Impact Investing Quotes

After all, your chances of winning a lottery and of affecting an election are pretty similar. From a financial perspective, playing the lottery is a bad investment. But it's fun and relatively cheap: for the price of a ticket, you buy the right to fantasize how you'd spend the winnings - much as you get to fantasize that your vote will have some impact on policy.

When money is pooled together, it has a greater impact. A million dollars has more impact than one hundred thousand dollars. One hundred ETH has more impact than ten ETH. The more money, the greater the impact.

Ultimately, Investing is about holistic ROI. It’s not about just owning stocks or crypto or flipping for quick income. When we talk about holistic ROI, we are looking at our long term profit, short term profit, income security, cash flow, social impact, environmental impact, spiritual impact, stability of the permaculture economy, and more. That’s how we see it at Mayflower-Plymouth.

Money has a spiritual correlation. What we do with money and how we impact the world through our spending, saving and investing…. It has spiritual consequences.

With money comes responsibility. How we spend and invest our money has an impact on ourselves and on so many other people.

When we act upon capital as stewards, we not only retain it - we multiply it. We grow it. We expand it. And we perpetuate it to impact more and more lives in meaningful ways.

Investing isn’t a game - It has a substantive impact on the living of life and the development of civilization. It’s not just about stock tickers and opening bells and timing buys and sells to get a quick profit in the gap…. It effects when and where houses are built, the quality of schools, the accessibility of organic food, the price of solar relative to gasoline…. Investments direct the development of civilization.

It takes a huge investment in introspection to learn that the thirty or more hours spent “studying” the news last month neither had any predictive ability during your activities of that month nor did it impact your current knowledge of the world.

Investing at large scales is where the greatest impact happens. When we’re investing with billions of dollars or trillions of dollars, it’s easier to effect whole systems and implement society-scale results more rapidly and with more efficiency. When you have big objectives, you need big money. We have big objectives at Mayflower-Plymouth and we have a lot of good things to do in the world that’s going to help a lot of people, so we need to be working with big numbers.

At Mayflower-Plymouth, our investment approach is based on Permaculture Economics. We invest based on what we learn from nature and universal principles. We also emphasize the spiritual, ecological and physical impact of our investments. It’s a holistic approach. When you put your money with us, you can rest assured knowing your money is growing, but not at the expense of your values. In fact, you know with us your money is actually making the world a better place because we invest in alignment with natural, spiritual and cosmic law.

The modern world needs more and more capital for development. The capital makers are doing their best to achieve this. They are using various ad-hocs to maintain the aura of this modernity along with the continue paddling to strive the better future for the existing as well as coming generations. Investors like Aman Mehndiratta have come forward, took the reins in their hands and have started investing in Impact Investments.

Changes in interest rates can have significant impacts on debt securities risk.

The “occasionally remarkable” moments shouldn’t be left to chance! They should be planned for, invested in.

All investing is impact investing. The key is to ensure that the impacts brought about by our investments are the kind that make the world a better place.

Your happiness is affected by 1) your outlook, that is, how you choose to view the events and circumstances of your everyday life; 2) specific actions with positive impact—things like writing down three things your grateful for, or sending appreciative emails, doing random acts of kindness, practicing forgiveness, meditating, and exercising; and 3) where you put your time and energy, and especially investing more time into important relationships and personally meaningful pursuits.

Investing the time up front to clarify what will move the needles dramatically increases the odds that simple rules will be applied where they can have the greatest impact.

We need to start to talk about money in ways that dethrone it and make it subject to human ethics and standards of love and decency.

Mother Nature does not develop Alzheimer’s—actually there is evidence that even humans would not easily lose brain function with age if they followed a regimen of stochastic exercise and stochastic fasting, took long walks, avoided sugar, bread, white rice, and stock market investments, and refrained from taking economics classes or reading such things as The New York Times.

Goldman Sachs preaching about diversity so it can be at the front of the line for the next government bailout. It’s AstraZeneca waxing eloquent about climate change so it can secure multibillion-dollar government contracts for vaccine production. It’s State Street building feminist statues to detract attention from wage discrimination lawsuits from female employees, all the while marketing its exchange-traded fund with the ticker “SHE.” It’s Chamath Palihapitiya founding a social impact investment fund and criticizing Silicon Valley, even though he and his wealth are products of Silicon Valley, all to cover up for his prior tenure as an executive at Facebook who dreamed out loud about a private corporate military. Those companies and people use their market power to prop up woke causes as a way to accumulate greater political capital—only to later come back and cash in that political capital for more dollars.

To be effective engineers, we need to be able to identify which activities produce more impact with smaller time investments.

In our work in whole-system change, my colleagues and I have shown time and again that if you give people skills (invest in capacity building), most of them will become more accountable.

My father who got cages instead of compassion. My father whose whole story no one of us will ever know. What did it do to him, all those years locked away, all that time in chains, all those days upon days without human touch except touch meant to harm - hand behind your back, N****r. Get on the fucking wall, N****r! Lift your sac, N****r. Don't look at me like that or I will f*****g kill your Black ass. It would be easy to speculate about the impact of years of cocaine use on my father's heart, but I suspect that it will tell us less than if we could measure the cumulative effects of hatred, racism and indignity. What is the impact of years of strip searches, of being bent over, the years before that when you were a child and knew that no dream you had for yourself was taken seriously by anyone, that you were not someone who would be fully invested in by a nation that treated you as expendable?

One concept lately gaining momentum is “impact investing” or “triple-bottom-line investing,” whereby investors back businesses that generate financial returns and meet measurable social or environmental goals.

While Corporate Social Responsibility (CSR) and ESG frameworks have pushed companies to consider their broader impact, a new frontier is emerging: Permaculture Economics. This holistic approach transcends the traditional focus on mitigating negative impact and instead emphasizes actively creating a regenerative future.

