Industry 4 Quotes

I thought you were all-seeing.” All-knowing, not all-seeing!” he snapped. “I’m a God, not Santa Claus!

Along with the standard computer warranty agreement which said that if the machine 1) didn't work, 2) didn't do what the expensive advertisements said, 3) electrocuted the immediate neighborhood, 4) and in fact failed entirely to be inside the expensive box when you opened it, this was expressly, absolutely, implicitly and in no event the fault or responsibility of the manufacturer, that the purchaser should consider himself lucky to be allowed to give his money to the manufacturer, and that any attempt to treat what had just been paid for as the purchaser's own property would result in the attentions of serious men with menacing briefcases and very thin watches. Crowley had been extremely impressed with the warranties offered by the computer industry, and had in fact sent a bundle Below to the department that drew up the Immortal Soul agreements, with a yellow memo form attached just saying: 'Learn, guys...

Poets have tried to describe Ankh-Morpork. They have failed. Perhaps it's the sheer zestful vitality of the place, or maybe it's just that a city with a million inhabitants and no sewers is rather robust for poets, who prefer daffodils and no wonder. So let's just say that Ankh-Morpork is as full of life as an old cheese on a hot day, as loud as a curse in a cathedral, as bright as an oil slick, as colourful as a bruise and as full of activity, industry, bustle and sheer exuberant busyness as a dead dog on a termite mound.

Closed door means knock," Elena said to Clay, shooing him out. You've been in here for two hours," he said. "She can't need that much work." He frowned as he examined my outfit. "What the hell is she? A tree?" "A dryad," Elena said, cuffing him in the arm. "Oh, my god," Jamie said, surveying my outfit. "We forgot the bag!" "Bag?" Clay said. "What does a dryad need with-" "An evening bag," Cassandra said. "A purse." "She's got a purse. It's right there on the bed." "That's a day purse," Cassandra snapped. "What, do they expire when the sun goes down?

1. TEMPERANCE. Eat not to dullness; drink not to elevation. 2. SILENCE. Speak not but what may benefit others or yourself; avoid trifling conversation. 3. ORDER. Let all your things have their places; let each part of your business have its time. 4. RESOLUTION. Resolve to perform what you ought; perform without fail what you resolve. 5. FRUGALITY. Make no expense but to do good to others or yourself; i.e., waste nothing. 6. INDUSTRY. Lose no time; be always employ'd in something useful; cut off all unnecessary actions. 7. SINCERITY. Use no hurtful deceit; think innocently and justly, and, if you...

The concept of happily ever after was the biggest scam since the advent of the overpriced college textbook industry.

A knock came at the door. Everyone looked up. Elena's nostrils flared and she leaned over to whisper something to Clay. "Fuck," he muttered. "Keep talking, Jaime. It's only Cassandra. She can wait. Forever, if we're lucky." "I heard that, Clayton," Cassandra said as she walked in. "Who the hell forgot to lock the door?" Clay said. "You were the last one in," Elena murmured. "Damn.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

Believe me, I have better things to do than sabotage your friendships. No one else's world revolves around you, Cassandra." -Paige to Cassandra

The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage.4 —Warren Buffett

I can just imagine what the humidity has done to my hair. I'm going to meet your family looking like a poodle with a live wire shoved up its butt." - Paige Winterbourne

Last time I was sick, the guy I was seeing brought me a bottle of ginger ale… and expected me to pay him back for it. ~Jaime Vegas

going to have an industrial society you must have places that will look terrible. Other places you set aside—to say, ‘This is the way it was.’

The more government takes in taxes, the less incentive people have to work. What coal miner or assembly-line worker jumps at the offer of overtime when he knows Uncle Sam is going to take sixty percent or more of his extra pay? . . . Any system that penalizes success and accomplishment is wrong. Any system that discourages work, discourages productivity, discourages economic progress, is wrong. If, on the other hand, you reduce tax rates and allow people to spend or save more of what they earn, they’ll be more industrious; they’ll have more incentive to work hard, and money they earn will add fuel to the great economic machine that energizes our national progress. The result: more prosperity for all—and more revenue for government.4

Once we acknowledge the complex nature of the world, the notion of dissecting and reassembling entire industry constituents like Lego is illusory.

(That was a cinematic trick adapted for print. Death wasn’t talking to the princess. He was actually in his study, talking to Mort. But it was quite effective, wasn’t it? It’s probably called a fast dissolve, or a crosscut/zoom. Or something. An industry where a senior technician is called a Best Boy might call it anything.)

The names of virtues, with their precepts, were: 1. Temperance. Eat not do dullness; drink not to elevation. 2. Silence. Speak not but what may benefit others or yourself; avoid trifling conversation. 3. Order. Let all your things have their places; let each part of your business have its time. 4. Resolution: Resolve to perform what you ought; perform without fail what you resolve. 5. Frugality. Make no expense but to do good to others or yourself; i.e., waste nothing. 6. Industry. Lose no time; be always employ’d in something useful; cut off all unnecessary actions. 7. Sincerity. Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly. 8. Justice. Wrong none by doing injuries, or omitting the benefits that are your duty. 9. Moderation. Avoid extreams; forbear resenting injuries so much as you think they deserve. 10. Cleanliness. Tolerate no uncleanliness in body, cloths, or habitation. 11. Tranquillity. Be not disturbed at trifles, or at accidents common or unavoidable. 12. Chastity. Rarely use venery but for health or offspring, never to dullness, weakness, or the injury of your own or another’s peace or reputation. 13. Humility. Imitate Jesus and Socrates.

Nuh-uh. No deals with the devil. I’ve learned my lesson on that one. ~Jaime Vegas

Hello, Aaron," Brigid said, sliding up to him and running a finger down his chest. "You're looking good . . . as always." Aaron lifted her finger off his shirt and let it drop. "Put some clothing on, Brigid." She smiled up at him. "Why? Tempted?" "Yeah, to cover my eyes.

Isn't it possible that I'm not feigning interest? That I really do want to know more about you?" "You've never been interested in me before." "You've never been interesting before." -Cassandra and Paige

Some animal rights activists are demanding vegetarianism, even veganism now, or nothing. But since only 4 or 5 percent of Americans claim to be vegetarians, 'nothing' is the far more likely outcome. I ask these activists to weigh the horrors of Bladen County's industrial farms and the Tar Heel slaughterhouse against the consequences of doing nothing to alleviate the hour-to-hour sufferings of its victims. Is not a life lived off the factory farm and a death humanely inflicted superior to the terrible lives we know they lead and the horrible deaths we know they suffer in Bladen County today?

Fighting in front of potential new clients is considered bad form in the wedding-planning industry. Or, I imagine, the delicious fruit-smoothie industry. Really, any industry. Bad form.

Some miners’ wives take in washing and make more money than their husbands do. In every gold rush from this one to the Klondike, the suppliers and service industries will gather up the dust while ninety-nine per cent of the miners go home with empty pokes.

While his three eldest sons spent their adult lives toiling to improve the family fortunes, who had Benicio named as his heir? The illegitimate youngest son who had devoted his adult life to destroying the family business, or at least buggering it up real good. Does this make sense to anyone besides Benicio? Of course not. Either the man is a mastermind of family manipulation or just plain fucked in the head. I don't use that word much, but in some cases, nothing else fits. -Paige

She now represents the Western United States, thus proving politics is even more accepting of the strange, unusual, and mostly useless than the music industry.

To quote the industrial statistician George Box: “Every model is wrong, but some are useful.

