Truman’s people cast their lot with this blustering would-be caudillo. Maybe what I’m pining for is a liberal Magic Kingdom, a non-racist midwest where things function again. For a countryside dotted with small towns where the business district has reasonable job-creating businesses in it, taverns too. For a state where the giant chain stores haven’t succeeded in putting everyone out of business. For an economy where workers can form unions and buy new cars every couple of years, where farmers enjoy the protection of the laws, and where corporate management has not been permitted to use every trick available to them to drive down wages and play desperate cities off one against the other. Maybe it’s just an impossible utopia, a shimmering Mayberry dream. But somehow I don’t think so.

The most interesting aspects of the story lie between the two extremes of coercion and popularity. It might be instructive to consider fascist regimes’ management of workers, who were surely the most recalcitrant part of the population. It is clear that both Fascism and Nazism enjoyed some success in this domain. According to Tim Mason, the ultimate authority on German workers under Nazism, the Third Reich “contained” German workers by four means: terror, division, some concessions, and integration devices such as the famous Strength Through Joy (Kraft durch Freude) leisure-time organization. Let there be no doubt that terror awaited workers who resisted directly. It was the cadres of the German Socialist and Communist parties who filled the first concentration camps in 1933, before the Jews. Since socialists and communists were already divided, it was not hard for the Nazis to create another division between those workers who continued to resist and those who decided to try to live normal lives. The suppression of autonomous worker organizations allowed fascist regimes to address workers individually rather than collectively. Soon, demoralized by the defeat of their unions and parties, workers were atomized, deprived of their usual places of sociability, and afraid to confide in anyone. Both regimes made some concessions to workers—Mason’s third device for worker “containment.” They did not simply silence them, as in traditional dictatorships. After power, official unions enjoyed a monopoly of labor representation. The Nazi Labor Front had to preserve its credibility by actually paying some attention to working conditions. Mindful of the 1918 revolution, the Third Reich was willing to do absolutely anything to avoid unemployment or food shortages. As the German economy heated up in rearmament, there was even some wage creep. Later in the war, the arrival of slave labor, which promoted many German workers to the status of masters, provided additional satisfactions. Mussolini was particularly proud of how workers would fare under his corporatist constitution. The Labor Charter (1927) promised that workers and employers would sit down together in a “corporation” for each branch of the economy, and submerge class struggle in the discovery of their common interests. It looked very imposing by 1939 when a Chamber of Corporations replaced parliament. In practice, however, the corporative bodies were run by businessmen, while the workers’ sections were set apart and excluded from the factory floor. Mason’s fourth form of “containment”—integrative devices—was a specialty of fascist regimes. Fascists were past masters at manipulating group dynamics: the youth group, the leisure-time association, party rallies. Peer pressure was particularly powerful in small groups. There the patriotic majority shamed or intimidated nonconformists into at least keeping their mouths shut. Sebastian Haffner recalled how his group of apprentice magistrates was sent in summer 1933 on a retreat, where these highly educated young men, mostly non-Nazis, were bonded into a group by marching, singing, uniforms, and drill. To resist seemed pointless, certain to lead nowhere but to prison and an end to the dreamed-of career. Finally, with astonishment, he observed himself raising his arm, fitted with a swastika armband, in the Nazi salute. These various techniques of social control were successful.

First, the huge United States Steel Corporation was born in the mind of Charles M. Schwab, in the form of an IDEA he created through his IMAGINATION! Second, he mixed FAITH with his IDEA. Third, he formulated a PLAN for the transformation of his IDEA into physical and financial reality. Fourth, he put his plan into action with his famous speech at the University Club. Fifth, he applied, and followed-through on his PLAN with PERSISTENCE, and backed it with firm DECISION until it had been fully carried out. Sixth, he prepared the way for success by a BURNING DESIRE for success. If you are one of those who have often wondered how great fortunes are accumulated, this story of the creation of the United States Steel Corporation will be enlightening.

Her crime cost nobody their life, but she famously was escorted off to a women’s prison. Had she been a corporation instead of a human being, odds are there never would have even been an investigation. Yet over the past century—and particularly the past forty years—corporations have repeatedly asserted that they are, in fact, “persons” and therefore eligible for the human rights protections of the Bill of Rights.

Tony Hseih, CEO of Zappos, helped disrupt the retail space by emphasizing mastery, making the “pursuit of growth and learning” central to his corporate philosophy and famously saying: “Failure isn’t a badge of shame. It is a rite of passage.