Here are a few key guidelines to consider: Spend less than you earn—invest the surplus—avoid debt. Do simply this and you’ll wind up rich. Not just in money. Carrying debt is as appealing as being covered with leeches and has much the same effect. Take out your sharpest knife and start scraping the little bloodsuckers off. If your lifestyle matches—or god forbid exceeds—your income, you are no more than a gilded slave. Avoid fiscally irresponsible people. Never marry one or otherwise give him or her access to your money. Avoid investment advisors. Too many have only their own interests at heart. By the time you know enough to pick a good one, you know enough to handle your finances yourself. It’s your money and no one will care for it better than you. You own the things you own and they in turn own you. Money can buy many things, but nothing more valuable than your freedom. Life choices are not always about the money, but you should always be clear about the financial impact of the choices you make.

If…an infant, especially one born with a genetically-encoded altered neurophysiologic reactivity, does not have adequate experiences of being part of an open dynamic system with an emotionally responsive adult human, its corticolimbic organization will be poorly capable of coping with the stressful chaotic dynamics that are inherent in all human relationships. Such a system tends to become static and closed, and invested in defensive structures to guard against anticipated interactive assaults that potentially trigger disorganizing and emotionally painful psychobiological states. Due to its avoidance of novel situations and diminished capacity to cope with challenging situations, it does not expose itself to new socioemotional learning experiences that are required for the continuing experience-dependent growth of the right brain. This structural limitation, in turn, negatively impacts the future trajectory of self-organization.

Here is a remarkable truth: God is able to bring eternal results from our time-bound efforts. This is what Jesus intimates when he tells us to store up treasure in heaven rather than on earth. When we invest our time in what has eternal significance, we store up treasure in heaven. This side of heaven, the only investments with eternal significance are people. “Living this day well” means prioritizing relationships over material gain. We cannot take our stuff with us when we die, but, Lord willing, we may feed the hungry and clothe the needy in such a way that an eternal result is rendered. We may speak words that, by the favor of the Lord, transform into the very words of life. This is the calling of the missionary, the magnate, and the mother of small children: spend your time to impact people for eternity.

Our culture places a premium on work, not on relationships. Think about it. When we meet someone, our first question is not so what kind of positive impact are you having on the people around you?" No, it 's " what do you do for a living"? It's not "how are you investing in others?" Instead even if unspoken, it's "how much money do you make?" Our identity lies in jobs, titles, incomes,not in our connections to people.

I first met Winston Churchill in the early summer of 1906 at a dinner party to which I went as a very young girl. Our hostess was Lady Wemyss and I remember that Arthur Balfour, George Wyndman, Hilaire Belloc and Charles Whibley were among the guests… I found myself sitting next to this young man who seemed to me quite different from any other young man I had ever met. For a long time he seemed sunk in abstraction. Then he appeared to become suddenly aware of my existence. He turned on me a lowering gaze and asked me abruptly how old I was. I replied that I was nineteen. “And I,” he said despairingly, “am thirty-two already. Younger than anyone else who counts, though, “he added, as if to comfort himself. Then savagely: “Curse ruthless time! Curse our mortality. How cruelly short is this allotted span for all we must cram into it!” And he burst forth into an eloquent diatribe on the shortness of human life, the immensity of possible human accomplishment—a theme so well exploited by the poets, prophets, and philosophers of all ages that it might seem difficult to invest it with new and startling significance. Yet for me he did so, in a torrent of magnificent language which appeared to be both effortless and inexhaustible and ended up with the words I shall always remember: “We are all worms. But I do believe that I am a glow worm.” By this time I was convinced of it—and my conviction remained unshaken throughout the years that followed. Later he asked me whether I thought that words had a magic and music quite independent of their meaning. I said I certainly thought so, and I quoted as a classic though familiar instance the first lines that came into my head. Charm’d magic casements, opening on the foam Of perilous seas, in faery lands forlorn. His eyes blazed with excitement. “Say that again,” he said, “say it again—it is marvelous!” “But I objected, “You know these lines. You know the ‘Ode to a Nightengale.’ ” He had apparently never read or heard of it before (I must, however, add that next time I met him he had not learned not merely this but all of the odes to Keats by heart—and he recited them quite mercilessly from start to finish, not sparing me a syllable). Finding that he liked poetry, I quoted to him from one of my own favorite poets, Blake. He listened avidly, repeating some lines to himself with varying emphases and stresses, then added meditatively: “I never knew that old Admiral had found so much time to write such good poetry.” I was astounded that he, with his acute susceptibility to words and power of using them, should have left such tracts of English literature entirely unexplored. But however it happened he had lost nothing by it, when he approached books it was “with a hungry, empty mind and with fairly srong jaws, and what I got I *bit*.” And his ear for the beauty of language needed no tuning fork. Until the end of dinner I listened to him spellbound. I can remember thinking: This is what people mean when they talk of seeing stars. That is what I am doing now. I do not to this day know who was on my other side. Good manners, social obligation, duty—all had gone with the wind. I was transfixed, transported into a new element. I knew only that I had seen a great light. I recognized it as the light of genius… I cannot attempt to analyze, still less transmit, the light of genius. But I will try to set down, as I remember them, some of the differences which struck me between him and all the others, young and old, whom I have known. First and foremost he was incalculable. He ran true to no form. There lurked in his every thought and world the ambush of the unexpected. I felt also that the impact of life, ideas and even words upon his mind, was not only vivid and immediate, but direct. Between him and them there was no shock absorber of vicarious thought or precedent gleaned either from books or other minds. His relationship wit

Thus, increases in interest rates matter greatly for the economy as a whole. They not only cause direct reductions in investment spending and interest-sensitive consumption spending (the main intent of restrictive monetary policy), but they also may reduce aggregate demand indirectly through their impact on asset prices.