Thank you for inviting me here today " I said my voice sounding nothing like me. "I'm here to testify about things I've seen and experienced myself. I'm here because the human race has become more powerful than ever. We've gone to the moon. Our crops resist diseases and pests. We can stop and restart a human heart. And we've harvested vast amounts of energy for everything from night-lights to enormous super-jets. We've even created new kinds of people, like me. "But everything mankind" - I frowned - "personkind has accomplished has had a price. One that we're all gonna have to pay." I heard coughing and shifting in the audience. I looked down at my notes and all the little black words blurred together on the page. I just could not get through this. I put the speech down picked up the microphone and came out from behind the podium. "Look " I said. "There's a lot of official stuff I could quote and put up on the screen with PowerPoint. But what you need to know what the world needs to know is that we're really destroying the earth in a bigger and more catastrophic was than anyone has ever imagined. "I mean I've seen a lot of the world the only world we have. There are so many awesome beautiful tings in it. Waterfalls and mountains thermal pools surrounded by sand like white sugar. Field and field of wildflowers. Places where the ocean crashes up against a mountainside like it's done for hundreds of thousands of years. "I've also seen concrete cities with hardly any green. And rivers whose pretty rainbow surfaces came from an oil leak upstream. Animals are becoming extinct right now in my lifetime. Just recently I went through one of the worst hurricanes ever recorded. It was a whole lot worse because of huge worldwide climatic changes caused by... us. We the people." .... "A more perfect union While huge corporations do whatever they want to whoever they want and other people live in subway tunnels Where's the justice of that Kids right here in America go to be hungry every night while other people get four-hundred-dollar haircuts. Promote the general welfare Where's the General welfare in strip-mining toxic pesticides industrial solvents being dumped into rivers killing everything Domestic Tranquility Ever sleep in a forest that's being clear-cut You'd be hearing chain saws in your head for weeks. The blessings of liberty Yes. I'm using one of the blessings of liberty right now my freedom of speech to tell you guys who make the laws that the very ground you stand on the house you live in the children you tuck in at night are all in immediate catastrophic danger.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

health agencies had put regulatory capture on steroids. The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.

Not anymore, the beast inside me roars. You’re no longer employed by Storm Industries. You can do what you want. The temptation to take her, to make her mine, has grown into a savage hunger which won’t be satisfied...

Ethanol is a volatile, flammable, colourless liquid with a slight chemical odour. It is used as an antiseptic, a solvent, in medical wipes and antibacterial formulas because it kills organisms by denaturing their proteins. Ethanol is an important industrial ingredient. Ethanol is a good general purpose solvent and is found in paints, tinctures, markers and personal care products such as perfumes and deodorants. The largest single use of ethanol is as an engine fuel and fuel additive. In other words, we drink, for fun, the same thing we use to make rocket fuel, house paint, anti-septics, solvents, perfumes, and deodorants and to denature, i.e. to take away the natural properties of, or kill, living organisms. Which might make sense on some level if we weren’t a generation of green minded, organic, health-conscious, truth seeking individuals. But we are. We read labels, we shun gluten, dairy, processed foods, and refined sugars. We buy organic, we use natural sunscreen and beauty products. We worry about fluoride in our water, smog in our air, hydrogenated oils in our food, and we debate whether plastic bottles are safe to drink from. We replace toxic cleaning products with Mrs. Myers and homemade vinegar concoctions. We do yoga, we run, we SoulCycle and Fitbit, we go paleo and keto, we juice, we cleanse. We do coffee enemas and steam our yonis, and drink clay and charcoal, and shoot up vitamins, and sit in infrared foil boxes, and hire naturopaths, and shamans, and functional doctors, and we take nootropics and we stress about our telomeres. These are all real words. We are hyper-vigilant about everything we put into our body, everything we do to our body, and we are proud of this. We Instagram how proud we are of this, and we follow Goop and Well+Good, and we drop 40 bucks on an exercise class because there are healing crystals in the floor. The global wellness economy is estimated to be worth $4 trillion. $4 TRILLION DOLLARS. We are on an endless and expensive quest for wellness and vitality and youth. And we drink fucking rocket fuel.

A stydy today of the products of the animated cartoon industry of the twenties, thirties and forties would yield the following theology: 1. People are animals. 2. The body is mortal and subject to incredible pain. 3. Life is antagonistic to the living. 4. The flesh can be sawed, crushed, frozen, stretched, burned, bombed, and plucked for music. 5. The dumb are abused by the smart and the smart are destroyed by their own cunning. 6. The small are tortured by the large and the large destroyed by their own momentum. 7. We are able to walk on air, but only as long as our illusion supports us.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

But you must be sure of what you want the land for. And as for your tenants, if they don't own the land, don't expect them to make sacrifices. It never works, you know. Besides, the transition shouldn't create dislocations. It isn't easy to shift from agriculture to industry.

Seeing progress in changing numbers makes the repetitive fascinating and creates a positive feedback loop. Once again, the act of measuring is often more important than what you measure. To quote the industrial statistician George Box: “Every model is wrong, but some are useful.

4. Effective innovations start small. They are not grandiose. They try to do one specific thing. It may be to enable a moving vehicle to draw electric power while it runs along rails – the innovation that made possible the electric streetcar. Or it may be as elementary as putting the same number of matches into a matchbox (it used to be fifty), which made possible the automatic filling of matchboxes and gave the Swedish originators of the idea a world monopoly on matches for almost half a century. Grandiose ideas, plans that aim at ‘revolutionizing an industry’, are unlikely to work.

The porn industry was never supposed to happen this way. But 1 out of 4 Americans made it happen. While women and men in porn destroyed themselves with drugs, alcohol and suicide we sat idly by at our computers with “popcorn” in one hand and our mouse in the other greedily clicking away at their lives. May God forgive our evil.

America's industrial success produced a roll call of financial magnificence: Rockefellers, Morgans, Astors, Mellons, Fricks, Carnegies, Goulds, du Ponts, Belmonts, Harrimans, Huntingtons, Vanderbilts, and many more based in dynastic wealth of essentially inexhaustible proportions. John D. Rockefeller made $1 billion a year, measured in today's money, and paid no income tax. No one did, for income tax did not yet exist in America. Congress tried to introduce an income tax of 2 percent on earnings of $4,000 in 1894, but the Supreme Court ruled it unconstitutional. Income tax wouldn't become a regular part of American Life until 1914. People would never be this rich again. Spending all this wealth became for many a more or less full-time occupation. A kind of desperate, vulgar edge became attached to almost everything they did. At one New York dinner party, guests found the table heaped with sand and at each place a little gold spade; upon a signal, they were invited to dig in and search for diamonds and other costly glitter buried within. At another party - possibly the most preposterous ever staged - several dozen horses with padded hooves were led into the ballroom of Sherry's, a vast and esteemed eating establishment, and tethered around the tables so that the guests, dressed as cowboys and cowgirls, could enjoy the novel and sublimely pointless pleasure of dining in a New York ballroom on horseback.

An hour later, thoroughly appalled with the state of the cabin now that she had given it a thorough assessment, Camilla sailed into the shed. She was armed with a long list. "You need supplies." "Hand me that damn wrench." She picked up the tool and considered herself beyond civilized for not simply bashing him over the head with it. "Your home is an abomination. I'll require cleaning supplies - preferably industrial strength. And if you want a decent meal, I'll need some food to stock the kitchen. You have to go into town." He battled the bolt into submission, shoved the switch on. And got nothing but a wheezy chuckle out of the generator. "I don't have time to go into town." "If you want food for your belly and clean sheets on which to sleep, you'll make time.

While other tributes that year were hard-pressed to get a handful of grain or some matches for a gift, Finnick never wanted for anything, not food or medicine or weapons. It took about a week for his competitors to realize that he was the one to kill, but it was too late. He was already a good fighter with the spears and knives he had found in the Cornucopia. When he received a silver parachute with a trident – which may be the most expensive gift I’ve ever seen given in the arena – it was all over. District 4’s industry is fishing. He’d been on boats his whole life. The trident was a natural, deadly extension of his arm. He wove a net out of some kind of vine he found, used it to entangle his opponents so he could spear them with the trident, and within a matter of days the crown was his.

By 1870, Britain’s steam engines generated 4 million horsepower, equivalent to the work of 40 million men, who—if industry had still depended on muscles—would have eaten more than three times Britain’s entire wheat output.

Deplorable situations were becoming commonplace in America these days4, jolting many people from their comfort zones. The rich were getting richer, the poor were getting poorer, and formerly middle class citizens were plummeting toward third world poverty level. Justice was bought and sold while government corruption reigned supreme. Crime escalated out of control while the CIA’s booming cocaine, crack, and heroin industries 5 turned our street corners into a blood bath.

