Fortune 500 Quotes

Adrian Cockcroft, Netflix’s seminal cloud architect, was once asked by a senior leader in a Fortune 500 company where he got his amazing people from. Cockcroft replied, “I hired them from you!

Greed is a snarling monster with a set of razor-sharp teeth on both sides of its head. It devours not only those from whom it takes, but also those who eagerly receive its plunder.

Your dad was in a street gang?" My adopted dad was an accountant for a big Fortune 500 corporation. Him, me, and my adopted mom lived in the suburbs in an English Tudor house with a gigantic basement where he fiddled with model trains. The other dads were lawyers and research chemists, but they all ran model trains. Every weekend they could, they'd load into a family van and cruise into the city for research. Snapping pictures of gang members. Gang graffiti. Sex workers walking their tracks. Litter and pollution and homeless heroin addicts. All this, they'd study and bicker about, trying to outdo each other with the most realistic, the grittiest scenes of urban decay they could create in HO train scale in a subdivision basement

It makes no sense to compare yourself with others because there will always be better & worse people than you out there. Each person has his own path to make. You are where you are now. Could you reach for the stars & have everything you want? realistically no. You may not win Olympic Gold in London 2012 , or be the CEO of a Fortune 500 company etc but you most definitely have the capacity to make YOUR life as the Masterpiece it could really be. The choice is yours...

€7,500, first-class, everything—and all that for 40 minutes selling them some old stuff.

Whether you’re an entrepreneur, a small business, or a Fortune 500 company, great marketing is all about telling your story in such a way that it compels people to buy what you are selling. That’s a constant. What’s always in flux, especially in this noisy, mobile world, is how, when, and where the story gets told, and even who gets to tell all of it.

Most people including senior sales & marketing professionals in Fortune 500 companies do not know much about the latest evidence based sales strategies

I mention all this to make the point that if you were designing an organism to look after life in our lonely cosmos, to monitor where it is going and keep a record of where it has been, you wouldn't choose human beings for the job. But here's an extremely salient point: we have been chosen, by fate or Providence or whatever you wish to call it. It's an unnerving thought that we may be living the universe's supreme achievement and its worst nightmare simultaneously. Because we are so remarkably careless about looking after things, both when alive and when not, we have no idea-- really none at all-- about how many things have died off permanently, or may soon, or may never, and what role we have played in any part of the process. In 1979, in the book The Sinking Ark, the author Norman Myers suggested that human activities were causing about two extinctions a week on the planet. By the early 1990s he had raised the figure to about some six hundred per week. (That's extinctions of all types-- plants, insects, and so on as well as animals.) Others have put the figure ever higher-- to well over a thousand a week. A United Nations report of 1995, on the other hand, put the total number of known extinctions in the last four hundred years at slightly under 500 for animals and slightly over 650 for plants-- while allowing that this was "almost certainly an underestimate," particularly with regard to tropical species. A few interpreters think most extinction figures are grossly inflated. The fact is, we don't know. Don't have any idea. We don't know when we started doing many of the things we've done. We don't know what we are doing right now or how our present actions will affect the future. What we do know is that there is only one planet to do it on, and only one species of being capable of making a considered difference. Edward O. Wilson expressed it with unimprovable brevity in The Diversity of Life: "One planet, one experiment." If this book has a lesson, it is that we are awfully lucky to be here-- and by "we" i mean every living thing. To attain any kind of life in this universe of ours appears to be quite an achievement. As humans we are doubly lucky, of course: We enjoy not only the privilege of existence but also the singular ability to appreciate it and even, in a multitude of ways, to make it better. It is a talent we have only barely begun to grasp. We have arrived at this position of eminence in a stunningly short time. Behaviorally modern human beings-- that is, people who can speak and make art and organize complex activities-- have existed for only about 0.0001 percent of Earth's history. But surviving for even that little while has required a nearly endless string of good fortune. We really are at the beginning of it all. The trick, of course, is to make sure we never find the end. And that, almost certainly, will require a good deal more than lucky breaks.

There is so much confusion about branding even at top levels of The Fortune 500 it makes one wonder how they got successful in the first place ! Brace yourself ! Here is the shortest scientific statement on branding you ‘ll ever hear ! It appears simplistic – I assure you it is anything but . If you really understand it & internalize it – you ll be like an Avenger – a superhero in a herd of weaklings Here it goes ! A successful brand is one that is perceived to be USEFUL & UNIQUE

Raza : “ The bow and arrow was once the pinnacle of weapons technology. It allowed the great Genghis Khan to rule from the Pacific to the Ukraine. Today-- whoever has the latest Stark weapons rules these lands. Soon it will be my turn “ End of scene Today picture Fortune 500 CEOs whispering to their top men “ Today – whoever has the latest sales weapons rules the world . Soon it will be our turn – thanks to Invisible Selling - Behavioural Economics & More . Get that Rai bloke to train all our guys

yield to my simple demands. It’s what keeps the wheel greased and moving efficiently. We’re not a Fortune 500 company and one of the world’s most prestigious acquisition firms

It’s easy to like the idea of being the CEO of a Fortune 500 company. It’s harder to like the hours, the responsibility, and the pressure that comes with the top job. It

In fact, half the companies in the Fortune 500 were started during a bear market or recession. Half. The

It’s okay to run a church like a business, because if we don’t treat the message of Jesus like a Fortune 500 company, then nonbelievers will certainly do that with messages of their own,

It doesn’t matter if you work at a fast food joint or if you are the CEO of a Fortune 500 company. Your job title does not define your purpose. The size of your paycheck does not make you worthy. What makes you valuable is your contribution to the world and the legacy that you leave behind. Stop defining yourself by what you do, and start defining yourself by who you are!