I was convinced that I was totally incompetent in predicting market prices - but that others were generally incompetent also but did not know it, or did not know they were taking massive risks. Most traders were just "picking pennies in front of a steamroller," exposing themselves to the high-impact rare event yet sleeping like babies, unaware of it.

The ExxonMobil forecast numbers suggested that to make an impact on oil demand, the world’s governments would have to reach a unified conclusion that climate change presented an emergency on the scale of the Second World War—a threat so profound and disruptive as to require massive national investments and taxes designed to change the global energy mix.

Just as in other aspects of your life, setting financial goals is a tried-and-true way to reach those goals.

It is a pity that dead men are still impacting the world while men who are still alive are wasting away, roaming the world without an understanding of what to do with their time.

You were born to convert the evaporating life into some impact on humanity.

Save to invest, don’t save to save.

If you want to succeed at Level 4, you need to become an investor in people. This means adding value but also expecting to see a return on your investment—not in personal gain but in impact.

Investors have a role in shaping the world, because everything is influenced by the allocation of capital. At scale and collectively, investors are most responsible for the allocation of capital. While responsibility is to be shared among all economic participants - As investors, we should have a sense of responsibility, and pride, about the societal impacts of our investment choices.

We are taught to believe that having deep passions is foolish at best and dangerous at worst. We live in a cultural moment that is suspicious of ardent desires and strong commitments, propagating the idea that few things in life matter, that we have outlived ideals and ethical principles, and that comprehensive cultural change is impossible. Many of us have adopted the view that because we cannot remedy the enormous inequalities of the social world, we should not even bother to try. We have resigned ourselves to the idea that in the long haul nothing we do has any real impact and that caring too much is consequently a waste of our energies. By the same token, our (postmodern and sophisticated) recognition that meaning is inherently relative at times causes us to stop looking for meaning altogether. Though we are surrounded by a multitude of objects, artifacts, cultural icons, and shimmering images, few of these items manage to affect us on a deep level. In some ways, we are increasingly reconciled to the idea that the best we can do is to avoid the more crushing disillusionments of life–that the less we invest ourselves, the more inoculated we are against the misfortunes of the world.

Even for taxable clients, mutual fund managers supervised the assets in very much the same way, simply ignoring the tax impact and passing the tax liability through to largely unsuspecting fund shareholders.

To be effective engineers, we need to be able to identify which activities produce more impact with smaller time investments. Not all work is created equal. Not all efforts, however well-intentioned, translate into impact.

Read with a vengeance, as if the author’s life is on trial, because nothing will have such an impact and be a better investment than owning, reading, and re-reading books that will change the way you think, write, and speak.

We can apply these five questions to our own attempts at building buffers. Think of the most important project you are trying to get done at work or at home. Then ask the following five questions: (1) What risks do you face on this project? (2) What is the worst-case scenario? (3) What would the social effects of this be? (4) What would the financial impact of this be? and (5) How can you invest to reduce risks or strengthen financial or social resilience? Your

Life choices are not always about the money, but you should always be clear about the financial impact of the choices you make. Sound investing is not complicated. Save a portion of every dollar you earn or that otherwise comes your way.

It would be easy to speculate about the impact of years of cocaine use on my father's heart, but I suspect that it will tell us less than if we could measure the cumulative effects of hatred, racism and indignity. What is the impact of years of strip searches, of being bent over, the years before that when you were a child and knew that no dream you had for yourself was taken seriously by anyone, that you were not someone who would be fully invested in by a nation that treated you as expendable?

Truth telling is an investment we must make in relationships—whether personal or professional. It takes a lot of time and thought, and sometimes, courage. However, there is probably not another investment of time that pays a greater dividend when done well.

Your relationships are the only “trophies” that you can take to heaven, so spend your life investing in them. Trust God, treasure your wife, spend time with your kids and build a legacy of love, laughter and faith in your family that will impact the world for generations to come!

The PRC’s “deterritorialized nationalism” is compatible with the commoditization of national sovereignty practice of many Mekong countries in which large-scale, long-term land concessions are granted to Chinese companies for lucrative investment in megaprojects (Dwyer 2007). Deterritorialized nationalism mobilized through xin yimin is at

As far as agricultural GDP is concerned, in today’s China additional investment in high-quality roads no longer has a statistically significant impact while low-quality roads are not only significant but also generate 1.57 yuan of agricultural GDP for every yuan invested. Investment in low-quality roads also generates high returns in rural nonfarm GDP. Every yuan invested in low-quality roads yields more than 5 yuan of rural nonfarm GDP. Low-quality roads also raise more poor people out of poverty per yuan invested than high-quality roads, making them a win–win strategy for growth in agriculture and poverty alleviation. In Africa, governments can learn from the Chinese experience and make sure their road programs give adequate priority to lower-quality and rural feeder roads.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

Design for 80 percent and build separate paths for exceptions. Eliminate or reduce the impact of low-value steps. Simplify complex steps. Combine simple steps. Work to design quality into the work, rather than inspect step outputs after the fact. Use parallel paths wherever possible. Broaden job content and empower employees. Don’t design things to the task level unless the risk of variation is unacceptable and you’re willing to invest in testing prior to implementation.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

How the sadness is handled by the physician has a powerful impact on the medical care received by the patients. If the grief is relentlessly suppressed--as in Eva's experience during residency--the result can be a numb physician who is unable to invest in a new patient. This lack of investment can lead to rote medical care--impersonal at best, shoddy at worst. At the other end of the spectrum is the doctor who is inundated with grief and can't function because of the overwhelming sorrow. Burnout is significant in both these cases, and that erodes the quality of medical care.