Darwin has interested us in the history of Nature’s Technology, i.e., in the formation of the organs of plants and animals, which organs serve as instruments of production for sustaining life. Does not the history of the productive organs of man, of organs that are the material basis of all social organisation, deserve equal attention? And would not such a history be easier to compile, since, as Vico says, human history differs from natural history in this, that we have made the former, but not the latter? Technology discloses man’s mode of dealing with Nature, the process of production by which he sustains his life, and thereby also lays bare the mode of formation of his social relations, and of the mental conceptions that flow from them. Every history of religion, even, that fails to take account of this material basis, is uncritical. It is, in reality, much easier to discover by analysis the earthly core of the misty creations of religion, than, conversely, it is, to develop from the actual relations of life the corresponding celestialised forms of those relations. The latter method is the only materialistic, and therefore the only scientific one. The weak points in the abstract materialism of natural science, a materialism that excludes history and its process, are at once evident from the abstract and ideological conceptions of its spokesmen, whenever they venture beyond the bounds of their own speciality. [Chapter Fifteen: Machinery and Modern Industry; Footnote 4]

Lucas - You'll have to excuse Paige's overenthusiastic attempt to befriend the local wildlife. Not many of their type where she comes from. Paige -Hey, we have gangs in Boston. Lucas - Ah, yes. I believe they're particularly bad down by the wharf, where they're liable to descend upon the unwary, surround him with their yachts, and shout well-chosen and elegantly elocuted epithets.

Illness in this society, physical or mental, they are not abnormalities. They are normal responses to an abnormal culture. This culture is abnormal when it comes to real human needs. And.. it is in the nature of the system to be abnormal, because if we had a society geared to meet human needs.. would we be destroying the Earth through climate change? Would we be putting extra burden on certain minority people? Would we be selling people a lot of goods that they don't need, and, in fact, are harmful for them? Would there be mass industries based on manufacturing, designing and mass-marketing toxic food to people? So we do all that for the sake of profit. That's insanity. It is not insanity from the point of view of profit, but it is insanity from the point of view of human need. And so, in so many ways this culture denies and even runs against counter to human needs. When you mentioned trauma.. given how important trauma is in human life and what an impact it has.. why have we ignored it for so long? Because that denial of reality is built in into this system. It keeps the system alive. So it is not a mistake, it is a design issue. Not that anybody consciously designed it, but that's just how the system survives. Now.. the average medical student to THIS DAY (I say the average.. there are exceptions) still doesn't get a single lecture on trauma in 4 years of medical school. They should have a whole course on it, Because I can tell you that trauma is related to addiction, all kinds of mental illness and most physical health conditions as well. And there is a whole lot of science behind that, but they don't study that science. Now that reflects this society's denial of trauma, the medical system simply reflects the needs of the larger society, I should say, the dominant needs of the larger society.

When developing the Core Idea, we must take into consideration a variety of factors, including target insights, industry trends, current activities in the market and particularly among competitors, and the true nature of the brand’s value. Figure 4.4 illustrates these inputs.

In 2010, computer games were sold to the tune of $46.7 billion. That’s more than double the total amount of music sold, $16.4 billion. If you believe the industry’s own statistics, the consumer demographics are a far cry from the usual picture of gamers as mainly young men and boys. Four out of ten players in the United States are women. Three out of ten are over fifty years old, and only one out of ten is a boy under seventeen years old. Today, gaming is one of the world’s largest, most appreciated, and most demographically widespread forms of entertainment.

1. TEMPERANCE. Eat not to dullness; drink not to elevation. 2. SILENCE. Speak not but what may benefit others or yourself; avoid trifling conversation. 3. ORDER. Let all your things have their places; let each part of your business have its time. 4. RESOLUTION. Resolve to perform what you ought; perform without fail what you resolve. 5. FRUGALITY. Make no expense but to do good to others or yourself; i.e., waste nothing. 6. INDUSTRY. Lose no time; be always employ'd in something useful; cut off all unnecessary actions. 7. SINCERITY. Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly. 8. JUSTICE. Wrong none by doing injuries, or omitting the benefits that are your duty. 9. MODERATION. Avoid extreams; forbear resenting injuries so much as you think they deserve. 10. CLEANLINESS. Tolerate no uncleanliness in body, cloaths, or habitation. 11. TRANQUILLITY. Be not disturbed at trifles, or at accidents common or unavoidable. 12. CHASTITY. Rarely use venery but for health or offspring, never to dulness, weakness, or the injury of your own or another's peace or reputation. 13. HUMILITY. Imitate Jesus and Socrates.

Patients are being crushed by the devil’s bargain. Between the 6 trillion dollar food industry which wants to make food cheap and addictive and the 4 trillion dollar health care industry which profits off interventions on sick patients and stays silent about the reasons they are getting sick.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

One fact is beyond dispute: Homogenization prevents the consumer from realizing just how little fat is contained in modern processed milk, even "full fat" milk. Before homogenization, milk purchasers looked for milk that had lots of cream - that was the sign that the milk came from healthy cows, cows on pasture. Old-fashioned milk contained from 4 to 8 percent butterfat, which translated into lots of cream on the top. Modern milk is standardize at 3.5 percent, no more. Butterfat brings bigger profits to the dairy industry as butter or as an ingredient in ice cream than as a component of liquid milk. The consumer has been cheated, but with homogenization, he can't tell.

The global population of Earth are involved in the following corporate government experiments: The long term effects of - 1. Nuclear bomb fallout radiation. 2. Man-made wireless radio frequency (RF) radiation. 3. Exposure to man-made electricity. 4. Eclipsing of the Sun by the International Space Station (ISS), satellites, airplanes and jet aircraft contrails (chemtrails). 5. Eating food forced grown using a variety of toxic industrial chemicals. 6. Adding massive amounts of pollution to the atmosphere and water bodies. 7. Living in metal structures. 8. Exposure to abnormally high solar radiation levels. 9. Relocating to areas that the human has no genetic adaptation to. 10. An indoor lifestyle.

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Strategy can seem mystical and mysterious. It isn't. It is easily defined. It is a set of choices about winning. Again, it is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition. Specifically, strategy is the answer to these five interrelated questions: 1. What is your winning aspiration? The purpose of your enterprise, its motivating aspiration. 2. Where will you play? A playing field where you can achieve that aspiration. 3. How will you win? The way you will win on the chosen playing field. 4. What capabilities must be in place? The set and configuration of capabilities required to win in the chosen way. 5. What management systems are required? The systems and measures that enable the capabilities and support the choices. These choices and the relationship between them can be understood as a reinforcing cascade, with the choices at the top of the cascade setting the context for the choices below, and choices at the bottom influencing and refining the choices above.

(1) reward is not contentment, and pleasure is not happiness; (2) reward is dopamine, and contentment is serotonin; (3) chronic excess reward interferes with contentment; (4) business has conflated pleasure with happiness consciously and with clear-cut intent, specifically to get you to buy its junk or engage in hedonic behaviors favorable to industry; (5) government has passed legislation to make it easier to buy that junk or make easier access to engage in those behaviors to drive profit and GDP, and the Supreme Court has justified and supported these practices; and (6) buying that junk or engaging in those behaviors long-term and without thought can leave you and society fat, sick, stupid, broke, addicted, depressed, and most decidedly unhappy.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

We spent the first half hour being escorted around the room, introduced to what seemed like every politician and business leader in the state. I know I should have been impressed, but I couldn’t help thinking that I was in the same room with quite possibly every person responsible for the Florida election snafu, and the subsequent election of George W. Bush, and somehow I couldn’t muster a proper feeling of awe.

See that?” Rudy talked over her, puffing out his chest a bit. “I’m officially on guard duty, which proves that my family thinks I deserved an upgrade in responsibility. I mean, even I lost count of how many times I saved your lives on the last quest. My parents are calling me by my full title now: Prince Rudra of Naga-Loka, Heir of the Jewel-Strewn Seas. And I even have facial hair.” Rudy angled his face up and Aru saw a single sad hair beneath his nose. “Last time I saw you, your mom called you ‘Baby Snekky-Snake’ and carried you into a fountain,” said Mini with a little edge to her voice. Aru snickered. “Also, that is a hair,” said Aiden. That’s because I had to shave the rest! It was getting unruly!” Rudy scowled. “And my mom was using my DJ name then….” “DJ Baby Snekky-Snake?” asked Aiden. “The music industry is crowded—I need to distinguish myself,” grumbled Rudy.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry,

Most cleantech companies crashed because they neglected one or more of the seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see? We’ve discussed these elements before. Whatever your industry, any great business plan must address every one of them. If you don’t have good answers to these questions, you’ll run into lots of “bad luck” and your business will fail. If you nail all seven, you’ll master fortune and succeed. Even getting five or six correct might work.