One of the ways in which cooperatives rectify the injustices of capitalism is by instituting a relatively equal compensation-scheme for their members. While in the U.S. the average ratio of CEO compensation in the Fortune 500 companies to the ordinary worker’s has recently been reported as 344:1,49 in co-ops the pay-differential between management and the average worker rarely exceeds 4:1. In collectives, everyone is usually paid the same amount. For example, a British study from the 1980s reports that all of the dozens of small co-ops it researched had lower pay-differentials than conventional businesses, and most had little or no differential at all.50 At Arizmendi Bakery everyone currently receives about 20 dollars an hour plus a percentage of the year’s profits. The worker-owners of Mondragon Bookstore and Coffeehouse in Canada earn the same rate of pay. At Equal Exchange, a relatively large co-op, there is a 4:1 pay ratio.

For two goddamn years, I’d worked alongside this woman and I never thought I would see the day when she had the audacity to turn in a two weeks’ notice. She was now my highest paid employee by far and her recent benefits were so over the top and beyond the scope of what any Fortune 500 CEO offered, that George made me submit to a quarterly psychiatric exam to make sure I knew “what the hell she was being offered access to.

There was some violence a year ago. An important kid got shot during an attempted kidnapping while on spring break in Mexico. The Fortune 500 went security crazy. Now rich kids like Jack need a commando team to take a dump.

a study of Fortune 500 companies from research organization Catalyst found that those with the highest representation of women on their boards of directors performed significantly better than those with the lowest representation of women.

Women are leaders everywhere you look—from the CEO who runs a Fortune 500 company to the housewife who raises her children and heads her household. Our country was built by strong women, and we will continue to break down walls and defy stereotypes

There’s a widespread conviction, spoken and unspoken, that the road to riches is trimmed in Ivy and the reins of power held by those who’ve donned Harvard’s crimson, Yale’s blue and Princeton’s orange, not just on their chests but in their souls. No one told that to the Fortune 500. They’re the American corporations with the highest gross revenues. The list is revised yearly. As I write this paragraph in the summer of 2014, the top ten are, in order, Wal-Mart, Exxon Mobil, Chevron, Berkshire Hathaway, Apple, Phillips 66, General Motors, Ford Motor, General Electric and Valero Energy. And here’s the list, in the same order, of schools where their chief executives got their undergraduate degrees: the University of Arkansas; the University of Texas; the University of California, Davis; the University of Nebraska; Auburn; Texas A&M; the General Motors Institute (now called Kettering University); the University of Kansas; Dartmouth College and the University of Missouri–St. Louis. Just one Ivy League school shows up.

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

Twenty years ago, the top 100 companies in the Fortune 500 either dug something out of the ground or turned a natural resource (iron ore or oil) into something you could hold. Today, fewer than half of the companies on the list do that. The rest make unseemly profits by trafficking in ideas.

Of the twenty-eight women who have served as CEOs of Fortune 500 companies, twenty-six were married, one was divorced, and only one had never married.10 Many of these CEOs said they “could not have succeeded without the support of their husbands, helping with the children, the household chores, and showing a willingness to move.”11

Trumpeting feature benefits that may or may not be of value to your customer will not get you closer to the sale. Mentioning your place on the Fortune 500 will not get you any closer to the sale. In fact, every time you talk about yourself, you risk triggering those change-resistant, emotionally fraught thoughts and feelings in your customers.

I’d graduated top of my class from Oxford and Cambridge, lettered in tennis and polo, and spoke seven languages fluently. I’d founded a charity for funding the arts in underserved areas when I was eighteen, and I was on the fast track to becoming one of the world’s youngest Fortune 500 CEOs. In my thirty-two years on earth, no one had ever told me I was lacking something.

There are men—I have known a good many—who work all their lives for the same Fortune 500 company. They have families to support, and no skills that will permit them to leave and support their families by other means in another place. Their work is of little value, because few, if any, assignments of value come to them. They spend an amazing amount of time trying to find something useful to do. And, failing that, just trying to look busy.

Edward Niedermeyer, who had written a critical book on Tesla titled Ludicrous, unleashed a thread of tweets. “Improvements to common driver assistance systems is moving the industry toward more radar, and even more novel modalities like LiDAR and thermal imaging,” he wrote. “Tesla, in a marked contrast, is moving backwards.” And Dan O’Dowd, a software security entrepreneur, took out a full-page ad in the New York Times calling Tesla’s self-driving system “the worst software ever sold by a Fortune 500 company

For the US to be like Russia today,” he wrote, “it would be necessary to have massive corruption by the majority of members of Congress as well as by the Departments of Justice and Treasury, and agents of the FBI, CIA, DIA, IRS, Marshall Service, Border Patrol, state and local police officers, the Federal Reserve Bank, Supreme Court justices, US district court judges, support of the varied organized crime families, the leadership of the Fortune 500 companies, at least half of the banks in the US, and the New York Stock Exchange.