Professional studies is the need of today’s corporation world. Certificate in professional studies gave you license to enter into a famous corporation office. At the Australia Pharos Institute is one of the famous institute from where you get such opportunity.

For a generation of girls raised on the Disney corporation's multibillion-dollar line of so-called princess products, the five sisters of Keeping Up with the Kardashians were real-life princesses who lived in a Calabasas, California, castle, unabashedly focused on the pursuit of beauty treatments, expensive fun, and luxury brands - the latter a national fixation spawned in the "luxury revolution" of the last thirtysomething years, in which most of the wealth of the country had traveled into the hands of a few, with the rest of the population looking on longingly as the beneficiaries of a new Gilded Age flaunted their high-end stuff. And entertainment media, from Lifestyles of the Rich and Famous to Keeping Up with the Kardashians, provided them with ample opportunities to do just that.

I asked [Nick Maounis]: “What’s the main goal of your career?” He thought about it deeply in silence and then answered: “To be a billionaire. And also to own a sports team.” Sadly, Maounis never achieved either goal because Amaranth famously imploded the following year.

It was the perfect illustration of the strategy famously described in Thomas Frank’s book What’s the Matter with Kansas? in which Republicans would mobilize voters with social issues, but invariably turn postelection to serving the interests of corporations and the 1 percent.

Turkish Coffee Set and Turkish Tea Set Tea, called “çay” in Turkey, is the unofficial“national beverage” of the Turkish people. Turkish tea is very special kind of black tea with strong robust flavor and a lovely crimson color. Wherever you go in Turkey you’ll immediately be offered a cup of hot tea, in distinctive glass cups that look like an hour glass. There is hardly a single business meeting, meal or social gathering in Turkey in which tea is not served automatically. To turn down a cup of (almost always free) tea is considered a rude act in Turkish culture and will not win you any friends. All government offices, universities, and most corporations in Turkey have a full-time tea-server on their payroll called “çayci” whose sole function is to brew and serve tea all day long. Green and ever-moist mountains of Rize is ideal to grow tea Turkish tea, the same Camellia Sinensis cultivated all over Far East, is grown along the Black Sea coast of Turkey. Provinces like Rize are famous for their black tea plantation situated on the steep mountains that overlook the Black Sea. Turkish tea is both consumed widely within the country and exported as well. Usually export variety is a slightly more expensive but better brand. Some of the best-known Turkish black tea brands include Filiz and CayKur. Turkish People do not add milk to their tea but use sugar. Mengene mah Arıcı sok. 2/7 Konya 0505 357 10 10

Microsoft is famous for hiring extremely bright, highly aggressive, young people right out of school. Moody says, "I felt like I was watching a gang of adolescents who had sneaked into some corporate headquarters after hours, taken over its boardrooms, and were playing at being businesspeople." Microsoft is also famous for pushing these youngsters very hard to get the most and best out of them. Moody says, "The atmosphere on the campus is one of unrelenting anxiety and constant improvisation." The book is a remarkable chronicle of how arbitrary, demoralizing, and unprofessional Microsoft's development methods often are.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Wilson had a compelling reason for having recommended Herlihy: He had been involved in some of the biggest takeover battles in corporate America. Earlier in the year he had helped advise JP Morgan Chase in its acquisition of Bear Stearns. His firm—Wachtell, Lipton, Rosen & Katz—was synonymous with corporate warfare. One of its founding partners, Martin Lipton, had devised among the most famous of antitakeover defenses, the “poison pill.” If Treasury was planning a government-led hostile takeover—the first in history—then Herlihy was certainly the lawyer they wanted.

In the 1992 presidential debate, third-party candidate Ross Perot famously warned about a 'giant sucking sound' of American jobs going south of the border to low-wage nations once trade protections were dropped. Perot was right, but no one in our government listened to him. Tariffs were ditched, and then Bill Clinton moved into the White House...He continued Reagan's trade policies and committed the United States to so-called free-trade agreements such as GATT, NAFTA, and the WTO, thus removing all the protections that had kept our domestic manufacturing industries safe from foreign corporate predators for two centuries.