Poets have tried to describe Ankh-Morpork. They have failed. Perhaps it’s the sheer zestful vitality of the place, or maybe it’s just that a city with a million inhabitants and no sewers is rather robust for poets, who prefer daffodils and no wonder. So let’s just say that Ankh-Morpork is as full of life as an old cheese on a hot day, as loud as a curse in a cathedral, as bright as an oil slick, as colorful as a bruise and as full of activity, industry, bustle and sheer exuberant busyness as a dead dog on a termite mound.

When foreign military spending [bombing Korea and Vietnam] forced the U.S. balance of payments into deficit and drove the United States off gold in 1971, central banks were left without the traditional asset used to settle payments imbalances. The alternative by default was to invest their subsequent payments inflows in U.S. Treasury bonds, as if these still were “as good as gold.” Central banks have been holding some $4 trillion of these bonds in their international reserves for the past few years — and these loans have financed most of the U.S. Government’s domestic budget deficits for over three decades. Given the fact that about half of U.S. Government discretionary spending is for military operations — including more than 750 foreign military bases and increasingly expensive operations in the oil-producing and transporting countries — the international financial system is organized in a way that finances the Pentagon, along with U.S. buyouts of foreign assets expected to yield much more than the Treasury bonds that foreign central banks hold.

I learned then that unlike Hollywood, Bollywood does not exist as a physical place, and some deplored the name, arguing that it made the Indian film industry look like a poor cousin of Hollywood. Yet, the name stuck, and “Bollywood” has its own entry in the Oxford English Dictionary as the sobriquet for Hindi cinema. Though it is often used incorrectly as synecdoche to refer to the whole of Indian cinema, in reality, it is only a part of the large Indian film industry – a large part, which remains a sizable centre for film production in the world. 

They argued, too, against “an unequal and very excessive accumulation of wealth and power into the hands of a few.” Jacksonian democracy distributed political power to the many, but industrialization consolidated economic power in the hands of a few. In Boston, the top 1 percent of the population controlled 10 percent of wealth in 1689, 16 percent in 1771, 33 percent in 1833, and 37 percent in 1848, while the lowest 80 percent of the population controlled 39 percent of the wealth in 1689, 29 percent in 1771, 14 percent in 1833, and a mere 4 percent in 1848.

How has my industry raised prices at this rate without improving the product? At a few elite institutions, including NYU, we’ve leveraged scarcity. More than a business strategy, it’s become a fetish—believing you are a luxury brand instead of a public servant. Ivy Leagues have acceptance rates of 4–10%. A university president bragging about rejecting 90% of applicants is tantamount to a homeless shelter taking pride in turning away 90% of the needy that arrive each night. And this is not about standards or brand dilution. In an essay explaining his decision to stop conducting application interviews for his alma mater, Princeton, journalist Bryan Walsh observed, “The secret of elite college admissions is that far more students deserve to attend these colleges than are admitted, and there is virtually no discernible difference between those who make it and the many more who just miss out.” In support, he offered this statement from Princeton’s own dean of admissions: “We could have admitted five or six classes to Princeton from the [applicant] pool.”4 So, with a $26 billion endowment, the question becomes, Why wouldn’t you?

The world has enjoyed a notably long period marked by relative peace and security. Nevertheless, the forecasts of increasing fragile states, mounting conflicts born of natural resource scarcity, and the rising risk in the incidence of terrorism around the world all point to an increasingly politically volatile world, one that is worsened by economic uncertainty. The Horizon 2025: Creative Destruction in the Aid Industry report cautions that within the next decade more than 80 percent of the world’s population will live in fragile states, susceptible to civil wars that could spill into cross-border conflicts.4 The US National Intelligence Council has published a similarly dire forecast of more clashes in decades to come. While this study focuses largely on the prospect of natural resource conflicts, water especially, it underscores the political vulnerability of many economies. A 2016 report by the Institute for Economics and Peace concludes 2014 was the worst year for terrorism in a decade and a half, with attacks in ninety-three countries resulting in 32,765 people killed; 29,376 people died the year before, making 2013 the second worst year.5

Future historians, I hope, will consider the American fast food industry a relic of the twentieth century — a set of attitudes, systems, and beliefs that emerged from postwar southern California, that embodied its limitless faith in technology, that quickly spread across the globe, flourished briefly, and then receded, once its true costs became clear and its thinking became obsolete. We cannot ignore the meaning of mad cow. It is one more warning about unintended consequences, about human arrogance and the blind worship of science.The same mindset that would add 4-methylacetophenone and solvent to your milkshake would also feed pigs to cows. Whatever replaces the fast food industry should be regional, diverse, authentic, unpredictable, sustainable, profitable — and humble. It should know its limits. People can be fed without being fattened or deceived.This new century may bring an impatience with conformity, a refusal to be kept in the dark, less greed, more compassion, less speed, more common sense, a sense of humor about brand essences and loyalties, a view of food as more than just fuel.Things don’t have to be the way they are. Despite all evidence to the contrary, I remain optimistic.

These names of virtues, with their precepts, were: 1. TEMPERANCE. Eat not to dullness; drink not to elevation. 2. SILENCE. Speak not but what may benefit others or yourself; avoid trifling conversation. 3. ORDER. Let all your things have their places; let each part of your business have its time. 4. RESOLUTION. Resolve to perform what you ought; perform without fail what you resolve. 5. FRUGALITY. Make no expense but to do good to others or yourself; i.e., waste nothing. 6. INDUSTRY. Lose no time; be always employ'd in something useful; cut off all unnecessary actions. 7. SINCERITY. Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly. 8. JUSTICE. Wrong none by doing injuries, or omitting the benefits that are your duty. 9. MODERATION. Avoid extreams; forbear resenting injuries so much as you think they deserve. 10. CLEANLINESS. Tolerate no uncleanliness in body, cloaths, or habitation. 11. TRANQUILLITY. Be not disturbed at trifles, or at accidents common or unavoidable. 12. CHASTITY. Rarely use venery but for health or offspring, never to dulness, weakness, or the injury of your own or another's peace or reputation. 13. HUMILITY. Imitate Jesus and Socrates.

For instance, the United States now has the highest corporate tax rate in the industrialized world: 39.1 percent (35 percent federal tax plus the average state tax). Even in Sweden, it’s only 22 percent. In France, it’s 34.4 percent—and their leaders are actual, card-carrying socialists! If that’s not enough to scare corporations away from building factories in America, consider all the other disincentives placed on them: the Obamacare mandates; the explosion of government regulations from the EPA, the FTC, and the whole alphabet soup of federal agencies; the fact that if they want to move money they made and had already paid taxes on in other nations back to America, where it could create jobs, we tax it again, eliminating their profits. The private research firm Audit Analytics calculated that between 2008 and 2013, American-owned corporations amassed over $2.1 trillion in profits overseas that were not brought back to the United States to be reinvested because they would be subject to double taxation. Imagine how big a “stimulus” it would be to job creation here at home to inject $2.1 trillion of nonborrowed money directly into private sector investment. Companies used to run to America; now they run from America.

Like us, many students had spent their years in college thinking they’d get that well-paying, planet-saving job, even if they’d heard horror stories from recent underemployed grads. Those jobs, of course, no longer exist (if they ever did). By 2009, 17.4 million college graduates had jobs that didn’t even require a degree. There are 365,000 cashiers and 318,000 waiters and waitresses in America who have bachelor’s degrees, as do one-fifth of those working in the retail industry. More than 100,000 college graduates are janitors and 18,000 push carts. (There are 5,057 janitors in the United States who have doctorates and professional degrees!)