Like the V-1, the V-2, dubbed Big Ben, would have little military impact; according to official German calculations the effort invested by Berlin in the V-weapons was roughly equivalent to that of producing 24,000 fighter planes. Further, the V-2 rocket—a hundred times more expensive to build than the V-1—proved less effective than the flying bomb as a terror weapon. Not least among the reasons was the very futility of defending against a missile streaking across the heavens at Mach 5. Since they afforded no protection anyway, neither Allied antiaircraft batteries nor fighter squadrons were tied down, as they had been during the V-1 onslaught.

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.

The rise of loneliness as a health hazard tracks with the entrenchment of values and practices that supersede any notion of "individual choices." The dynamics include reduced social programs, less available "common" spaces such as public libraries, cuts in services for the vulnerable and the elderly, stress, poverty, and the inexorable monopolization of economic life that shreds local communities. By way of illustration, let's take a familiar scenario: Walmart or some other megastore decides to open one of its facilities in a municipality. Developers are happy, politicians welcome the new investment, and consumers are pleased at finding a wide variety of goods at lower prices. But what are the social impacts? Locally owned and operated small businesses cannot compete with the marketing behemoth and must close. People lose their jobs or must find new work for lower pay. Neighborhoods are stripped of the familiar hardware store, pharmacy, butcher, baker, candlestick maker. People no longer walk to their local establishment, where they meet and greet one another and familiar merchants they have known, but drive, each isolated in their car, to a windowless, aesthetically bereft warehouse, miles away from home. They might not even leave home at all — why bother, when you can order online? No wonder international surveys show a rise in loneliness. The percentage of Americans identifying themselves as lonely has doubled from 20 to 40 percent since the 1980s, the New York Times reported in 2016. Alarmed by the health ravages, Britain has even found it necessary to appoint a minister of loneliness. Describing the systemic founts of loneliness, the U.S. surgeon general Vivek Murthy wrote: "Our twenty-first-century world demands that we focus on pursuits that seem to be in constant competition for our time, attention, energy, and commitment. Many of these pursuits are themselves competitions. We compete for jobs and status. We compete over possessions, money, and reputations. We strive to stay afloat and to get ahead. Meanwhile, the relationships we prize often get neglected in the chase." It is easy to miss the point that what Dr. Murthy calls "our twenty-first-century world" is no abstract entity, but the concrete manifestation of a particular socioeconomic system, a distinct worldview, and a way of life.

Or take school attendance. Everybody seems to have different ideas on how to raise it. We should pay for uniforms. Advance school fees on credit. Offer free meals. Install toilets. Raise public awareness of the value of education. Hire more teachers. And on and on. All of these suggestions sound perfectly logical. Thanks to RCTs, however, we know that $100 worth of free meals translates into an additional 2.8 years of educational attainment – three times as much as free uniforms. Speaking of proven impact, deworming children with intestinal complaints has been shown to yield 2.9 years of additional schooling for the absurdly small investment of $10 worth of treatment. No armchair philosopher could have predicted that, but since this finding was revealed, tens of millions of children have been dewormed.

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

We grossly overestimate the length of the effect of misfortune on our lives. You think that the loss of your fortune or current position will be devastating, but you are probably wrong. More likely, you will adapt to anything, as you probably did after past misfortunes. You may feel a sting, but it will not be as bad as you expect. This kind of misprediction may have a purpose: to motivate us to perform important acts (like buying new cars or getting rich) and to prevent us from taking certain unnecessary risks. And it is part of a more general problem: we humans are supposed to fool ourselves a little bit here and there. According to Trivers’s theory of self-deception, this is supposed to orient us favorably toward the future. But self-deception is not a desirable feature outside of its natural domain. It prevents us from taking some unnecessary risks—but we saw in Chapter 6 how it does not as readily cover a spate of modern risks that we do not fear because they are not vivid, such as investment risks, environmental dangers, or long-term security.

In the immediate postbubble period, the wealth effect of asset price movements has a bigger impact on economic growth rates than monetary policy does. People tend to underestimate the size of this effect. In the early stages of a bubble bursting, when stock prices fall and earnings have not yet declined, people mistakenly judge the decline to be a buying opportunity and find stocks cheap in relation to both past earnings and expected earnings, failing to account for the amount of decline in earnings that is likely to result from what’s to come. But the reversal is self-reinforcing. As wealth falls first and incomes fall later, creditworthiness worsens, which constricts lending activity, which hurts spending and lowers investment rates while also making it less appealing to borrow to buy financial assets. This in turn worsens the fundamentals of the asset (e.g., the weaker economic activity leads corporate earnings to chronically disappoint), leading people to sell and driving down prices further. This has an accelerating downward impact on asset prices, income, and wealth.

What if, rather than asking women to bear the burden of responsibility for our nation’s health and intelligence, governments invested money in research for better formulas that can improve health? If what we feed our babies in the first year really has that much of an impact on lifelong health, this should be a priority. Because in reality, not all babies are going to be able to be breastfed, as long as we want to live in a world where women have the freedom to decide how to use their bodies; whether to work or stay home; whether to be a primary caregiver or not. In reality, there are going to be children raised by single dads; there are going to be children raised by grandparents; there are going to be children who are adopted by parents who aren’t able to induce lactation; there are going to be children whose mothers don’t produce enough milk, or who are on drugs not compatible with breastfeeding. Rather than demanding that every mother should be able to—should want to—breastfeed, we should be demanding better research, better resources, better options. We should be demanding better.