Our understanding of the world of business is all mixed up with storytelling and mythology. Which is funny because we’re missing the real story by focusing on individuals. In fact, half the companies in the Fortune 500 were started during a bear market or recession. Half. The point is that most people start from disadvantage (often with no idea they are doing so) and do just fine. It’s not unfair, it’s universal. Those who survive it, survive because they took things day by day—that’s the real secret. Focus on the moment, not the monsters that may or may not be up ahead.

What is America to do about the rising tide of horror? Visitors from Europe or Japan shake their heads in wonder at the squalor and barbarity of America’s cities. They could be forgiven for thinking that the country had viciously and deliberately neglected its poor and its blacks. Of course, it has not. Since the 1960s, the United States has poured a staggering amount of money into education, housing, welfare, Medicaid, and uplift programs of every kind. Government now spends $240 billion a year to fight poverty,1278 and despite the widespread notion that spending was curtailed during Republican administrations, it has actually gone up steadily, at a rate that would have astonished the architects of the Great Society. Federal spending on the poor, in real 1989 dollars, quadrupled from 1965 to 1975, and has nearly doubled since then.1279 As the economist Walter Williams has pointed out, with all the money spent on poverty since the 1960s, the government could have bought every company on the Fortune 500 list and nearly all the farmland in America.1280 What do we have to show for three decades and $2.5 trillion worth of war on poverty? The truth is that these programs have not worked. The truth that America refuses to see is that these programs have made things worse.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

But those constant interruptions strain the brain further and make a hash of our time. For every interruption, Jonathan Spira writes, it takes ten to twenty times the amount of the interruption time to return to the previous task: It can take five minutes after a mere thirty-second interruption to get back on track. Fully one-third of every worker’s day, he reports, is taken up by these endless cycles of unnecessary interruptions. Even Fortune 500 CEOs, with the ultimate power to predict and control their own time, are not immune. One study found they averaged only twenty-eight uninterrupted, productive minutes a day.24 “This overwhelm is not any one thing,” Huda Akil told me. “It’s not just technology. It’s not just two-career couples. It’s a thousand little stabs. You put that together and it’s like being constantly slightly jet-lagged.

You began receiving the texts in late September, after the first date. You wore the translucent dress with the high collar and open-shoulder sleeves that made you feel like you were a fashion writer for a New York magazine, or a high-powered exec of a Fortune 500 company: a shimmering butterfly, someone who mattered, not a barely-eighteen college freshman who spent most evenings in her dorm room slurping Top Ramen. The first guy was forty-five. His wife was the same old song on the radio. He took you out for lobster and fried oysters. Afterwards, he grabbed your neck like you owed him something, and you closed your eyes and imagined pretty things: white-gold ribbons of sunlight skimming the belly of oceans, the sequins falling from your prom dress the first time you slept with a guy, movies where everyone sings soprano and defies the laws of flight.

Most chemicals that give humans a buzz evolved to disrupt insect nervous systems. If our brains used different chemicals, we would not be so vulnerable. However, we have common ancestors with insects. It was long ago, about 500 million years ago, when our ancestors split off from the arthropod lines that became modern insects. However, our neurochemicals remain about the same as theirs. Fortunately, most plant neurotoxins don’t kill us. We have evolved to eat plants, and we are much larger than insects, so low doses are not fatal. But drugs can hijack our motivation mechanisms and take control of our lives.

Ascent To The Sierras poet Robinson Jeffers #140 on top 500 poets Poet's PagePoemsCommentsStatsE-BooksBiographyQuotationsShare on FacebookShare on Twitter Poems by Robinson Jeffers : 8 / 140 « prev. poem next poem » Ascent To The Sierras Beyond the great valley an odd instinctive rising Begins to possess the ground, the flatness gathers to little humps and barrows, low aimless ridges, A sudden violence of rock crowns them. The crowded orchards end, they have come to a stone knife; The farms are finished; the sudden foot of the slerra. Hill over hill, snow-ridge beyond mountain gather The blue air of their height about them. Here at the foot of the pass The fierce clans of the mountain you'd think for thousands of years, Men with harsh mouths and eyes like the eagles' hunger, Have gathered among these rocks at the dead hour Of the morning star and the stars waning To raid the plain and at moonrise returning driven Their scared booty to the highlands, the tossing horns And glazed eyes in the light of torches. The men have looked back Standing above these rock-heads to bark laughter At the burning granaries and the farms and the town That sow the dark flat land with terrible rubies... lighting the dead... It is not true: from this land The curse was lifted; the highlands have kept peace with the valleys; no blood in the sod; there is no old sword Keeping grim rust, no primal sorrow. The people are all one people, their homes never knew harrying; The tribes before them were acorn-eaters, harmless as deer. Oh, fortunate earth; you must find someone To make you bitter music; how else will you take bonds of the future, against the wolf in men's hearts?