To eat responsibly is to understand and enact, so far as one can, this complex relationship. What can one do? Here is a list, probably not definitive: 1. Participate in food production to the extent that you can. If you have a yard or even just a porch box or a pot in a sunny window, grow something to eat in it. Make a little compost of your kitchen scraps and use it for fertilizer. Only by growing some food for yourself can you become acquainted with the beautiful energy cycle that revolves from soil to seed to flower to fruit to food to offal to decay, and around again. You will be fully responsible for any food that you grow for yourself, and you will know all about it. You will appreciate it fully, having known it all its life. 2. Prepare your own food. This means reviving in your own mind and life the arts of kitchen and household. This should enable you to eat more cheaply, and it will give you a measure of “quality control”: You will have some reliable knowledge of what has been added to the food you eat. 3. Learn the origins of the food you buy, and buy the food that is produced closest to your home. The idea that every locality should be, as much as possible, the source of its own food makes several kinds of sense. The locally produced food supply is the most secure, the freshest, and the easiest for local consumers to know about and to influence. 4. Whenever possible, deal directly with a local farmer, gardener, or orchardist. All the reasons listed for the previous suggestion apply here. In addition, by such dealing you eliminate the whole pack of merchants, transporters, processors, packagers, and advertisers who thrive at the expense of both producers and consumers. 5. Learn, in self-defense, as much as you can of the economy and technology of industrial food production. What is added to food that is not food, and what do you pay for these additions? 6. Learn what is involved in the best farming and gardening. 7. Learn as much as you can, by direct observation and experience if possible, of the life histories of the food species. The

There, flanking either side of the walkway were a pair of raised fountains. The base of each was a shell-shaped bowl filled with water and lily pads. Standing in each bowl was the masculine version of Boticelli's famous "Birth of Venus". The man stood in the same pose as Venus, left hand coyly drawn up o cover his chest, right down by his genitals, yet instead of covering them, he held his optimistically endowed penis, pointing it upward. Water jetted from each penis, and over into the basin of the twin statue opposite. The water didn't flow in a smooth stream though. It spurted. "Please tell me there is something wrong with his water pressure" Cassandra said. "No, I believe that's the desired effect.

Katayev’s notes show that the military-industrial complex was indeed as large as Gorbachev feared. In 1985, Katayev estimated, defense took up 20 percent of the Soviet economy.16 Of the 135 million adults working in the Soviet Union, Katayev said, 10.4 million worked directly in the military-industrial complex at 1,770 enterprises. Nine ministries served the military, although in a clumsy effort to mask its purpose, the nuclear ministry was given the name “Ministry of Medium Machine Building,” and others were similarly disguised. More than fifty cities were almost totally engaged in the defense effort, and hundreds less so. Defense factories were called upon to make the more advanced civilian products, too, including 100 percent of all Soviet televisions, tape recorders, movie and still cameras and sewing machines.17

In the first fifteen chapters of this book, I hope I have made a cogent case that: (1) reward is not contentment, and pleasure is not happiness; (2) reward is dopamine, and contentment is serotonin; (3) chronic excess reward interferes with contentment; (4) business has conflated pleasure with happiness consciously and with clear-cut intent, specifically to get you to buy its junk or engage in hedonic behaviors favorable to industry; (5) government has passed legislation to make it easier to buy that junk or make easier access to engage in those behaviors to drive profit and GDP, and the Supreme Court has justified and supported these practices; and (6) buying that junk or engaging in those behaviors long-term and without thought can leave you and society fat, sick, stupid, broke, addicted, depressed, and most decidedly unhappy.

The hard part, evolutionarily, was getting from prokaryotic cells to eukaryotic ones, then getting from single-celled organisms to multicellular ones. Earth is around 4.5 billion years old, a timescale I simply cannot get my head around. Instead let’s imagine’s Earth’s history as a calendar year, with the formation of Earth being January 1 and today being December 31 at 11:59pm. The first life on Earth emerges around February 25. Photosynthetic organisms first appear in late March. Multicellular life doesn’t appear until August or September. The first dinosaurs like eoraptor show up about 230 million years ago, or December 13 in our calendar year. The meteor impact that heralds the end of the dinosaurs happens around December 26. Homo sapiens aren’t part of the story until December 31 at 11:48 pm. Agriculture and large human communities and the building of monolithic structures all occur within the last minute of this calendar year. The Industrial Revolution, two world wars, the invention of basketball, recorded music, the electric dishwasher, and vehicles that travel faster than horses all happen in the last couple of seconds. Put another way: It took Earth about three billion years to go from single-celled life to multicellular life. It took less than seventy million years to go from Tyrannosaurus rex to humans who can read and write and dig up fossils and approximate the timeline of life and worry about its ending. Unless we somehow manage to eliminate all multicellular life from the planet, Earth won’t have to start all over and it will be okay--- at least until the oceans evaporate and the planet gets consumed by the sun. But we`ll be gone by then, as will our collective and collected memory. I think part of what scares me about the end of humanity is the end of those memories. I believe that if a tree falls in the woods and no one is there to hear it, it does make a sound. But if no one is around to play Billie Holiday records, those songs won’t make a sound anymore. We’ve caused a lot of suffering, but we’ve also caused much else. I know the world will survive us – and in some ways it will be more alive. More birdsong. More creatures roaming around. More plants cracking through our pavement, rewilding the planet we terraformed. I imagine coyotes sleeping in the ruins of the homes we built. I imagine our plastic still washing up on beaches hundreds of years after the last of us is gone. I imagine moths, having no artificial lights toward which to fly, turning back to the moon.

The amount of energy stored in all the fossil fuel on earth is negligible compared to the amount that the sun dispenses every day, free of charge. Only a tiny proportion of the sun’s energy reaches us, yet it amounts to 3,766,800 exajoules of energy each year (a joule is a unit of energy in the metric system, about the amount you expend to lift a small apple one yard straight up; an exajoule is a billion billion joules – that’s a lot of apples).2 All the world’s plants capture only about 3,000 of those solar exajoules through the process of photosynthesis.3 All human activities and industries put together consume about 500 exajoules annually, equivalent to the amount of energy earth receives from the sun in just ninety minutes.4 And that’s only solar energy. In addition, we are surrounded by other enormous sources of energy, such as nuclear energy and gravitational energy, the latter most evident in the power of the ocean tides caused by the moon’s pull on the earth.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

The hard part, evolutionarily, was getting from prokaryotic cells to eukaryotic ones, then getting from single-celled organisms to multi cellar ones. Earth is around 4.5 billion years old, a timescale I simply cannot get my head around. Instead let’s imagine’s Earth’s history as a calendar year, with the formation of Earth being January 1 and today being December 31 at 11:59pm. The first life on Earth emerges around February 25. Photosynthetic organisms first appear in late March. Multicellular life doesn’t appear until August or September. The first dinosaurs like eoraptor show up about 230 million years ago, or December 13 in our calendar year. The meteor impact that heralds the end of the dinosaurs happens around December 26. Homo sapiens aren’t part of the story until December 31 at 11:48 pm. Agriculture and large human communities and the building of monolithic structures all occur within the last minute of this calendar year. The Industrial Revolution, two world wars, the invention of basketball, recorded music, the electric dishwasher, and vehicles that travel faster than horses all happen in the last couple of seconds. Put another way: It took Earth about three billion years to go from single-celled life to multicellular life. It took less than seventy million years to go from Tyrannosaurus rex to humans who can read and write and dig up fossils and approximate the timeline of life and worry about its ending. Unless we somehow manage to eliminate all multicellular life from the planet, Earth won’t have to start all over and it will be okay--- at least until the oceans evaporate and the planet gets consumed by the sun. I know the world will survive us – and in some ways it will be more alive. More birdsong. More creatures roaming around. More plants cracking through our pavement, rewilding the planet we terraformed. I imagine coyotes sleeping in the ruins of the homes we built. I imagine our plastic still washing up on beaches hundreds of years after the last of us is gone. I imagine moths, having no artificial lights toward which to fly, turning back to the moon.