The various seafood guides usually rank farmed fish based on safety for consumers as well as on environmental impacts. Currently, it’s really hard to find out where or how animals were raised, what they have consumed that you don’t want to have as a part of you, or how long they have been sitting in storage, accumulating things you also do not want to have as a part of you. What most guides do not tell you is whether the fish are plant-eaters or carnivores, nor do you learn their likely age, and these things matter a lot for two reasons. The higher up the food chain, and the older the animal, the greater the concentration of contaminants: tuna, shark, swordfish, halibut, and in fact, most of the fish in the counter fit into this category. It takes a much greater investment from the ecosystem, pound for pound, to make a ten-year-old fish-eating tuna than a one-year-old plant-eating catfish. For those who want to eat low on the food chain with lowest risk of contaminants, farmed catfish, tilapia, carp, and certain mollusks are the best choices, but even so, it makes a difference where and how they were raised.

Indeed, for those in the West inclined to be critical of China, here are few cautionary facts. With its absolutely massive population (1.33 billion or one-fifth of the world's population) it's obvious that China should have a massive impact on the world. Yet, it's one-child policy, for all the uncomfortable ethical questions it raises and the painful sacrifice made by millions of Chinese families, means that China's annual percentage growth rate is low relative to the global average (0.49 per cent versus 1.13 per cent). Even with a population more than four times that of the United States (1.3 billion versus 0.3 billion), China's ecological footprint is still less than that of the US (2456 million global hectares versus 2730 million global hectares). In 2009, China invested far more than any other country in the clean energy industry – $34.6 billion or 0.39 per cent of its gross domestic product compared to United States' $18.6 billion or 0.13 per cent of GDP. When it comes to reforestation, China punches way above its numerical and geographical weight, with massive initiatives like the NFPP and SLCP helping seed some 4 million hectares of forest every year, which is probably more tree planting than the rest of the world put together.

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided. Take something like the Golden Fleece Awards, which were established in 1975 to call attention to government-funded projects that were particularly egregious wastes of money. (Among the winners were things like an $84,000 study on love commissioned by the National Science Foundation, and a $3,000 Department of Defense study that examined whether people in the military should carry umbrellas.) While such scrutiny may have seemed like a good idea at the time, it had a chilling effect on research. No one wanted to “win” a Golden Fleece Award because, under the guise of avoiding waste, its organizers had inadvertently made it dangerous and embarrassing for everyone to make mistakes. The truth is, if you fund thousands of research projects every year, some will have obvious, measurable, positive impacts, and others will go nowhere. We aren’t very good at predicting the future—that’s a given—and yet the Golden Fleece Awards tacitly implied that researchers should know before they do their research whether or not the results of that research would have value. Failure was being used as a weapon, rather than as an agent of learning. And that had fallout: The fact that failing could earn you a very public flogging distorted the way researchers chose projects. The politics of failure, then, impeded our progress. There’s a quick way to determine if your company has embraced the negative definition of failure. Ask yourself what happens when an error is discovered. Do people shut down and turn inward, instead of coming together to untangle the causes of problems that might be avoided going forward? Is the question being asked: Whose fault was this? If so, your culture is one that vilifies failure. Failure is difficult enough without it being compounded by the search for a scapegoat. In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that’s been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, then, do you make failure into something people can face without fear? Part of the answer is simple: If we as leaders can talk about our mistakes and our part in them, then we make it safe for others. You don’t run from it or pretend it doesn’t exist. That is why I make a point of being open about our meltdowns inside Pixar, because I believe they teach us something important: Being open about problems is the first step toward learning from them. My goal is not to drive fear out completely, because fear is inevitable in high-stakes situations. What I want to do is loosen its grip on us. While we don’t want too many failures, we must think of the cost of failure as an investment in the future.

The aim is to get the students actively involved in seeking this evidence: their role is not simply to do tasks as decided by teachers, but to actively manage and understand their learning gains. This includes evaluating their own progress, being more responsible for their learning, and being involved with peers in learning together about gains in learning. If students are to become active evaluators of their own progress, teachers must provide the students with appropriate feedback so that they can engage in this task. Van den Bergh, Ros, and Beijaard (2010: 3) describe the task thus: Fostering active learning seems a very challenging and demanding task for teachers, requiring knowledge of students’ learning processes, skills in providing guidance and feedback and classroom management. The need is to engage students in this same challenging and demanding task. The suggestion in this chapter is to start lessons with helping students to understand the intention of the lesson and showing them what success might look like at the end. Many times, teachers look for the interesting beginning to a lesson – for the hook, and the motivating question. Dan Willingham (2009) has provided an excellent argument for not thinking in this way. He advocates starting with what the student is likely to think about. Interesting hooks, demonstrations, fascinating facts, and likewise may seem to be captivating (and often are), but he suggests that there are likely to be other parts of the lesson that are more suitable for the attention-grabber. The place for the attention-grabber is more likely to be at the end of the lesson, because this will help to consolidate what has been learnt. Most importantly,Willingham asks teachers to think long and hard about how to make the connection between the attention-grabber and the point that it is designed to make; preferably, that point will be the main idea from the lesson. Having too many open-ended activities (discovery learning, searching the Internet, preparing PowerPoint presentations) can make it difficult to direct students’ attention to that which matters – because they often love to explore the details, the irrelevancies, and the unimportant while doing these activities. One of Willingham's principles is that any teaching method is most useful when there is plenty of prompt feedback about whether the student is thinking about a problem in the right way. Similarly, he promotes the notion that assignments should be primarily about what the teacher wants the students to think about (not about demonstrating ‘what they know’). Students are very good at ignoring what you say (‘I value connections, deep ideas, your thoughts’) and seeing what you value (corrections to the grammar, comments on referencing, correctness or absence of facts). Thus teachers must develop a scoring rubric for any assignment before they complete the question or prompts, and show the rubric to the students so that they know what the teacher values. Such formative feedback can reinforce the ‘big ideas’ and the important understandings, and help to make the investment of