These include Philip Marshall Dale, Medical Biographies: The Ailments of Thirty-Three Famous Persons (Norman, OK: University of Oklahoma Press, 1952); Brian Dillon, The Hypochondriacs: Nine Tormented Lives (New York: Faber and Faber, 2010); Douglas Goldman et al., Retrospective Diagnoses of Historical Personalities as Viewed by Leading Contemporary Psychiatrists (Bloomfield, NJ: Schering Corporation, 1958); Kay Redfield Jamison, Touched with Fire: Manic-Depressive Illness and the Artistic Temperament (New York: Free Press, 1993); Jeffrey A. Kottler, Divine Madness: Ten Stories of Creative Struggle (San Francisco: Jossey-Bass, 2006); Philip Mackowiak, Post-Mortem: Solving History’s Great Medical Mysteries (Philadelphia: American College of Physicians, 2007); Roy Porter, Madness: A Brief History (New York: Oxford University Press, 2002); David Rettew, Child Temperament: New Thinking About the Boundary Between Traits and Illness (New York: W. W. Norton, 2013). Articles

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

The Internet of Things is supposed to be invisible to all but its corporate and military masters. But the Internet itself is hugely obvious and famous—because, even though the Internet is also corporate and military in its origins, for about a decade the Internet was all anybody talked about.

Drum crushers ------ SRS Engineering Corporation ® world class manufacturers and recycling resources to processing equipment Service proposal, and a resource-saving and environment-friendly society is dedicated to contribute. It mainly manufactures kinds of Aerosol can recycling, Aerosol can recover, Drum recycling, Solvent recovery, solvent recycling and the Drum crushers Garbage. The products have gained wider social acceptance and market coverage. After 27 years of development, the company recycling resources to complete sets of processing equipment to manufacture became a famous enterprise. Production and manufacturing and marketing system investment.

Perhaps the most famous, if flawed, oracle of the Federal Reserve, former chairman Alan Greenspan, knew that money was something that not only central bankers could create. In a speech in 1996, just as the Cypherpunks were pushing forward with their experiments, Greenspan said that he imagined that the technological revolution could bring back the potential for private money and that it might actually be a good thing: “We could envisage proposals in the near future for issuers of electronic payment obligations, such as stored-value cards or ‘digital cash,’ to set up specialized issuing corporations with strong balance sheets and public credit ratings.

When John Kenneth Galbraith rose to deliver the presidential address of the American Economic Association in 1972, the angular Harvard professor and supremely self-confident adviser to presidents was arguably the most famous living economist in America. From The Affluent Society in 1958 to The New Industrial State in 1967, his critical accounts of capitalism's tendencies to underfund social goods and concentrate corporate control had been fixtures on the best-seller lists. Galbraith's thirteen-part BBC television series on the workings of capitalism in 1977 was to help goad the production of Milton Friedman's counterassertion of 1980, the PBS series Free to Choose, an iconic statement of the new market ideology.

At the fag-end of the twenty-first century, immortality was the only thing worth dying for. The only celebrity worth striving for was for the whole human race to become world famous. The only utopia worth dreaming of was for everyone in the world to have First World problems. And the only way to get there was to burn through capitalism, to get through that unavoidable stage as fast as possible. Let it rip, let it run wild until full automation created full unemployment and confronted everybody with the choice to get on with the real work, and off the treadmill of fake work and make-work to pay the debt to buy the goods to make the make-work feel worthwhile and the exhausted, empty time tagged as leisure pass painlessly enough …

Ram Charan, the well-known Indian management guru, became world-famous because of his book by the same name — Execution. In it, he says, "Execution is the key through which every CEO opens his door to success." Without this, the goal cannot be reached. Even Swami Chinmayananda phrased it beautifully, "Plan out your work and work out your plan.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen

Now, of course, Netflix’s culture is famous. There’s a much-downloaded PowerPoint presentation given to all new employees. But the truth is, it wasn’t the product of meetings or careful planning or roundtable discussions. It arose organically, through a shared set of values among a team of people who had been through their fair share of offices—startups, major corporations, and everywhere in between. Netflix, for all of us, was an opportunity to work at the kind of place we’d always dreamed about. It was a chance to do things truly our way. Culture isn’t what you say. It’s what you do.

Edison epitomized the new entrepreneur at the heart of a brand-new phase in the development of market societies: an inventor who innovated in order to create monopoly power for himself – not so much for the riches that it provided, but for its own sake; for the sheer glory and the sheer power of it all. He was an entrepreneur who inspired, in equal measure, incredible loyalty from his overworked staff and loathing from his adversaries. He was a friend of Henry Ford, who also famously played a key role in bringing machinery into the lives of ordinary people while, at the same time, turning workers into the nearest a person can come to a machine.