Timeline of History Years Before the Present 13.5 billion Matter and energy appear. Beginning of physics. Atoms and molecules appear. Beginning of chemistry. 4.5 billion Formation of planet Earth. 3.8 billion Emergence of organisms. Beginning of biology. 6 million Last common grandmother of humans and chimpanzees. 2.5 million Evolution of the genus Homo in Africa. First stone tools. 2 million Humans spread from Africa to Eurasia. Evolution of different human species. 500,000 Neanderthals evolve in Europe and the Middle East. 300,000 Daily usage of fire. 200,000 Homo sapiens evolves in East Africa. 70,000 The Cognitive Revolution. Emergence of fictive language. Beginning of history. Sapiens spread out of Africa. 45,000 Sapiens settle Australia. Extinction of Australian megafauna. 30,000 Extinction of Neanderthals. 16,000 Sapiens settle America. Extinction of American megafauna. 13,000 Extinction of Homo floresiensis. Homo sapiens the only surviving human species. 12,000 The Agricultural Revolution. Domestication of plants and animals. Permanent settlements. 5,000 First kingdoms, script and money. Polytheistic religions. 4,250 First empire – the Akkadian Empire of Sargon. 2,500 Invention of coinage – a universal money. The Persian Empire – a universal political order ‘for the benefit of all humans’. Buddhism in India – a universal truth ‘to liberate all beings from suffering’. 2,000 Han Empire in China. Roman Empire in the Mediterranean. Christianity. 1,400 Islam. 500 The Scientific Revolution. Humankind admits its ignorance and begins to acquire unprecedented power. Europeans begin to conquer America and the oceans. The entire planet becomes a single historical arena. The rise of capitalism. 200 The Industrial Revolution. Family and community are replaced by state and market. Massive extinction of plants and animals. The Present Humans transcend the boundaries of planet Earth. Nuclear weapons threaten the survival of humankind. Organisms are increasingly shaped by intelligent design rather than natural selection. The Future Intelligent design becomes the basic principle of life? Homo sapiens is replaced by superhumans?

But I was wrong about that. From the moment of my reluctant entrance into the vaccine debate in 2005, I was astonished to realize that the pervasive web of deep financial entanglements between Pharma and the government health agencies had put regulatory capture on steroids. The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.”5 When I learned that extraordinary fact, the disastrous health of the American people was no longer a mystery; I wondered what the environment would look like if the EPA received 45 percent of its budget from the coal industry!

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

1. Temperance. Eat not to dullness; drink not to elevation. 2. Silence. Speak not but what may benefit others or yourself; avoid trifling conversation. 3. Order. Let all your things have their places; let each part of your business have its time. 4. Resolution. Resolve to perform what you ought; perform without fail what you resolve. 5. Frugality. Make no expense but to do good to others or yourself; i.e., waste nothing. 6. Industry. Lose no time; be always employ’d in something useful; cut off all unnecessary actions. 7. Sincerity. Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly. 8. Justice. Wrong none by doing injuries, or omitting the benefits that are your duty. 9. Moderation. Avoid extreams; forbear resenting injuries so much as you think they deserve. 10. Cleanliness. Tolerate no uncleanliness in body, cloaths, or habitation. 11. Tranquillity. Be not disturbed at trifles, or at accidents common or unavoidable. 12. Chastity. Rarely use venery but for health or offspring, never to dulness, weakness, or the injury of your own or another’s peace or reputation. 13. Humility. Imitate Jesus and Socrates.

It astounds me that the media is ignoring Noriega’s extensive ties into this country, from his education at the School of the Americas4 to his well known involvement with Bush and the CIA in the cocaine business. Can’t people see that this so-called War on Drugs is no more than the CIA eliminating their competition while they take over the industry worldwide?” I paused to reflect. “If people don’t wake up soon, we’ll have a drug lord running this country.” “We already do,” Billy said, unjamming his stapling machine. I laughed. “I’m referring to Bill Clinton. In 1984, I was at the Swiss Villa Amphitheater in Lampe Missouri5 where Bush and Clinton were talking about their New World Order. Bush was really pleased with how well Clinton’s Mena cocaine operation was funding the New World Order effort, and he assured Clinton he would be rewarded politically. In those days, the groundwork for NAFTA6 was established to open the border to ‘free trade of drugs to equalize our economies,’ and Clinton was right there in the midst of it all. It was already determined that Bush would be put in the office of President at the same time Salinas was put in as President of Mexico so they could usher in NAFTA.

These names of virtues, with their precepts, were: 1.​TEMPERANCE.—Eat not to dullness; drink not to elevation. 2.​SILENCE.—Speak not but what may benefit others or yourself; avoid trifling conversation. 3.​ORDER.—Let all your things have their places; let each part of your business have its time. 4.​RESOLUTION.—Resolve to perform what you ought; perform without fail what you resolve. 5.​FRUGALITY.—Make no expense but to do good to others or yourself; i.e., waste nothing. 6.​INDUSTRY.—Lose no time; be always employ’d in something useful; cut off all unnecessary actions. 7.​SINCERITY.—Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly. 8.​JUSTICE.—Wrong none by doing injuries, or omitting the benefits that are your duty. 9.​MODERATION.—Avoid extremes; forbear resenting injuries so much as you think they deserve. 10.​CLEANLINES.—Tolerate no uncleanliness in body, cloths, or habitation. 11.​TRANQUILLITY.—Be not disturbed at trifles, or at accidents common or unavoidable. 12.​CHASTITY.—Rarely use venery but for health or offspring, never to dulness, weakness, or the injury of your own or another’s peace or reputation. 13.​HUMILITY.—Imitate Jesus and Socrates.

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.

In North America, there is no nostalgia for the postwar period, quite simply because the Trente Glorieuses never existed there: per capita output grew at roughly the same rate of 1.5–2 percent per year throughout the period 1820–2012. To be sure, growth slowed a bit between 1930 and 1950 to just over 1.5 percent, then increased again to just over 2 percent between 1950 and 1970, and then slowed to less than 1.5 percent between 1990 and 2012. In Western Europe, which suffered much more from the two world wars, the variations are considerably greater: per capita output stagnated between 1913 and 1950 (with a growth rate of just over 0.5 percent) and then leapt ahead to more than 4 percent from 1950 to 1970, before falling sharply to just slightly above US levels (a little more than 2 percent) in the period 1970–1990 and to barely 1.5 percent between 1990 and 2012. Western Europe experienced a golden age of growth between 1950 and 1970, only to see its growth rate diminish to one-half or even one-third of its peak level during the decades that followed. [...] If we looked only at continental Europe, we would find an average per capita output growth rate of 5 percent between 1950 and 1970—a level well beyond that achieved in other advanced countries over the past two centuries. These very different collective experiences of growth in the twentieth century largely explain why public opinion in different countries varies so widely in regard to commercial and financial globalization and indeed to capitalism in general. In continental Europe and especially France, people quite naturally continue to look on the first three postwar decades—a period of strong state intervention in the economy—as a period blessed with rapid growth, and many regard the liberalization of the economy that began around 1980 as the cause of a slowdown. In Great Britain and the United States, postwar history is interpreted quite differently. Between 1950 and 1980, the gap between the English-speaking countries and the countries that had lost the war closed rapidly. By the late 1970s, US magazine covers often denounced the decline of the United States and the success of German and Japanese industry. In Britain, GDP per capita fell below the level of Germany, France, Japan, and even Italy. It may even be the case that this sense of being rivaled (or even overtaken in the case of Britain) played an important part in the “conservative revolution.” Margaret Thatcher in Britain and Ronald Reagan in the United States promised to “roll back the welfare state” that had allegedly sapped the animal spirits of Anglo-Saxon entrepreneurs and thus to return to pure nineteenth-century capitalism, which would allow the United States and Britain to regain the upper hand. Even today, many people in both countries believe that the conservative revolution was remarkably successful, because their growth rates once again matched continental European and Japanese levels. In fact, neither the economic liberalization that began around 1980 nor the state interventionism that began in 1945 deserves such praise or blame. France, Germany, and Japan would very likely have caught up with Britain and the United States following their collapse of 1914–1945 regardless of what policies they had adopted (I say this with only slight exaggeration). The most one can say is that state intervention did no harm. Similarly, once these countries had attained the global technological frontier, it is hardly surprising that they ceased to grow more rapidly than Britain and the United States or that growth rates in all of these wealthy countries more or less equalized [...] Broadly speaking, the US and British policies of economic liberalization appear to have had little effect on this simple reality, since they neither increased growth nor decreased it.

4. “National Debts Shall Not Be Contracted with a View to the External Friction of States”; This expedient of seeking aid within or without the state is above suspicion when the purpose is domestic economy (e.g., the improvement of roads, new settlements, establishment of stores against unfruitful years, etc.). But as an opposing machine in the antagonism of powers, a credit system which grows beyond sight and which is yet a safe debt for the present requirements — because all the creditors do not require payment at one time — constitutes a dangerous money power. This ingenious invention of a commercial people [England] in this century is dangerous because it is a war treasure which exceeds the treasures of all other states; it cannot be exhausted except by default of taxes (which is inevitable), though it can be long delayed by the stimulus to trade which occurs through the reaction of credit on industry and commerce. This facility in making war, together with the inclination to do so on the part of rulers—an inclination which seems inborn in human nature — is thus a great hindrance to perpetual peace. Therefore, to forbid this credit system must be a preliminary article of perpetual peace all the more because it must eventually entangle many innocent states in the inevitable bankruptcy and openly harm them. They are therefore justified in allying themselves against such a state and its measures.