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

The central figure of Buddhism is not a god but a human being, Siddhartha Gautama. According to Buddhist tradition, Gautama was heir to a small Himalayan kingdom, sometime around 500 BC. The young prince was deeply affected by the suffering evident all around him. He saw that men and women, children and old people, all suffer not just from occasional calamities such as war and plague, but also from anxiety, frustration and discontent, all of which seem to be an inseparable part of the human condition. People pursue wealth and power, acquire knowledge and possessions, beget sons and daughters, and build houses and palaces. Yet no matter what they achieve, they are never content. Those who live in poverty dream of riches. Those who have a million want two million. Those who have two million want 10 million. Even the rich and famous are rarely satisfied. They too are haunted by ceaseless cares and worries, until sickness, old age and death put a bitter end to them. Everything that one has accumulated vanishes like smoke. Life is a pointless rat race. But how to escape it? At the age of twenty-nine Gautama slipped away from his palace in the middle of the night, leaving behind his family and possessions. He travelled as a homeless vagabond throughout northern India, searching for a way out of suffering. He visited ashrams and sat at the feet of gurus but nothing liberated him entirely – some dissatisfaction always remained. He did not despair. He resolved to investigate suffering on his own until he found a method for complete liberation. He spent six years meditating on the essence, causes and cures for human anguish. In the end he came to the realisation that suffering is not caused by ill fortune, by social injustice, or by divine whims. Rather, suffering is caused by the behaviour patterns of one’s own mind. Gautama’s insight was that no matter what the mind experiences, it usually reacts with craving, and craving always involves dissatisfaction. When the mind experiences something distasteful it craves to be rid of the irritation. When the mind experiences something pleasant, it craves that the pleasure will remain and will intensify. Therefore, the mind is always dissatisfied and restless. This is very clear when we experience unpleasant things, such as pain. As long as the pain continues, we are dissatisfied and do all we can to avoid it. Yet even when we experience pleasant things we are never content. We either fear that the pleasure might disappear, or we hope that it will intensify. People dream for years about finding love but are rarely satisfied when they find it. Some become anxious that their partner will leave; others feel that they have settled cheaply, and could have found someone better. And we all know people who manage to do both.

One of our greatest epidemics today is obesity. It is estimated that more than 500 million people suffer from obesity worldwide today, and that it kills more than three million people each year. In comparison, about 55,000 people are killed in war each year, which of course in no way suggests that we are overestimating the horror and seriousness of war – how could we? – but the little attention we give to obesity in comparison does suggest, however, that we are not taking the “war” we should be waging against obesity seriously. It seems that we overlook what a merciless killer and cause of pain that obesity and the overeating that leads to it really is: it increases the risk of heart disease (the most common cause of death worldwide), many kinds of cancer, type 2 diabetes, degenerative joint disease and mental problems such as depression and low self-esteem.[27] Fortunately, a lot seems to imply that we have a powerful and peaceful weapon at our hands that can help us overcome obesity: a vegan diet.

What is WordPress? WordPress is an online, open source website creation tool written in PHP. But in non-geek speak, it’s probably the easiest and most powerful blogging and website content management system (or CMS) in existence today. Many famous blogs, news outlets, music sites, Fortune 500 companies and celebrities are using WordPress. WordPress is web software you can use to create a beautiful website, blog, or app. We like to say that WordPress is both free and priceless at the same time. There are thousands of plugins and themes available to transform your site into almost anything you can imagine. WordPress started in 2003 with a single bit of code to enhance the typography of everyday writing and with fewer users than you can count on your fingers and toes. Since then it has grown to be the largest self-hosted blogging tool in the world, used on millions of sites and seen by tens of millions of people every day. You can download and install a software script called WordPress from wordpress.org. To do this you need a web host who meets the minimum requirements and a little time. WordPress is completely customizable and can be used for almost anything. There is also a servicecalled WordPress.com. WordPress users may install and switch between different themes. Themes allow users to change the look and functionality of a WordPress website and they can be installed without altering the content or health of the site. Every WordPress website requires at least one theme to be present and every theme should be designed using WordPress standards with structured PHP, valid HTML and Cascading Style Sheets (CSS). Themes: WordPress is definitely the world’s most popular CMS. The script is in its roots more of a blog than a typical CMS. For a while now it’s been modernized and it got thousands of plugins, what made it more CMS-like. WordPress does not require PHP nor HTML knowledge unlinke Drupal, Joomla or Typo3. A preinstalled plugin and template function allows them to be installed very easily. All you need to do is to choose a plugin or a template and click on it to install. It’s good choice for beginners. Plugins: WordPress’s plugin architecture allows users to extend the features and functionality of a website or blog. WordPress has over 40,501 plugins available. Each of which offers custom functions and features enabling users to tailor their sites to their specific needs. WordPress menu management has extended functionalities that can be modified to include categories, pages, etc. If you like this post then please share and like this post. To learn more About website design in wordpress You can visit @ tririd.com Call us @ 8980010210

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

Putting it all together, fluctuations in attitudes and behavior combine to make the stock market the ultimate pendulum. In my 47 full calendar years in the investment business, starting with 1970, the annual returns on the S&P 500 have swung from plus 37% to minus 37%. Averaging out good years and bad years, the long-run return is usually stated as 10% or so. Everyone’s been happy with that typical performance and would love more of the same. But remember, a swinging pendulum may be at its midpoint “on average,” but it actually spends very little time there. The same is true of financial market performance. Here’s a fun question (and a good illustration): for how many of the 47 years from 1970 through 2016 was the annual return on the S&P 500 within 2% of “normal”—that is, between 8% and 12%? I expected the answer to be “not that often,” but I was surprised to learn that it had happened only three times! It also surprised me to learn that the return had been more than 20 percentage points away from “normal”—either up more than 30% or down more than 10%—more than one-quarter of the time: 13 out of the last 47 years. So one thing that can be said with total conviction about stock market performance is that the average certainly isn’t the norm. Market fluctuations of this magnitude aren’t nearly fully explained by the changing fortunes of companies, industries or economies. They’re largely attributable to the mood swings of investors. Lastly, the times when return is at the extremes aren’t randomly distributed over the years. Rather they’re clustered, due to the fact that investors’ psychological swings tend to persist for a while—to paraphrase Herb Stein, they tend to continue until they stop. Most of those 13 extreme up or down years were within a year or two of another year of similarly extreme performance in the same direction.