The Family’s only publicized gathering is the National Prayer Breakfast, which it established in 1953 and which, with congressional sponsorship, it continues to organize every February at the Washington, D.C., Hilton. Some 3,000 dignitaries, representing scores of nations and corporate interests, pay $425 each to attend. For most, the breakfast is just that, muffins and prayer, but some stay on for days of seminars organized around Christ’s messages for particular industries. In years past, the Family organized such events for executives in oil, defense, insurance, and banking. The 2007 event drew, among others, a contingent of aid-hungry defense ministers from Eastern Europe, Pakistan’s famously corrupt Benazir Bhutto, and a Sudanese general linked to genocide in Darfur.

famous Mitsui corporation. Mitsui started out as a humble little clothing shop in 1673

Endeavour could be contacted only through PLANETCOM, which was an autonomous corporation famous for the strictness and efficiency of its accounting. It took a long time to establish a line of credit with PLANETCOM. Somewhere, someone was working on this, but, at the moment, PLANETCOM’s hardhearted computers did not recognize the existence of the Rama Committee.

The availabilty heuristic may be interpreted as “ Being famous IS being persuasive

Before he could start writing Kilby’s application, though, Mosher had to resolve a fundamental tactical question. Anyone who applies for a patent has to decide whether he needs it for offensive or for defensive purposes—whether, to use lawyers’ favorite metaphor, he wants his patent to be a sword or a shield. The decision usually turns on the novelty of the invention. If somebody has a genuinely revolutionary idea, a breakthrough that his competitors are almost sure to copy, his lawyers will write a patent application they can use as a sword; they will describe the invention in such broad and encompassing terms that they can take it into court for an injunction against any competitor who tries to sell a product that is even remotely related. In contrast, an inventor whose idea is basically an extension of or an improvement on an earlier idea needs a patent application that will work as a shield—a defense against legal action by the sword wielders. Such a defensive patent is usually written in much narrower terms, emphasizing a specific improvement or a particular application of the idea that is not covered clearly in earlier patents. Probably the most famous sword in the history of the patent system was the sweeping application filed on February 14, 1876, by a teacher and part-time inventor named Alexander Graham Bell. That first telephone patent (No. 174,465) was so broad and inclusive that it became the cornerstone—after Bell and his partners had fought some 600 lawsuits against scores of competitors—of the largest corporate family in the world. In the nature of things, though, few inventions are so completely new that they don’t build on something from the past. The majority of patent applications, therefore, are written as shields—as improvements on some earlier invention. Some of the most important patents in American history fall into this category, including No. 586,193, “New and Useful Improvements in Transmitting Electrical Impulses,” granted to Guglielmo Marconi in 1898; No. 621,195, “Improvements in and Relating to Navigable Balloons,” granted to Ferdinand Zeppelin in 1899; No. 686,046, “New and Useful Improvements in Motor Carriages,” granted to Henry Ford in 1901; and No. 821,393, “New and Useful Improvements in Flying Machines,” granted to Orville and Wilbur Wright in 1906.

Consider these facts: the source of much of the world’s food – seeds – is mostly in the control of just four corporations; half of all the world’s cheeses are produced with bacteria or enzymes manufactured by a single company; one in four beers drunk around the world is the product of one brewer; from the USA to China, most global pork production is based around the genetics of a single breed of pig; and, perhaps most famously, although there are more than 1,500 different varieties of banana, global trade is dominated by just one, the Cavendish, a cloned fruit grown in monocultures so vast their scale can only be comprehended from the view of an aeroplane or by satellite.

Fortunately for investors, two substantial funds management organizations adhere to high fiduciary standards, adopted in the context of corporate cultures designed to serve investor interests. Vanguard and TIAA-CREF both operate on a not-for-profit basis, allowing the companies to make individual investor interests paramount in the funds management process. By emphasizing high-quality delivery of low-cost investment products, Vanguard and TIAA-CREF provide individual investors with valuable tools for the portfolio construction process. Ultimately, a passive index fund managed by a not-for-profit investment management organization represents the combination most likely to satisfy investor aspirations. Following Mies van der Rohe’s famous dictum—“less is more”—the rigid calculus of index-fund investing dominates the ornate complexity of active fund management. Pursuing investment with a firm devoted solely to satisfying investor interests unifies principal and agent, reducing the investment equation to its most basic form. Out of the enormous breadth and complexity of the mutual-fund world, the preferred solution for investors stands alone in stark simplicity.

distinctiveness, that I had come on this strange and arduous trip. Killed by the Nazis—yes, but by whom, exactly? The dreadful irony of Auschwitz, I realized as we walked through the famous rooms full of human hair, of artificial limbs, of spectacles, of luggage destined to go nowhere, is that the extent of what it shows you is so gigantic that the corporate and anonymous, the sheer scope of the crime, are constantly, paradoxically asserted at the expense of any sense of individual life. Naturally this is useful, since even now, even while the survivors live and tell their stories to people like me, there are, as we know, those who want to minimize the extent of what happened, even to deny that it happened at all, and when you walk around a place like Auschwitz, wander the enormous, vertiginously broad plain where the barracks once stood, and trudge over the great distance to the place where the crematoria were, and from there to

I became well known for researching what the corporate government did not want researched.