We stand today on the brink of economic destruction. The housing market remains stagnant. Unemployment is obviously far higher than the officially reported figures of 6 to 7 percent, which factor in only those filing for unemployment benefits. As I was completing this book, there were alarming reports disseminated by the media that a hundred million Americans of working age were without jobs. This amounts to a staggering true unemployment rate of 36.3 percent. While some of those are willfully unemployed, such as stay-at-home parents, retirees, and high school students, there is no question that the real rate must still be at least somewhere in the HIDDEN HISTORY 4 25-percent range. Student loan debt is quickly surpassing credit card debt in volume. The cost of living continues to surge, while the vast majority of American workers receive little or no yearly wage increase. Our industry has practically left our shores, leaving us incapable of manufacturing anything of substance. Although the US population increased by 10 percent during the first decade of the twenty-first century, 5,500,000 manufacturing jobs were lost during the same time period. The sad reality is America doesn’t make much of anything anymore. The income disparity has grown to such an extent that the richest four hundred citizens presently possess more aggregate wealth than the bottom fifty percent of all Americans combined. If present trends continue, the United States is rapidly on the way to Third World nation status.

Jesus himself remains an enigma. There have been interesting attempts to uncover the figure of the ‘historical’ Jesus, a project that has become something of a scholarly industry. But the fact remains that the only Jesus we really know is the Jesus described in the New Testament, which was not interested in scientifically objective history. There are no other contemporary accounts of his mission and death. We cannot even be certain why he was crucified. The gospel accounts indicate that he was thought to be the king of the Jews. He was said to have predicted the imminent arrival of the kingdom of heaven, but also made it clear that it was not of this world. In the literature of the Late Second Temple period, there had been hints that a few people were expecting a righteous king of the House of David to establish an eternal kingdom, and this idea seems to have become more popular during the tense years leading up to the war. Josephus, Tacitus and Suetonius all note the importance of revolutionary religiosity, both before and after the rebellion.2 There was now keen expectation in some circles of a meshiah (in Greek, christos), an ‘anointed’ king of the House of David, who would redeem Israel. We do not know whether Jesus claimed to be this messiah – the gospels are ambiguous on this point.3 Other people rather than Jesus himself may have made this claim on his behalf.4 But after his death some of his followers had seen him in visions that convinced them that he had been raised from the tomb – an event that heralded the general resurrection of all the righteous when God would inaugurate his rule on earth.5 Jesus and his disciples came from Galilee in northern Palestine. After his death they moved to Jerusalem, probably to be on hand when the kingdom arrived, since all the prophecies declared that the temple would be the pivot of the new world order.6 The leaders of their movement were known as ‘the Twelve’: in the kingdom, they would rule the twelve tribes of the reconstituted Israel.7 The members of the Jesus movement worshipped together every day in the temple,8 but they also met for communal meals, in which they affirmed their faith in the kingdom’s imminent arrival.9 They continued to live as devout, orthodox Jews. Like the Essenes, they had no private property, shared their goods equally, and dedicated their lives to the last days.10 It seems that Jesus had recommended voluntary poverty and special care for the poor; that loyalty to the group was to be valued more than family ties; and that evil should be met with non-violence and love.11 Christians should pay their taxes, respect the Roman authorities, and must not even contemplate armed struggle.12 Jesus’s followers continued to revere the Torah,13 keep the Sabbath,14 and the observance of the dietary laws was a matter of extreme importance to them.15 Like the great Pharisee Hillel, Jesus’s older contemporary, they taught a version of the Golden Rule, which they believed to be the bedrock of the Jewish faith: ‘So always treat others as you would like them to treat you; that is the message of the Law and the Prophets.

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

Professor Joseph Stiglitz, former Chief Economist of the World Bank, and former Chairman of President Clinton's Council of Economic Advisers, goes public over the World Bank’s, “Four Step Strategy,” which is designed to enslave nations to the bankers. I summarise this below, 1. Privatisation. This is actually where national leaders are offered 10% commissions to their secret Swiss bank accounts in exchange for them trimming a few billion dollars off the sale price of national assets. Bribery and corruption, pure and simple. 2. Capital Market Liberalization. This is the repealing any laws that taxes money going over its borders. Stiglitz calls this the, “hot money,” cycle. Initially cash comes in from abroad to speculate in real estate and currency, then when the economy in that country starts to look promising, this outside wealth is pulled straight out again, causing the economy to collapse. The nation then requires International Monetary Fund (IMF) help and the IMF provides it under the pretext that they raise interest rates anywhere from 30% to 80%. This happened in Indonesia and Brazil, also in other Asian and Latin American nations. These higher interest rates consequently impoverish a country, demolishing property values, savaging industrial production and draining national treasuries. 3. Market Based Pricing. This is where the prices of food, water and domestic gas are raised which predictably leads to social unrest in the respective nation, now more commonly referred to as, “IMF Riots.” These riots cause the flight of capital and government bankruptcies. This benefits the foreign corporations as the nations remaining assets can be purchased at rock bottom prices. 4. Free Trade. This is where international corporations burst into Asia, Latin America and Africa, whilst at the same time Europe and America barricade their own markets against third world agriculture. They also impose extortionate tariffs which these countries have to pay for branded pharmaceuticals, causing soaring rates in death and disease.

The hard part, evolutionarily, was getting from prokaryotic cells to eukaryotic ones, then getting from single-celled organisms to multicellular ones. Earth is around 4.5 billion years old, a timescale I simply cannot get my head around. Instead let’s imagine’s Earth’s history as a calendar year, with the formation of Earth being January 1 and today being December 31 at 11:59pm. The first life on Earth emerges around February 25. Photosynthetic organisms first appear in late March. Multicellular life doesn’t appear until August or September. The first dinosaurs like eoraptor show up about 230 million years ago, or December 13 in our calendar year. The meteor impact that heralds the end of the dinosaurs happens around December 26. Homo sapiens aren’t part of the story until December 31 at 11:48 pm. Agriculture and large human communities and the building of monolithic structures all occur within the last minute of this calendar year. The Industrial Revolution, two world wars, the invention of basketball, recorded music, the electric dishwasher, and vehicles that travel faster than horses all happen in the last couple of seconds. Put another way: It took Earth about three billion years to go from single-celled life to multicellular life. It took less than seventy million years to go from Tyrannosaurus rex to humans who can read and write and dig up fossils and approximate the timeline of life and worry about its ending. Unless we somehow manage to eliminate all multicellular life from the planet, Earth won’t have to start all over and it will be okay--- at least until the oceans evaporate and the planet gets consumed by the sun. I know the world will survive us – and in some ways it will be more alive. More birdsong. More creatures roaming around. More plants cracking through our pavement, rewilding the planet we terraformed. I imagine coyotes sleeping in the ruins of the homes we built. I imagine our plastic still washing up on beaches hundreds of years after the last of us is gone. I imagine moths, having no artificial lights toward which to fly, turning back to the moon.

proper legal structure. The best structure is that of the Mondragon companies, which do not allow workers to own a tradable share of equity. Instead, in addition to their wages they each have an internal capital account the value of which depends on the business’s performance and on the number of hours the member works. A new member has to pay a large entrance fee, most of which is credited to his internal account. He receives interest at the end of every fiscal year, but he cannot withdraw the annually accumulating principal from his account until retirement. Almost all profits are divided between these individual accounts and a collective account that helps ensure the company’s survival. No buying or selling of shares takes place in this scheme, so it’s difficult for the firm to lose its worker-controlled status. Not until 1982, however, did the internal-capital-accounts legal structure exist in the United States (and then only in Massachusetts); prior to that, worker cooperatives had to make convoluted use of other categories, which sometimes made them vulnerable to degeneration.113 In any case, the survival rates of contemporary cooperatives put the lie to traditional theories of cooperatives’ unsustainability, for they appear to have higher rates of survival than conventional firms. During the 1970s and early 1980s, the death rate for co-ops in France (due either to dissolution or to conversion into a capitalist firm) was 6.9 percent; the comparable rate for capitalist competitors was 10 percent. A study in 1989 found much higher failure rates for capitalist companies than cooperatives in North America.114 A study conducted by Quebec’s Ministry of Industry and Commerce in 1999 concluded that “Co-op startups are twice as likely to celebrate their 10th birthday as conventionally owned private businesses.”115 A later study by the same organization found that “More than 6 out of 10 cooperatives survive more than five years, as compared to almost 4 businesses out of 10 for the private sector in Québec and in Canada in general. More than 4 out of 10 cooperatives survive more than 10 years, compared to 2 businesses out of 10 for the private sector.”116