The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

many corporate boards lack the understanding to evaluate marketing strategies and expenditures. Most directors—and a rising percentage of Fortune 500 CEOs—lack deep experience in this field.

Fortune 500 companies are still using incentive programs that were proven ineffective almost a generation ago.

As Deloitte’s Shift Index shows, the average life expectancy of a Fortune 500 company has declined from around 75 years half a century ago to less than 15 years today.

CEO power predicts company profitability: The perceived power of male Fortune 500 CEOs’ faces predicts the profitability of their companies.

When a chief executive says, 'people are our most important asset' he (almost always 'he' since by 2008, only 12 of the Fortune 500 companies had CEOs who were women)is really speaking of a small percentage of the firm’s employees. Everyone else is merely labor cost.

Once I found her sitting straight up at the dining room table with her eyes half open, staring at nothing. When I touched her shoulder, she didn’t even look at me. In spite of all this, or maybe because of it, I always smiled and said hi to her in the halls. I helped her with her English Lit homework and practically did her PowerPoint presentation on the New York Stock Exchange on the morning that it was due. Even so, whenever she saw me coming, she always looked away, like she knew how much crap people gave me about it—not my real friends; I’m talking about world-class losers like Dean Whittaker and Shep Monroe, rich jerks whose Fortune 500 dads swam the icy seas of international finance looking for their next meal. None of that bothered me.

Q: Did you hear about the constipated Wheel of Fortune player? A: He wanted to buy a bowel.

In 1958, the Fortune 500 tenure was 61 years; now it’s only 18 years.

In the case of a single nineteen year old infantry soldier mangled in the devastating blast of a carefully laid roadside bomb, some fifty or even sixty years of exigent torment—some 500,000 hours of constant, inescapable misery—has been created out of virtually nothing, far exceeding the total output of brutal (albeit dazzling) terror felt by another less fortunate soldier in the seconds before his body is irreparably torn apart by shrapnel and his life is extinguished on a poorly defined battlefield, his account closed forever.

when offered the title of baron by Bismarck and the Kaiser, he declined. Perhaps he felt he just didn’t need it. He was, after all, a modern man. According to the Annual of the Fortune and Income of Millionaires in Prussia—a sort of Forbes 500 of the day—Eugen was one of the wealthiest men in Germany.

It is clear looking at statistics of inventions, discoveries and fortune 500 companies, that it is not the believers that are managing the affairs of the earth. What a tragedy!!!

Alex Madrigal of The Atlantic has reported that fifteen of the top twenty retailers in the Fortune 500 use Helvetica,

truly believe that the single most important career decision that a woman makes is whether she will have a life partner and who that partner is. I don’t know of one woman in a leadership position whose life partner is not fully—and I mean fully—supportive of her career. No exceptions. And contrary to the popular notion that only unmarried women can make it to the top, the majority of the most successful female business leaders have partners. Of the twenty-eight women who have served as CEOs of Fortune 500 companies, twenty-six were married, one was divorced, and only one had never married.12 Many of these CEOs said they “could not have succeeded without the support of their husbands, helping with the children, the household chores, and showing a willingness to move.”13 Not surprisingly,

Immigrants are more than twice as likely to start a business as native-born Americans, and 52 percent of Silicon Valley start-ups include an immigrant. Forty percent of the Fortune 500 companies were founded by first-generation immigrants or their children.7

Take what fame or fortune comes your way. My first bestseller was a cookbook, so remember to be open to trying new things. From that experience I learned things about marketing a book that benefitted me greatly and, combined with my sales management experience with Fortune 500 companies, I was able to launch a string of bestsellers.

A massive bookshelf stood behind a deep burgundy desk that was better fit for a Fortune 500 company CEO than a twelve year old. There was a beautiful globe next to it, with Old English writing on it. It looked at least two and a half centuries old. The windows were frosted, the desk lamp was green and the leaning pile of papers on the desk looked like the recycling pastime of an obsessive compulsive stenographer. To the left was a beautiful oil canvas in which a small figure had been drawn on top of a mountain as he clamored towards the heavens while a lemon yellow sun hung on top of it. The arms were like a V reaching for the sky and in the foreground were no less than thirty bodies strewn across the basin in a sea of maroon below. “That was a gift from Edward Louis,” said the voice of the boy from behind Nathaniel. The young man hadn’t been frightened; he was more impressed that the child vampire had slipped in without allowing any noise from the hall to enter with him. “There was a time when he called me King Jeremy the Wicked. Mostly it was an endless jab since I wasn’t much for battles or slaughter. I might add that like many of you humans, I’d rather not know where my food comes from.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

Current public diplomacy and foreign policy making reduces the role of American citizens to mere spectators. The USIA's model of democracy and the free market is promoted as the superpower version of economic globalization, packaged and ready for shipping to clients throughout the world. In this version, foreign capital flows freely while the movement of people, particularly the world's poor, is strictly controlled. Such a commercial package speaks first and foremost for government 'partners,' the Fortune 500 corporations, which are the primary beneficiaries as well as the bankrollers of the American political process. This is a packaged story of America that is incomplete and undemocratic. Where do workers and communities fit into the story? How do private citizens play a part in building dialogue across cultures?