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

HOW TO CREATE A GOOD HABIT The 1st Law: Make It Obvious 1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3: Use habit stacking: “After I [CURRENT HABIT], I will [NEW HABIT].” 1.4: Design your environment. Make the cues of good habits obvious and visible. The 2nd Law:Make It Attractive 2.1: Use temptation bundling. Pair an action you want to do with an action you need to do. 2.2: Join a culture where your desired behavior is the normal behavior. 2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit. The 3rd Law: Make It Easy 3.1: Reduce friction. Decrease the number of steps between you and your good habits. 3.2: Prime the environment. Prepare your environment to make future actions easier. 3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact. 3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less. 3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior. The 4th Law: Make It Satisfying 4.1: Use reinforcement. Give yourself an immediate reward when you complete your habit. 4.2: Make “doing nothing” enjoyable. When avoiding a bad habit, design a way to see the benefits. 4.3: Use a habit tracker. Keep track of your habit streak and “don’t break the chain.” 4.4: Never miss twice. When you forget to do a habit, make sure you get back on track immediately. HOW TO BREAK A BAD HABIT Inversion of the 1st Law: Make It Invisible 1.5: Reduce exposure. Remove the cues of your bad habits from your environment. Inversion of the 2nd Law: Make It Unattractive 2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits. Inversion of the 3rd Law: Make It Difficult 3.6: Increase friction. Increase the number of steps between you and your bad habits. 3.7: Use a commitment device. Restrict your future choices to the ones that benefit you. Inversion of the 4th Law: Make It Unsatisfying 4.5: Get an accountability partner. Ask someone to watch your behavior. 4.6: Create a habit contract. Make the costs of your bad habits public and painful.

Learning to meditate helped too. When the Beatles visited India in 1968 to study Transcendental Meditation at the ashram of Maharishi Mahesh Yogi, I was curious to learn it, so I did. I loved it. Meditation has benefited me hugely throughout my life because it produces a calm open-mindedness that allows me to think more clearly and creatively. I majored in finance in college because of my love for the markets and because that major had no foreign language requirement—so it allowed me to learn what I was interested in, both inside and outside class. I learned a lot about commodity futures from a very interesting classmate, a Vietnam veteran quite a bit older than me. Commodities were attractive because they could be traded with very low margin requirements, meaning I could leverage the limited amount of money I had to invest. If I could make winning decisions, which I planned to do, I could borrow more to make more. Stock, bond, and currency futures didn’t exist back then. Commodity futures were strictly real commodities like corn, soybeans, cattle, and hogs. So those were the markets I started to trade and learn about. My college years coincided with the era of free love, mind-expanding drug experimentation, and rejection of traditional authority. Living through it had a lasting effect on me and many other members of my generation. For example, it deeply impacted Steve Jobs, whom I came to empathize with and admire. Like me, he took up meditation and wasn’t interested in being taught as much as he loved visualizing and building out amazing new things. The times we lived in taught us both to question established ways of doing things—an attitude he demonstrated superbly in Apple’s iconic “1984” and “Here’s to the Crazy Ones,” which were ad campaigns that spoke to me. For the country as a whole, those were difficult years. As the draft expanded and the numbers of young men coming home in body bags soared, the Vietnam War split the country. There was a lottery based on birthdates to determine the order of those who would be drafted. I remember listening to the lottery on the radio while playing pool with my friends. It was estimated that the first 160 or so birthdays called would be drafted, though they read off all 366 dates. My birthday was forty-eighth.

People think that bold projects don’t get funding because of their audacity. That’s not the case. They don’t get funded because of a lack of measurability. Nobody wants to make a large up-front investment and wait ten years for any sign of life. But more often than not, if you can show progress along the way, smart investors will come on some pretty crazy rides.

all kinds of ways that climate change could become a catalyzing force for positive change—how it could be the best argument progressives have ever had to demand the rebuilding and reviving of local economies; to reclaim our democracies from corrosive corporate influence; to block harmful new free trade deals and rewrite old ones; to invest in starving public infrastructure like mass transit and affordable housing; to take back ownership of essential services like energy and water; to remake our sick agricultural system into something much healthier; to open borders to migrants whose displacement is linked to climate impacts; to finally respect Indigenous land rights—all

Efforts to promote a sustainable use of natural resources are not a waste of money, but rather an investment capable of providing other economic benefits in the medium term. If we look at the larger picture, we can see that more diversified and innovative forms of production which impact less on the environment can prove very profitable.

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.

The way you see yourself and others will significantly impact your ability to give your time, treasure or talents.

Aside from the movies, examples of positive-Black Swan businesses are: some segments of publishing, scientific research, and venture capital. In these businesses, you lose small to make big. You have little to lose per book and, for completely unexpected reasons, any given book might take off. The downside is small and easily controlled. The problem with publishers, of course, is that they regularly pay up for books, thus making their upside rather limited and their downside monstrous. (If you pay $10 million for a book, your Black Swan is it not being a bestseller.) Likewise, while technology can carry a great payoff, paying for the hyped-up story, as people did with the dot-com bubble, can make any upside limited and any downside huge. It is the venture capitalist who invested in a speculative company and sold his stake to unimaginative investors who is the beneficiary of the Black Swan, not the "me, too" investors.

In the past year, a new divestment campaign has caught on, faster than any other such campaign in history, according to a recent Oxford university study. Investors representing more than $2.5tn in assets under management, including the Rockefeller Brothers Fund, Norway’s giant oil fund and the Church of England (whose archbishop is a former oil executive) have all joined the chorus saying sayonara to their dirtiest fossil fuel investments. They reason this is not about biting the hand that fed them; rather, it is about morality and economics. It is about the morality of not standing on the sidelines of climate change, “the most pressing moral issue in our world” in the words of the lead bishop on the environment for the Church of England. It is also about the economics of not getting stuck holding a bag of stranded fossil fuel assets that cannot be burnt if the world is to adhere to a given carbon budget, a topic on which Mark Carney, governor of the Bank of England, has expressed concerns. And it is about not missing out on the transition from a high-carbon to a low-carbon economy. The president of Harvard University, whose endowment is estimated to have a carbon footprint as big as that of Jamaica, is not convinced. As Drew Faust argues, constraining investment options risks significantly constraining investment returns, while divestment is unlikely to have a financial impact on the affected companies. It also raises the troubling problem of boycotting a whole class of companies whose products and services we rely on.

