Good Aol Quotes

I've nothing against people. Just a***oles. But then, most people are.

Until, on the last day of shooting the pilot, just as Miranda was leaving set, she turned back and said, “Hey, Jennette, do you have AIM?” “Not really,” I said, thinking she was talking about throwing things. I’ve never had good aim. “You don’t have AOL Instant Messenger?” She seemed shocked. “Ohhhh, AIM,” I said, hoping that I sounded convincing, like I knew what it was even though I still didn’t. “Yeah, I have it.” “Cool. Add me.” “Cool.” And I felt it. As soon as I got home that day, I had Marcus sign me up for an account. Over AIM, our friendship blossomed. Miranda and I spent hours talking every day on it. Sometimes if Mom walked past and asked me what I was doing, I’d tell her I was talking to Miranda, but most of the time I’d shrink the AIM text bubble, lie, and say I was doing schoolwork. She didn’t question me. She’d leave the room and then I’d pull the text bubble back up and start laughing.

Knowing that every woman and man is a star is one thing, walking the path while giving the individuals empowerment to act, within this matrix of choices, is something totally different. If we are not ready for the Cosmos manifesting in all its forms within our little ones, including rebellion, we will subdue his or her life-force. A conscious parent has a complete trust in the goodness of the kids,yet they will protect the young ones from alcohol, or drugs, or disturbed sleeping pattern or cigarettes, or dirt, fully aware that the addictive substances will distort our efforts to reach the highest potential or kill us.

We began the show by asking: Who did more for the world, Michael Milken or Mother Teresa? This seems like a no-brainer. Milken is the greedy junk-bond king. One year, his firm paid him $550 million. Then he went to jail for breaking securities laws. Mother Teresa is the nun who spent her lifetime helping the poor and died without a penny. Her good deeds live on even after her death; several thousand sisters now continue the charities she began. At first glance, of course Mother Teresa did more for the world. But it's not so simple. Milken's selfish pursuit of profit helped a lot of people, too. Think about it: By pioneering a new way for companies to raise money, Milken created millions of jobs. The ignorant media sneered at 'junk bonds', but Milken's innovative use of them meant exciting new ideas flourished. We now make calls on a national cellular network established by a company called McCaw Cellular, which Milken financed. And our calls are cheaper because Milken's junk bonds financed MCI. CEO Bill McGowan simply couldn't get the money anywhere else. Without Milken, MCI wouldn't have grown from 11 to 50,000 employees. CNN's 24-hour news and Ted Turner's other left-wing ventures were made possible by Milken's 'junk'. The world's biggest toy company, Mattel, the cosmetics company Revlon, and the supermarket giant Safeway were among many rescued from bankruptcy by Milken's junk bonds. He financed more than 3,000 companies, including what are now Barnes & Noble, AOL Time Warner, Comcast, Mellon Bank, Occidental Petroleum, Jeep Eagle, Calvin Klein, Hasbro, Days Inn, 7-Eleven, and Computer Associates. Millions of people have productive employment today because of Michael Milken. (Millions of jobs is hard to believe, and when 'Greed' aired, I just said he created thousands of jobs; but later I met Milken, and he was annoyed with me because he claimed he'd created millions of jobs. I asked him to document that, to name the companies and the jobs, and he did.)

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

Too many companies these days are like AOL back then. They want to make the most of their innovations. They want to build a great brand with world-class loyalty. But they can’t tell the difference between good profits and bad. As a result, they let themselves get hooked on bad profits.

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The turnaround, however, did not come without expensive failures. Apple had done a good job embracing the Internet, by making the process of getting access to the Web as simple as any other function of an iMac. But Apple’s eWorld, a proprietary online subscription service bundled with new iMacs, was a flop, despite a friendly interface that suggested that going online could be as easy as walking from one neighborhood to the next. All it really offered was email services and a way to download software, and in practice it wasn’t any easier to use than bigger services like EarthLink and AOL, which came bundled on Wintel PCs.