Guideline #12: Hire a professional. Remember the definition of a job seeker I posted at the front of this book? Take a moment and go back to the definition, and study all the aspects of the job campaign you have to master or be proficient in. CEOs of Fortune 500 companies would be hard-pressed to master or be proficient in that many disciplines. They have finance professionals, sales teams, IT departments, management personnel, and consultants to help them. However, most job seekers conduct the job campaign solely on their own.

Planning Your Courses at the Schools of Experience If you think about McCall’s theory, going through the right courses in the schools of experience can help people in all kinds of situations increase the likelihood of success. One of the CEOs I have most admired, Nolan Archibald, has spoken to my students on this theory. Archibald has had a stellar career, including having been the youngest-ever CEO of a Fortune 500 company—Black & Decker. After he retired, he discussed with my students how he’d managed his career. What he described was not all of the steps on his résumé, but rather why he took them. Though he didn’t use this language, he built his career by registering for specific courses in the schools of experience. Archibald had a clear goal in mind when he graduated from college—he wanted to become CEO of a successful company. But instead of setting out on what most people thought would be the “right,” prestigious stepping-stone jobs to get there, he asked himself: “What are all the experiences and problems that I have to learn about and master so that what comes out at the other end is somebody who is ready and capable of becoming a successful CEO?” That meant Archibald was prepared to make some unconventional moves in the early years of his career—moves his peers at business school might not have understood on the surface. Instead of taking jobs or assignments because they looked like a fast-track to the C-suite, he chose his options very deliberately for the experience they would provide. “I wouldn’t ever make the decision based upon how much it paid or the prestige,” he told my students “Instead, it was always: is it going to give me the experiences I need to wrestle with?” His first job after business school was not a glamorous consulting position. Instead, he worked in Northern Quebec, operating an asbestos mine. He thought that particular experience, of managing and leading people in difficult conditions, would be important to have mastered on his route to the C-suite. It was the first of many such decisions he made. The strategy worked. It wasn’t long before he became CEO of Beatrice Foods. And then, at age forty-two, he achieved an even loftier goal: he was appointed CEO of Black & Decker. He stayed in that position for twenty-four years.

The Fate Gene   A latent Ch05En gene destines someone for greatness. Maybe you'll be a rock star, or CEO of a Fortune 500. You might save somebody's life, or give birth to the greatest supporting actress of all time.   Maybe you'll be a superhero.   Those

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.

TIAA is the largest agricultural investor in the world, the third largest commercial real estate manager in the world, and number 80 on the Fortune 500.

biggest companies and government agencies were designed in another century, for purposes of safety and stability. Built to last, as the saying goes. They were not built to withstand rapid, radical change. This is why, according to Yale’s Richard Foster, 40 percent of today’s Fortune 500 companies will be gone in ten years, replaced, for the most part, by upstarts we’ve not yet heard of. Institutions are similarly suffering.

Yggdrasil's Library “Christianity – A Modest Defense” Can trusting other races to treat us fairly as we slip into minority status be a smart strategy for individual Whites? The typical White professional believes that it is only the bottom 20% of Whites who are hurt by "diversity" efforts, affirmative action and quotas. They think that they and their children will never be impacted. They fail to grasp that diversity is about power and control. Power does not flow from entry level jobs. The racial extortion coalition that firmly controls our media and national government is quite comfortable with the idea of Whites serving as infantry riflemen, police, trash haulers, security guards, prostitutes and fashion models. It is the sight of White males in top positions in the Fortune 500 which enrages them.

We wonder how our nation has come to its present moment. We watch as today’s courtier class—legislators, Fortune 500 businessmen, and celebrities—break every law with impunity. They bilk the system. They pay no taxes. They openly lie and cheat and steal. They even wage war on democracy itself through voter suppression and insurrection. These attacks on the core of American identity are swept under the proverbial rug. This 1662 law broke our nation—even before it began. That is our genesis.

A report by the Center for American Entrepreneurship found that, in 2017, out of the largest five hundred US companies by revenue (the Fortune 500 list), 43 percent were founded or co-founded by immigrants or the children of immigrants.

But in most fields, incrementalism is merely a lack of audacity and boldness. Maybe you won't lose, but you won't win either. Larger, established enterprises are especially prone to incremental behavior because risks are not rewarded—but screwups are severely punished. Many of these companies end up killing themselves gradually, through stagnation. That's why very few enterprises that were in the Fortune 500 just 50 years ago still exist. A living organism like a business needs to reinvent itself all the time, rather than just consolidate and extend

With Heinz, Berkshire now owns 8 1/2 companies that, were they stand-alone businesses, would be in the Fortune 500. Only 491 1/2 to go.

A very small percentage of Fortune 500 CEOs are women.