Corporations have a unique role to play in creating a cleaner environment, and they also have economic incentives to use energy more efficiently as demand and costs rise globally. If every company in the S&P 500 voluntarily reported and disclosed its energy costs, clearly and explicitly as a line item on the balance sheet, there would be pressure to reduce that cost, just as there is for every other expense item. This would result in analyst and investor pressure on corporate executives to be more efficient with their energy output and to source cheaper and alternative sources, which would have a far greater impact on carbon emissions and pollution than any political treaty in history. As an added advantage, reducing costs increases profitability, which provides the appropriate incentives for corporate executives to act in their shareholders’ best interests and effect positive social change. According to PwC, 98 percent of the S&P 500 companies surveyed can link investments in emissions reduction to value creation.55 As a result, these corporations are discovering new ways to enhance efficiencies, create new markets, and build a competitive advantage.

Hydraulic fracturing has been used safely in over a million wells, resulting in America’s rise as a global energy superpower, growth in energy investments, wages, and new jobs," added Mr. Milito in the statement. Environmental groups have countered that the isolated incidents of contamination confirm their fears about the environmental impacts of hydraulic fracturing. John Noël, of the group Clean Water Action, said in a statement that the report "smashes the myth that there can be oil and gas development without impacts to drinking water." Amy Mall, a senior policy analyst for the Natural Resources Defense Council, said that the EPA study, "while limited, shows fracking can and has impacted drinking water sources in many different ways," according to the Beacon Journal. The EPA report acknowledges that the findings may be due to a lack of data collected, inaccessible information, a scarcity of long-term systematic and base-line studies, and other factors. Bloomberg reported that EPA couldn't come to terms with energy companies including Range Resources Corp. and Chesapeake Energy to conduct water tests near their wells before and after they were fracked, meaning if the agency did find instances of contamination, it was harder to prove that fracking was the cause. "These elements significantly limit EPA’s ability to determine the actual frequency of impacts," the agency said in a fact sheet released with the report.

The best leaders are in the business of growing leadership in others, and they do not limit their investments to only the areas they control.

if you want to have a significant impact on people, on organizations, and on communities, you’d be wise to invest in learning the behaviors that enable you to become the very best leader you can.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

But there are many times when we are not simply watching thoughts come and go, either because we are lost in them or because we choose to think something through, perhaps as a precursor to action. In both these cases it is crucial for us to discern wholesome from unwholesome thoughts in order to know which to give our energy to, because these thoughts do have a karmic impact; they lead us. From thoughts come actions. From actions come all sorts of consequences. Which thoughts will we invest in? Our great task is to see them clearly, so that we can choose which to act on and which simply to let be.

Begin to invest in productive capacity, and the ability to see people flying or shining on the platform you have set for them in support of your vision. You need to draw the best out of them so that the reach and impact of your vision becomes phenomenal. See them as your extension, the multiplication of the tentacles of your vision and mission – sometimes when they shine, they are not trying to replace you at all, they are trying to be a “little you” somewhere you cannot be, as you focus on other key strategic issues elsewhere.

...Laying blame for the global financial crisis on any single individual, let alone on an eighty-three year old man, seems as ethically flawed as some of the broader moral failures permeating society in the lead-up to the crisis.

As usual, the mass media’s thoughts on oil’s ‘demise’ have been facile and incomplete. It is never (or almost never) correct to see a big event through the lens of only one or even two changing conditions, and the 2014 oil crash had five huge distortions that I saw converge at once. We need to understand each of them before concluding how the ‘new oil market’ will impact shale production in the future and the viability of “Saudi America.” In no order of importance, I see the top five reasons for the collapse of oil prices in 2014 as: 1.   The rise of the U.S. dollar. 2.   The defensive market share posture of Saudi Arabia inside OPEC. 3.   The increasing production in U.S. shale and the resultant ‘oil glut.’ 4.   The continuing malaise of China and European economies. 5.   The demise of U.S. investment banks’ commitment to oil marketing—the hiatus of the “endless bid.

Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.

The first step to increasing your happiness is to understand what positive psychology research has been telling us for the past fifteen years: the most significant factors in your day-to-day, moment-to-moment level of happiness are not circumstantial. They’re not heredity. They’re not dictated by your genes or caused by outside events. The most significant factors in your happiness are your actions. What you do every day. You can break down the bulk of happiness research into three areas. Your happiness is affected by 1) your outlook, that is, how you choose to view the events and circumstances of your everyday life; 2) specific actions with positive impact—things like writing down three things your grateful for, or sending appreciative emails, doing random acts of kindness, practicing forgiveness, meditating, and exercising; and 3) where you put your time and energy, and especially investing more time into important relationships and personally meaningful pursuits.

Rather, the goal is that at the conclusion of our life, each of us can look back on the path we took and say not that we contributed to the creation of our small part but that we worked together, building on our relative strengths to create a greater, more sustainable whole.

No liquid investment alternatives with stable guaranteed principal values exist that can provide real returns by consistently beating the combined impact of inflation and income taxes.