I never dreamed it would be as amazing as that,” she whispered. “I did.” “Really?” Her soft voice was a caress. Everything about her was as smooth and silky and sweet as whipped cream. Well, except for her tart opinions. And her fierce determination to make him tell everything in his soul. Though he had to admit that after confessing his secret fears to her earlier, he felt freer, as if the boulder he’d been carrying for years had dropped from his back. “I knew it would be perfect.” He gave her a lingering kiss, then drew back to cup her pinkening cheek. “With you it could be nothing less.” Shyly avoiding his gaze, she finger-combed his short hair. “Nancy always said that sharing a man’s bed was something to ‘endure.’ That marriage was more pleasant without it, but it was required for having children so she’d had to put up with it.” He skimmed a hand down her lightly freckled arm. “And what do you think, now that you’ve experienced it for yourself?” “I think I could ‘endure’ it with great enthusiasm.” Jane flashed him a mischievous smile. “But I’m not really sure. Should we try it again so I can make certain?” Stifling a laugh, he tried to look stern. “We’re lucky none of the grooms have stumbled over us already.” He managed to sound even-toned, though the prospect of taking her again--here, now--was already making him hard. “Speaking of that, we’d better get dressed, before someone finds us here naked.” A sigh escaped her. “You do have a point. Though I don’t know how you can be so sensible and industrious when all I feel is lazy and content.” “I’m not being sensible and industrious at all.” Reluctantly he slipped from her arms to go hunt up his drawers. “I’m simply being selfish. The longer you stay naked, the more chance that I will attempt to ravish you again.” “That sounds perfectly…awful,” she said as she struck a seductive pose. God save him. He swept his gaze over her thrusting breasts, her slender belly with its delicate navel, and her auburn thatch of curls. The taste of her was still on his lips, the smell of her still in his nostrils. He wanted her again. And again and again… Muttering a curse under his breath, he tossed her shift at her. “Put some clothes on before I combust.” She laughed, a delicate tinkling sound that tightened his cock. Fortunately for his self-restraint, she did as he bade and donned her shift. Only then was he able to breathe, to concentrate on putting on his trousers rather than on the erotic sight of her drawing her stockings up those luscious legs. He turned and nearly stumbled over the carriage lamps. “These are a lost cause, now that I recklessly dashed them to the floor in my…er…enthusiasm, sweeting.” “Good,” she said cheerily. “Now you can’t run off to London without me tonight.

The first thing to note about Korean industrial structure is the sheer concentration of Korean industry. Like other Asian economies, there are two levels of organization: individual firms and larger network organizations that unite disparate corporate entities. The Korean network organization is known as the chaebol, represented by the same two Chinese characters as the Japanese zaibatsu and patterned deliberately on the Japanese model. The size of individual Korean companies is not large by international standards. As of the mid-1980s, the Hyundai Motor Company, Korea’s largest automobile manufacturer, was only a thirtieth the size of General Motors, and the Samsung Electric Company was only a tenth the size of Japan’s Hitachi.1 However, these statistics understate their true economic clout because these businesses are linked to one another in very large network organizations. Virtually the whole of the large-business sector in Korea is part of a chaebol network: in 1988, forty-three chaebol (defined as conglomerates with assets in excess of 400 billion won, or US$500 million) brought together some 672 companies.2 If we measure industrial concentration by chaebol rather than individual firm, the figures are staggering: in 1984, the three largest chaebol alone (Samsung, Hyundai, and Lucky-Goldstar) produced 36 percent of Korea’s gross domestic product.3 Korean industry is more concentrated than that of Japan, particularly in the manufacturing sector; the three-firm concentration ratio for Korea in 1980 was 62.0 percent of all manufactured goods, compared to 56.3 percent for Japan.4 The degree of concentration of Korean industry grew throughout the postwar period, moreover, as the rate of chaebol growth substantially exceeded the rate of growth for the economy as a whole. For example, the twenty largest chaebol produced 21.8 percent of Korean gross domestic product in 1973, 28.9 percent in 1975, and 33.2 percent in 1978.5 The Japanese influence on Korean business organization has been enormous. Korea was an almost wholly agricultural society at the beginning of Japan’s colonial occupation in 1910, and the latter was responsible for creating much of the country’s early industrial infrastructure.6 Nearly 700,000 Japanese lived in Korea in 1940, and a similarly large number of Koreans lived in Japan as forced laborers. Some of the early Korean businesses got their start as colonial enterprises in the period of Japanese occupation.7 A good part of the two countries’ émigré populations were repatriated after the war, leading to a considerable exchange of knowledge and experience of business practices. The highly state-centered development strategies of President Park Chung Hee and others like him were formed as a result of his observation of Japanese industrial policy in Korea in the prewar period.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

Speech to the German Folk January 30, 1944 Without January 30, 1933, and without the National Socialist revolution, without the tremendous domestic cleansing and construction efforts, there would be no factor today that could oppose the Bolshevik colossus. After all, Germany was itself so ill at the time, so weakened by the spreading Jewish infection, that it could hardly think of overcoming the Bolshevik danger at home, not to mention abroad. The economic ruin brought about by the Jews as in other countries, the unemployment of millions of Germans, the destruction of peasantry, trade, and industry only prepared the way for the planned internal collapse. This was furthered by support for the continued existence of a senseless state of classes, which could only serve to transform the reason of the masses into hatred in order to make them the willing instrument of the Bolshevik revolution. By mobilizing the proletarian slaves, the Jews hoped that, following the destruction of the national intelligentsia, they could all the more reduce them for good to coolies. But even if this process of the Bolshevik revolt in the interior of Germany had not led to complete success, the state with its democratic Weimar constitution would have been reduced to something ridiculously helpless in view of the great tasks of current world politics. In order to be armed for this confrontation, not only the problems of political power but also the social and economic problems had to be resolved. When National Socialism undertook the realization of its program eleven years ago, it managed just in time to build up a state that did not only have the strength at home but also the power abroad to fulfill the same European mission which first Greece fulfilled in antiquity by opposing the Persians, then Rome [by opposing] the Carthaginians, and the Occident in later centuries by opposing the invasions from the east. Therefore, in the year 1933, we set ourselves four great tasks among many others. On their resolution depended not only the future of the Reich but also the rescue of Europe, perhaps even of the entire human civilization: 1. The Reich had to regain the internal social peace that it had lost by resolving the social questions. That meant that the elements of a division into classes bourgeoisie and proletariat-had to be eliminated in their various manifestations and be replaced by a Volksgemeinschaft. The appeal to reason had to be supplemented by the merciless eradication of the base elements of resistance in all camps. 2. The social and political unification of the nation had to be supplemented by a national, political one. This meant that the body of the Reich, which was not only politically, but also governmentally divided, had to be replaced by a unified National Socialist state, the construction and leadership of which were suited to oppose and withstand even the heaviest attacks and severest tests of the future. 3. The nationally and politically coherent centralized state had the mission of immediately creating a Wehrmacht, whose ideology, moral attitude, numerical strength, and material equipment could serve as an instrument of self-assertion. After the outside world had rejected all German offers for a limitation of armament, the Reich had to fashion its own armament accordingly. 4. In order to secure its continued existence in Europe with the prospect of actual success, it was necessary to integrate all those countries which were inhabited by Germans, or were areas which had belonged to the German Reich for over a thousand years and which, in terms of their national substance and economy, were indispensable to the preservation of the Reich, that is, for its political and military defense. Only the resolution of all these tasks could result in the creation of that state which was capable, at home and abroad, of waging the fight for its defense and for the preservation of the European family of nations.