Among Fortune 500 CEOs, there are more men named James than there are women.

Stewart Brand abandoned his communard dreams for a new calling: corporate consultant. He had gotten a taste of the power of a social network at the WELL. If a company could sponsor an online community and if it could convince its customers that they were engaging in social rather than economic activity, then they could increase customer allegiance and their own profits. From this insight flowed the Global Business Network. Forget going back to the land—there was gold in preaching that Whole Earth message in the suites of the Fortune 500. The corporate conquest of the Web had started.

Results of a recent survey of 74 chief executive officers indicate that there may be a link between childhood pet ownership and future career success. Fully 94% of the CEOs, all of them employed within Fortune 500 companies, had possessed a dog, a cat, or both, as youngsters. The respondents asserted that pet ownership had helped them to develop many of the positive character traits that make them good managers today, including responsibility, empathy, respect for other living beings, generosity, and good communication skills. For all we know, more than 94% of children raised in the backgrounds from which chief executives come had pets, in which case the direction of dependency would be negative. Maybe executive success is really related to tooth brushing during childhood. Probably all chief executives brushed their teeth, at least occasionally, and we might imagine the self-discipline thus acquired led to their business success. That seems more reasonable than the speculation that “communication skills” gained through interacting with a childhood pet promote better relationships with other executives and employees.

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Entre 1995 y 2005, por ejemplo, los inmigrantes fundaron el 52 por ciento de todas las nuevas compañías de Silicon Valley.[41] Y fundaron, a su vez, más del 40 por ciento de las empresas incluidas en 2017 en el listado Fortune 500 de Estados Unidos.[42]

We are more motivated by avoiding losses than getting equivalent gains . A concept called Loss Aversion

Capture the Quantitative Impact of Your Accomplishments Examine everything you’ve done, but don’t merely report what you’ve done. Report the quantitative impact, that is, the numbers that resulted from your achievement. That’s what hiring managers care about most. For example: When I was in school, I worked in the University’s Personnel department. During my time there, the Director asked if I could explain a monthly report she received from Accounts Payable. The report identified everything charged to Personnel. Unfortunately, neither the Director nor her team could understand what it was saying. After some analysis and research, I was able to translate the confusing report into something the Director could understand. What I did not do was ask the Director and her team for the financial impact of now being able to understand the report. While what I did was a valuable story to share at my next interview, it would have meant a lot more if I’d identified the dollars saved or some other quantified impact. As noted earlier, a few years later, I worked for a high-tech company that sold equipment to Fortune 500 firms. The company wasn’t winning the large deals like they had in the past, so I was asked to investigate. I identified the process breakdown causing the problem. I also created a short-term solution, so that the company could start winning bids again while the long-term solution was being developed. What I did not do — and almost have to kick myself now for not doing — was to ask for the value of the deals we were now winning. Those $$$ would have clearly explained the positive impact of my work. It would have been a wonderful talking point in my resume. After my job was eliminated for the second time in 13 years, I started doing a better job of quantifying the impact of my accomplishments.

The rich enemies of Jehovah and the Bible already knew who my favorite authors were. That's why I am sure that all of my favorite authors must make sure they stop trusting emailed final draft submissions to their publishers. You must vet properly and do as much hand delivery as possible. The spirit(s) claimed that Bill Gates Jr of Microsoft and his Fortune 500 co-horts as well as at least one king of the earth (political ruler) wasted at least $20 billion US dollars on this type of counterfeiting and character assassination and whatever. Please correct me right away if you happen to know I am wrong at all. I appreciate www dot worldcat dot org - and the Freedom of Information Act and the real wikileaks and the real PETA (I just disagree with their violent philosophy and it is impossible for me to be a lifelong vegan).

In 2020, 92.6 percent of CEOs on the Fortune 500 were white.36 A survey conducted that same year of more than forty thousand workers at 317 companies found that while white men make up just 35 percent of the entry-level workforce, they compose 66 percent of the C-suite.37 For every one hundred men who were promoted to manager, only fifty-eight black women and seventy-one Latina women were promoted. Only 38 percent of respondents in entry-level management positions were women of any race.

Today, much of our culture grows from the opposite of what motivated the Marshall Plan. It grows from the self-centered nucleus accumbens. That urge to always think we don’t have enough. Dopamine convinces us that happiness lies around the corner, just a little bit more, and this prevents us from enjoying serotonin’s contentment with what we already possess. I see connections to our national drug-addiction epidemic in the fact that every year dozens of Fortune 500 corporations pay no federal income taxes, while many American families worry about rent and food. I see the epidemic connected to the massive amount of US wealth diverted from the bottom and the middle to the top in the last forty years. Jobs that went overseas were just the free market at work—nothing to be done. I don’t think we should wonder why so many of our towns and neighborhoods are threadbare and drug addiction so widespread.

