Gm World Quotes

Foreign Invaders: An Autoimmune Disease Journey through Monsanto’s World of Genetically Modified Food Dara Jones

Jeffrey's book, Seeds of Deception, is the world's bestseller on GMOs, and his film, Genetic Roulette, exposes serious health risks of the Genetically Modified (GM) foods Americans eat every day.

This unfortunate position of the African Continent and its peoples appears to be the result of misrepresentation upon which the structure of race prejudice has been built, i.e. the historical world opinion that the African Continent is backward, that its people are backward, and that their civilization is also backward.

Alan and his wife had worked all their lives, and managed to sock away a million dollars for retirement. But four months earlier he’d gotten the idea that, despite having no experience in the markets, he should buy a hundred thousand dollars’ worth of GM stock, based on reports that the U.S. government might bail out the auto industry. He was convinced it was a no-lose investment. After his trade went through, the media reported that the bailout might not happen after all. The market sold off GM and the stock price fell. But Alan imagined the thrill of winning big. It felt so real he could taste it. He held firm. The stock fell again, and again, and kept dropping until finally Alan decided to sell, at a big loss. There was worse to come. When the next news cycle suggested that the bailout would happen after all, Alan got excited all over again and invested another hundred thousand dollars, buying more stock at the lower price. But the same thing happened: the bailout started looking uncertain.

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

Ancient Rome, who through the edicts of her Emperors Theodosius in the 4th century A.D. and Justinian in the 6th century A.D. abolished the Mysteries of the African Continent; that is the ancient culture system of the world. The higher metaphysical doctrines of those Mysteries could not be comprehended; the spiritual powers of the priests were unsurpassed; the magic of the rites and ceremonies filled the people with awe; Egypt was the holy land of the ancient world and the Mysteries were the one, ancient and holy Catholic religion, whose power was supreme. This lofty culture system of the Black people filled Rome with envy, and consequently she legalized Christianity which she had persecuted for five long centuries, and set it up as a state religion and as a rival of Mysteries, its own mother. This is why the Mysteries have been despised; this is why other ancient religions of the Black people are despised; because they are all offspring of the African Mysteries, which have never been clearly understood by Europeans, and consequently have provoked their prejudice and condemnation. In keeping with the plan of Emperors Theodosius and Justinian to exterminate and forever suppress the culture system of the African continents the Christian church established its missionary enterprise to fight against what it has called paganism.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

And in those same years, the farmers in the developing world would come to be encouraged to use the patented descendants of the seeds their ancestors had once freely shared. And once they did that, once they bought the new seed and stopped saving seed as they had for centuries, they not only lost the old varieties but they were trapped in a system that indentured them to the seed companies. And if they resisted buying the new seeds, even if they resisted because they were not convinced about the safety of the new seeds, they were told they were causing starvation in their countries. And if they thought to demand royalties for the germplasm their ancestors once had given freely, they were called greedy.

Why trust this account when humanity has never been so rich, so healthy, so long-lived? When fewer die in wars and childbirth than ever before—and more knowledge, more truth by way of science, was never so available to us all? When tender sympathies—for children, animals, alien religions, unknown, distant foreigners—swell daily? When hundreds of millions have been raised from wretched subsistence? When, in the West, even the middling poor recline in armchairs, charmed by music as they steer themselves down smooth highways at four times the speed of a galloping horse? When smallpox, polio, cholera, measles, high infant mortality, illiteracy, public executions and routine state torture have been banished from so many countries? Not so long ago, all these curses were everywhere. When solar panels and wind farms and nuclear energy and inventions not yet known will deliver us from the sewage of carbon dioxide, and GM crops will save us from the ravages of chemical farming and the poorest from starvation? When the worldwide migration to the cities will return vast tracts of land to wilderness, will lower birth rates, and rescue women from ignorant village patriarchs? What of the commonplace miracles that would make a manual labourer the envy of Caesar Augustus: pain-free dentistry, electric light, instant contact with people we love, with the best music the world has known, with the cuisine of a dozen cultures? We’re bloated with privileges and delights, as well as complaints, and the rest who are not will be soon.

What can I tell them? Sealed in their metallic shells like molluscs on wheels, how can I pry the people free? The auto as tin can, the park ranger as opener. Look here, I want to say, for godsake folks get out of them there machines, take off those fucking sunglasses and unpeel both eyeballs, look around; throw away those goddamned idiotic cameras! For chrissake folks what is this life if full of care we have no time to stand and stare? eh? Take off your shoes for a while, unzip your fly, piss hearty, dig your toes in the hot sand, feel that raw and rugged earth, split a couple of big toenails, draw blood! Why not? Jesus Christ, lady, roll that window down! You can't see the desert if you can't smell it. Dusty? Of course it's dusty—this is Utah! But it's good dust, good red Utahn dust, rich in iron, rich in irony. Turn that motor off. Get out of that peice of iron and stretch your varicose veins, take off your brassiere and get some hot sun on your old wrinkled dugs! You sir, squinting at the map with your radiator boiling over and your fuel pump vapor-locked, crawl out of that shiny hunk of GM junk and take a walk—yes, leave the old lady and those squawling brats behind for a while, turn your back on them and take a long quiet walk straight into the canyons, get lost for a while, come back when you damn well feel like it, it'll do you and her and them a world of good. Give the kids a break too, let them out of the car, let them go scrambling over rocks hunting for rattlesnakes and scorpions and anthills—yes sir, let them out, turn them loose; how dare you imprison little children in your goddamned upholstered horseless hearse? Yes sir, yes madam, I entreat you, get out of those motorized wheelchairs, get off your foam rubber backsides, stand up straight like men! like women! like human beings! and walk—walk—WALK upon your sweet and blessed land!