Life expectancy rose only modestly between the Neolithic era of 8500 to 3500 BC and the Victorian era of 1850 to 1900.13 An American born in the late nineteenth century had an average life expectancy of around forty-five years, with a large share never making it past their first birthdays.14 Then something remarkable happened. In countries on the frontier of economic development, human health began to improve rapidly, education levels shot up, and standards of living began to grow and grow. Within a century, life expectancies had increased by two-thirds, average years of schooling had gone from single to double digits, and the productivity of workers and the pay they took home had doubled and doubled and then doubled again. With the United States leading the way, the rich world crossed a Great Divide—a divide separating centuries of slow growth, poor health, and anemic technical progress from one of hitherto undreamed-of material comfort and seemingly limitless economic potential. For the first time, rich countries experienced economic development that was both broad and deep, reaching all major segments of society and producing not just greater material comfort but also fundamental transformations in the health and life horizons of those it touched. As the French economist Thomas Piketty points out in his magisterial study of inequality, “It was not until the twentieth century that economic growth became a tangible, unmistakable reality for everyone.”15 The mixed economy was at the heart of this success—in the United States no less than in other Western nations. Capitalism played an essential role. But capitalism was not the new entrant on the economic stage. Effective governance was. Public health measures made cities engines of innovation rather than incubators of illness.16 The meteoric expansion of public education increased not only individual opportunity but also the economic potential of entire societies. Investments in science, higher education, and defense spearheaded breakthroughs in medicine, transportation, infrastructure, and technology. Overarching rules and institutions tamed and transformed unstable financial markets and turned boom-bust cycles into more manageable ups and downs. Protections against excessive insecurity and abject destitution encouraged the forward-looking investments and social integration that sustained growth required. At every level of society, the gains in health, education, income, and capacity were breathtaking. The mixed economy was a spectacularly positive-sum bargain: It redistributed power and resources, but as its impacts broadened and diffused, virtually everyone was made massively better off.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

the size and functions of the state matter profoundly to the performance of capitalist economies. In orthodox economic commentary it is frequently asserted that the role of the public sector should be minimised in order to free private enterprise from the ‘dead hand’ of regulation and the perverse impact of ‘crowding out’. In fact, successful economies have almost ​all had states actively committed to their development.54 This is not just about the role of the state in providing or co-investing in infrastructure (as is sometimes conceded even by those otherwise sceptical of public investment), though this is indeed important. Its role in innovation is also key, as we have seen. At the same time, the development of a skilled and adaptive labour force requires deep investment in education, training, health, childcare and social care. These functions cannot simply be outsourced or privatised—as Crouch shows, when this is done the goal of greater competition almost always degenerates into private oligopoly, where public purpose is lost, and corporate political influence increases. We need to acknowledge, rather, the interdependence of private enterprise and the public sector; of market and non-market activities.

As a venture-capital investor, I see a particularly strong role for a new kind of impact investing. I foresee a venture ecosystem emerging that views the creation of humanistic service-sector jobs as a good in and of itself. It will steer money into human-focused service projects that can scale up and hire large numbers of people: lactation consultants for postnatal care, trained coaches for youth sports, gatherers of family oral histories, nature guides at national parks, or conversation partners for the elderly. Jobs like these can be meaningful on both a societal and personal level, and many of them have the potential to generate real revenue—just not the 10,000 percent returns that come from investing in a unicorn technology startup.

Service-focused impact investing, however, will need to be different. It will need to accept linear returns when coupled with meaningful job creation. That’s because human-driven service jobs simply cannot achieve these exponential returns on investment.

As impact investment managers show that they can deliver a desirable combination of impact and financial return, impact investment will become more than a moral choice – it will become a smart business decision. Investors will come to realize that we are able to increase returns not in spite of impact, but because of it.

Firstly, we avoid the risks that accompany investments that do harm: the risk of future regulation, taxation and even the prohibition of activities that could put a halt to business altogether.

This is relevant because impact can be measured even more dependably than risk and because, I believe, we are about to see it measured systematically in impact-weighted financial accounts, which will reflect a company’s impact and its financial performance at the same time. Once such accounts start to take hold, impact thinking will have a momentous effect, just as risk thinking did previously: investment portfolios will change to deliver measurable social and environmental impact alongside financial returns.

Social impact’ refers to the improvement in the well-being of individuals and communities, and the enhancement in their ability to lead productive lives.1 It represents genuine social progress: educating the young, feeding the hungry, healing the sick, creating employment and providing livelihoods for the poor. ‘Environmental impact’ is just what it sounds like – the positive consequences that business activity and investment have on our planet. Put simply, are we preserving the planet and passing it on to future generations, so they can benefit from it and do the same?

The most significant impact of decentralized finance is the inclusiveness it brings to the people by providing global access to the financial services that were once only available to the wealthier population. This innovative technology powered by FinTech can be used by anyone who has an internet connection and a smartphone. For example, a stockbroker at a top financial firm in the US or a farmer in a remote region in Asia will have the same access to financial services. Barriers such as wealth to invest and proximity to functioning economies, and lack of documentation would diminish.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

It turns out that there was good reason to be skeptical. Thanks in large part to increased transparency, the financial services world is now unhealthily tied to an annual compensation cycle. The desire to be paid the most each and every year has created perverse incentives directly impacting almost every facet of the banking and investment world. As the focus on and opportunity for outsized compensation in the financial industry has shifted from investment banking to the investing world, the short-term compensation arms race has moved to the realms of private equity, hedge funds, and managers of public market securities. Given investment managers’ desire to boost their annual—and, in some cases, quarterly—compensation, they’re motivated to pursue strategies that maximize returns on an annual basis, rather than allowing for longer hold periods. As such, these annual compensation structures often lead to shorter-than-ideal investment horizons and lower relative returns, all at the expense of investors—and, arguably, at the expense of the long-term compensation of the investment managers themselves. This was not always the way things were done. Of course it happened, but much less when the investment strategy wasn’t so laser-focused on an annual bonus cycle.