Smart Brevity’s Core 4 Smart Brevity, in written form, has four main parts, all easy to learn and put into practice—and then teach. They don’t apply in every circumstance but will help you begin to get your mind around the shifts you need to make. 1 A muscular “tease”: Whether in a tweet, headline or email subject line, you need six or fewer strong words to yank someone’s attention away from Tinder or TikTok. 2 One strong first sentence, or “lede”: Your opening sentence should be the most memorable—tell me something I don’t know, would want to know, should know. Make this sentence as direct, short and sharp as possible. 3 Context, or “Why it matters”: We’re all faking it. Mike and I learned this speaking to Fortune 500 CEOs. We all know a lot about a little. We’re too ashamed or afraid to ask, but we almost always need you to explain why your new fact, idea or thought matters. 4 The choice to learn more, or “Go deeper”: Don’t force someone to read or hear more than they want. Make it their decision. If they decide “yes,” what follows should be truly worth their time.

Family, social, and environmental responsibility was the most revolutionary of all the values at the time, especially for a publicly traded Fortune 500 company. I was sure that these values would cause the toughest debates and hardest decisions among the leadership team; I was wrong. The team was very enaged and proud of these values. They helped us to see the inextricable connection between the company and people, families, communities, and the environment. We made courageous and radical decisions to align our policies and practices and behaviors with these important values.

The companies on the original Fortune 500 list earned a combined $8.3 billion in profit in 1955 (approximately $79 billion in 2019 dollars). In 2019, the Fortune 500 came out $1.2 trillion in the black. But instead of raising wages for workers or lowering prices for consumers, modern companies direct more of their gains to shareholders.

Their grandfather had been a professor at UC Davis and thanks to him they knew the founders’ names of the top Fortune 500 companies before they knew the states and their capitals. Ever since then she referred to major businesses by their founder’s name.

Herman Miller was my Camelot. I experienced a place where the high ideals I was taught by my parents and some of the deepest values most people cherished defined this Fortune 500 corporation.

Only 11 percent of the companies that made up the Fortune 500 in 1955 are on the list today The average age of a company on the S&P 500 Index has fallen from sixty years in the 1950s to less than twenty years currently

With a typical Fortune 500 company using thousands of individual software programs, the list of vulnerabilities could hover in the tens of thousands at any given moment. It was an impossible game of catch-up against an adversary that only needed one hole to remain open among literally millions that an organization had to continually fix.

As a high-need-for-achievement individual, you’ve set ambitious goals for yourself. That’s fine. But there’s a difference between ambitious goals and unrealistic ones. Some people are set on making their first $1 billion before age forty or becoming CEO of a Fortune 500 company before age fifty. When you fixate on unrealistic goals and fail to achieve them, you become bitter and cynical. Instead of resetting your goals realistically, you take out your disappointment on others. You blame others for failing to choose you for the top spot.

The World Economic Forum, which tracks performance on gender equality measures in 134 countries, reports a clear correlation between progress in gender and GDP per capita. And a recent study found that Fortune 500 companies with the highest number of women on their boards were 53-percent more profitable than those with the fewest women board members. Where women have access to secondary education, good jobs, land and other assets, national growth and stability are enhanced, and we see lower maternal mortality, improved child nutrition, greater food security and less risk of HIV and AIDS.

Instilling certainty is different from creating Status Alignment. With Alignment, your goal is to show the buyer you’re similar to them and make them instantly feel like you “get” them—whether you’re talking to a coal miner or a Fortune 500 CEO.

I once asked a CEO of an environmental equipment company what his goals were. I was expecting to hear some intent, like “Give people inexpensive tools to reduce carbon emissions” or “Help coal companies be better neighbors in their communities.” Instead, he replied that he wanted his company to make the Fortune 500. That might be a result of his success, but success doing what? Only intent points to clear action.

ValUBooks is a Fortune 500 company with over a billion in assets, operating more than 1,000 successful retail outlets across the country, and employing over 30,000 people.

Antispanking laws would solve a nagging problem for Child Protective Service agencies nationwide: to wit, the criticism that current child abuse and neglect laws discriminate against the poor-that, in fact, definitions of neglect and abuse are often synonomous with definitions of poverty. A prohibition on spanking would be nondiscriminatory; it would "tie the hands," so to speak, of haves and have-nots alike. After all, the typical Fortune 500 CEO has probably never beaten his children in ways that produced bruises on their bodies; nevertheless, he has probably spanked them. Antispanking laws would mean that he would be no less vulnerable to the forced "interventions" of Child Protective Services workers than an unemployed single mother of three living hand-to-mouth in a slum tenement.

Platforms, then, have economic advantages that enable them to grow faster than similar pipeline businesses. This phenomenon alone would lead to significant disruption of traditional industries, as platform businesses displace pipeline businesses at the top of the Fortune 500 rankings. But the era of platforms-eat-pipelines is disrupting businesses in many other ways as well. In particular, the rise of the world of platforms is reconfiguring the familiar business processes of value creation, value consumption, and quality control.8

A sense of pride washes over me when they all yield to my simple demands. It’s what keeps the wheel greased and moving efficiently. We’re not a Fortune 500 company and one of the world’s most prestigious acquisition firms for nothing. It takes an iron fist to keep everyone in perfect submission. All because they obey my one golden rule.

Thus, although orthodox Buddhists do believe that the religious value of Buddhism surpasses that of other religions, they do not discriminate against other religions or deny their value. If believers of other religions create the conditions for a fortunate rebirth and act constructively, aren’t these people better qualified to be the friends of Buddhism than those scoundrels who destroy human happiness? Although Buddhists encourage believers of other religions to convert to Buddhism, Buddhists have never ostracized or persecuted other religions. This is clear from the last 2,500-plus years of world history.