These passages (Nietzsche, GM, 2.16) have an uncanny dual-aspect quality to them, with master morality oscillating between being a mythic trace of our wholly animal past (the articulation of a state of nature) and a specific mode of organizing the cultural dimension of any genuinely human life, and slave morality oscillating between being a later such mode and being the mythical means by which the human animal enters into culture in the first place (by dividing himself in two). Either way, however, the priests who lead the revolution are plainly possessed of an inner life of very significant depth and richness, and so must have already been marked by the very self-scrutinizing, life-denying value-system that Nietzsche’s account also tells us they create in order to marshal their slave army. But if Nietzsche finds himself affirming the paradoxical conclusion that slave morality makes possible not only its cultural hegemony but also its own existence, that indicates a fundamental tendency on his part to view this life-denying value-system as having always already left its traces on human life—as being what first makes genuinely human life possible, and indeed what first makes human beings and the world in which they live at once interesting, profound, momentous, and promising.

battery prices will fall to $100 per kilowatt-hour by 2023 just by following the 16 percent per year cost improvement that the world saw between 2010 and 2016. And that’s probably a conservative estimate. GM has predicted that its lithium-ion cell costs will hit $100 per kilowatt-hour by 2021. Keep in mind that these cost reductions require no breakthrough in battery technology, and they don’t take into account improvements likely to arise from increased competition, consolidation, scale, and innovation as automakers and utilities push further into the market. The effect will be dramatic.

The Quiet Revolution Detroit, 1979. U.S. auto companies were being threatened by foreign competition, and the Motor City became a symbol of American industrial decline. Chrysler would be subjected to its first (but not last) government bailout; the Ford Motor Co. was about to lose $1 billion for that fiscal year, and at least as much again in 1980; and GM’s profits were expected to plunge by a breathtaking $2.5 billion. Meanwhile, Japanese automakers were gaining market share; Toyota would soon surpass GM as the world’s largest car company. (A similar scenario played out in other industries too, especially consumer electronics and the copier industry.) Then, as now, the convenient scapegoat was the rank-and-file employees—in Detroit’s case, the unionized workers whose relatively high wages and ostensibly poor work ethic were initially blamed for the automakers’ problems. Only as Japanese wage rates reached parity with those in the United States and Japanese automakers began hiring American workers for their U.S. plants did some Detroit auto executives begin rethinking the narrative of blue-collar failure.

Pat and I had never gotten along well. My mother used to claim it was because Pat had never married and wasn’t accustomed to dealing with children, but, in my heart, I’d always known better. It was more than that. On some fundamental level, we saw the world in completely different terms. And unable to identify the source of the friction, we’d allowed it to slop over into all our dealings, creating an air of discord which, for the last thirty years, had drifted over the field of our linked lives like cannon smoke.

Rarely have I had the pleasure of reading such a riveting tale of adventure on the high seas. Cerulean Isle delivers page after page and seems to have it all, from bloodthirsty pirates to the mesmerizing ‘Mermaidens’ of the deep. I highly recommend this book to anyone who has even a passing interest in those bold adventurers of old who called the heaving deck of a ship their home and declared war on the world around them.

It is a fact that today steel can be made more cheaply outside America. This is also true of many other products: shoes, shirts, toys, and so on. Cars are different—Detroit’s prosperity plummeted because auto executives made bad decisions and overpaid their workers. Consequently others figured out how to make cars better and more cheaply not only in Korea and Japan, but also in other states like North Carolina. There is unintentional comedy today in watching Michael Moore’s film Roger and Me, in which Moore chases around the head of General Motors to find out why he closed the Flint, Michigan, plant in which Moore’s father used to work. Moore thinks that the plant was closed because greedy bosses like Roger Smith wanted to keep more profits. He fails to mention that unions, like the one his dad belonged to, pressured GM to raise wages so high that GM cars just cost too much. Hardly anyone wanted to buy mediocre cars that were so expensive. Either GM had to keep losing market share, or figure out how to make cars more cheaply. So if Moore wanted to find the greedy fellows who caused the Flint plant to close, he should have started by interviewing his dad.