Poetry and Genre The hallmark of rhetoric in ancient Near Eastern literature is repetition; in poetry, this takes the form of what scholars call “parallelism.” Frequently, the first line of a verse is echoed in some way by the second line. The second line might repeat the substance of the first line with slightly different emphasis, or perhaps the second line amplifies the first line in some fashion, such as drawing a logical conclusion, illustrating or intensifying the thought. At times the point of the first line is reinforced by a contrast in the second line. Occasionally, more than two lines are parallel. Each of these features, frequently observed in Biblical psalms, is represented in songs from Egypt, Mesopotamia and Ugarit. Unlike English poetry, which often depends on rhyme for its effect, these ancient cultures attained impact on listeners and readers with creative repetition. Psalms come in several standard subgenres, each with standard formal elements. Praise psalms can be either individual or corporate. Over a third of the psalms in the Psalter are praise psalms. Corporate psalms typically begin with an imperative call to praise (e.g., “Shout for joy to the LORD” [Ps 100:1]) and describe all the good things the Lord has done. Individual praise often begins with a proclamation of intent to praise (e.g., “I will praise you, LORD” [Ps 138:1]) and declare what God has done in a particular situation in the psalmist’s life. Mesopotamian and Egyptian hymns generally focus on descriptive praise, often moving from praise to petition. Examples of the proclamation format can be seen in the Mesopotamian wisdom composition, Ludlul bel nemeqi. The title is the first line of the piece, which is translated “I will praise the lord of wisdom.” As in the individual praise psalms, this Mesopotamian worshiper of Marduk reports about a problem that he had and reports how his god brought him deliverance. Lament psalms may be personal statements of despair (e.g., Ps 22:1–21, dirges following the death of an important person (cf. David’s elegy for Saul in 2Sa 1:17–27) or communal cries in times of crisis (e.g., Ps 137). The most famous lament form from ancient Mesopotamia is the “Lament Over the Destruction of Ur,” which commemorates the capture of the city in 2004 BC by the Elamite king Kindattu. For more information on this latter category, see the article “Neo-Sumerian Laments.” In the book of Psalms, more than a third of the psalms are laments, mostly by an individual. The most common complaints concern sickness and oppression by enemies. The lament literature of Mesopotamia is comprised of a number of different subgenres described by various technical terms. Some of these subgenres overlap with Biblical categories, but most of the Mesopotamian pieces are associated with incantations (magical rites being performed to try to rid the person of the problem). Nevertheless, the petitions that accompany lament in the Bible are very similar to those found in prayers from the ancient Near East. They include requests for guidance, protection, favor, attention from the deity, deliverance from crisis, intervention, reconciliation, healing and long life. Prayers to deities preserved

In 1992, a US Fortune 500 CEO had a 36 percent chance of retaining his or her job for the next five years; in 1998, that chance was down to 25 percent. By 2005, the average tenure of an American CEO had dwindled to six years. And the trend is global. In 2011, 14.4 percent of CEOs of the world’s 2,500 biggest listed companies left their jobs. Even in Japan, famous for its relative corporate stasis, forced succession among the heads of large corporations quadrupled in 2008.

There are revolving doors of employment in what are now commonly called industrial complexes. Most famously, the term military-industrial complex was coined by Dwight Eisenhower, who devoted his Farewell Address in 1961 to its “grave implications.” There is also the “energy-industrial complex,” the “agriculture-industrial complex,” and—as many Americans recently discovered—the “financial-industrial complex,” with one of the most well-publicized door revolvers being George W. Bush’s last Treasury secretary, Henry Paulson, who had previously been CEO of Goldman Sachs. However, this is not just a Republican thing. Prior to becoming President Barack Obama’s chief economic adviser, Lawrence Summers4 in 2008 received $5.2 million from hedge fund D. E. Shaw; and Obama’s number two man at Treasury, Neal Wolin,was previously an executive at the Hartford Financial Services Group.5 In 2010, Mother Jones magazine (“The Bankers on Obama’s Team”) listed nine other high-level members of the Obama administration who have been part of the corporate elite in the financial industry.