Avis Budget, recognising the emerging threat, spent $500m last year buying Zipcar, the world’s largest example of a “car club”, a form of sharing in which vehicles are parked on the streets and users can rent them, using a swipe-card, by the hour. In theory, the giant hire firms are well-placed to operate the car-club model: conventional rentals peak during the week, whereas club-car use peaks at weekends, so they can achieve high utilisation rates by shifting cars between the two services. Car clubs and other forms of sharing are proving especially attractive to young drivers. That is encouraging the carmakers to return to a business they have dabbled in before (Hertz has been owned by both Ford and GM; and GM once part-owned Avis).

Always be a Fruitloop in a world of Cheerios

​More than GM Foods I am afraid of GMM People. Genetically and Mentally Mutated People. The Entire Ecosystem Mutates.

A directed story GM is a fortune teller who predicts that awesome things will happen to you in the future. An emergent story GM is a bard who weaves a story about the awesome things that you made happen.

By 1929 GM had delivered its millionth refrigerator, by 1932 (even though the country was in the middle of the century’s greatest economic recession) the total was up to 2.25 million units, and then, despite the continued economic crisis followed by World War II (with industrial mobilization for military production), the share of US households owning a refrigerator rose from just 10 percent in 1930 to nearly 60 percent in 1945 and to 90 percent in 1952.

Consider one scenario that some envisage in an IoT world, where a self-driving car that needs to get somewhere in a hurry can make a small payment to another self-driving car to let it pass. As discussed, you’ll need a distributed trust system to verify the integrity of the transaction, which may involve a lot more information than just that of the money transfer before it can be processed—for example, you may need to know whether the overtaking car is certified as safe to drive at the faster speed, or whether one car’s software can be trusted not to infect the other with malware. These kinds of verifications, as well as that of the fund balance in the paying car’s wallet, could be run through a blockchain log to check the validity of each side’s claims, giving each the assurances they need without having to rely on some certifying central authority. The question, though, is: would this transaction be easily processed if it were based on a private blockchain? What are the chances, in a country of more than 230 million cars, that both vehicles would belong to the same closed network run by a group of permissioned validating computers? If they weren’t part of the same network, the payment couldn’t go through as the respective software would not be interoperable. Other car manufacturers might not want to use a permissioned verification system for which, say, GM, or Ford, is the gatekeeper. And if they instead formed a consortium of carmakers to run the system, would their collective control over this all-important data network create a barrier to entry for newer, startup carmakers? Would it effectively become a competition-killing oligopoly? A truly decentralized, permissionless system could be a way around this “walled-garden” problem of siloed technology. A decentralized, permissionless system means any device can participate in the network yet still give everyone confidence in the integrity of the data, of the devices, and of the value being transacted. A permissionless system would create a much more fluid, expansive Internet of Things network that’s not beholden to the say-so and fees of powerful gatekeepers.

These people from the North Africa did more than merely distinguish themselves in Spain. They were really the recognized custodians of African Culture, to whom the world looks for enlightenment.

It all began the previous summer, when Ted Lindsay visited Marquette Branch Prison as part of a promotional tour with GM Jack Adams. The star winger got along well with the prison’s inmates, and the warden issued an invitation: Come back in the winter for a friendly game. Adams accepted, and on February 2, 1954, the Red Wings arrived to face a pickup team of convicts, surrounded by guard towers and razor wire. Needless to say, there was significant concern over the safety of those involved, and the potential for acts of serious violence. But once the inmates were assured that Gordie Howe would try to keep his elbows down, the game went ahead as scheduled.

When Congress passes new emission standards, we hire 50 more engineers and GM hires 50 more lawyers.

One of the more amusing ideas was an “Australia server” for all the abusive and law-breaking players: Instead of canceling their account and losing customers, we would sentence offensive players to an exile server unsupported by the GM staff.

Mary Barra of GM said. “But they’re going to have multiple ways that they can do that.” Her ultimate goal, she said, is “a world with zero crashes, zero emissions, and zero congestion.

clustered behind national barriers, what was good for General Motors was good for America. The annual gross domestic product figure meant as much to GM’s American customers as it did to the company. If the US economy grew by 5 per cent, there was a high chance the auto-maker’s bottom line had expanded by a similar amount. America’s median income growth rose in line with GDP. Much the same could have been said of Britain’s ICI, or Rolls-Royce. That is an outmoded way of measuring growth in today’s world. Since 2009, the US economy has expanded by roughly 2 per cent a year. Yet it took until 2015 for the median income to regain the level it enjoyed before the Great Recession. Perhaps ‘enjoyed’ is the wrong word. The median income in 2007 was below what it was in 2002, at the start of the business cycle that lasted for most of George W. Bush’s presidency. What is good for Apple may not be good for America. It shuttered its last US production facility in 2004. The Bush expansion was the first on record where middle-class incomes were lower at the end of it than at the start. Today, the US median income is still below where it was at the beginning of this century. Clearly what the typical American understands by growth differs greatly from that of macroeconomists. GDP numbers insist we are doing well, at a time when half the country is suffering from personal recessions. The