Industry Eric Quotes

The executives who run the fast food industry are not bad men. They are businessmen. They will sell free-range, organic, grass-fed hamburgers if you demand it. They will sell whatever sells at a profit.

Abolition is not some disstant future but something we create in every moment when we say no to the traps of empire and yes to the nourishing possibilities dreamed of and practiced by our ancestors and friends. Every time we insist on accessible and affirming health care, safe and quality education, meaningful and secure employment, loving and healing relationships, and being our full and whole selves, we are doing abolition. Abolition is about breaking down things that oppress and building up things that nourish. Abolition is the practice of transformation in the here and now and the ever after.

Pick an industry where you can play long-term games with long-term people.

Whatever replaces the fast food industry should be regional, diverse, authentic, unpredictable, sustainable, profitable--and humble. It should know its limits.

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.

The Air Force’s demand for self-contained, inertial guidance systems played a leading role in the miniaturization of computers and the development of integrated circuits, the building blocks of the modern electronics industry.

If a single misleading sentence is to sum up the relations of artist and society in this era, we might say that the French Revolution inspired him by its example, the Industrial Revolution by its horror, and the bourgeois society, which emerged from both, transformed his very existence and modes of creation.

Unlike other commodities, however, fast food isn’t viewed, read, played, or worn. It enters the body and becomes part of the consumer. No other industry offers, both literally and figuratively, so much insight into the nature of mass consumption.

It's not my job to tell people how to consume music. I just want them to consume music.

Americans not only smoke more marijuana but also imprison more people for marijuana than any other western industrialized nation.

If schools continue to follow an outdated educational model focusing on preparation for an industrialized workforce, they run the risk of becoming irrelevant to our students and communities.

American whale oil lit the world. It was used in the production of soap, textiles, leather, paints, and varnishes, and it lubricated the tools and machines that drove the Industrial Revolution. The baleen cut from the mouths of whales shaped the course of feminine fashion by putting the hoop in hooped skirts and giving form to stomachtightening and chest-crushing corsets. Spermaceti, the waxy substance from the heads of sperm whales, produced the brightest- and cleanest-burning candles the world has ever known, while ambergris, a byproduct of irritation in a sperm whale’s bowel, gave perfumes great staying power and was worth its weight in gold.

Favoring specialization over intelligence is exactly wrong, especially in high tech. The world is changing so fast across every industry and endeavor that it's a given the role for which you're hiring is going to change. Yesterday's widget will be obsolete tomorrow, and hiring a specialist in such a dynamic environment can backfire. A specialist brings an inherent bias to solving problems that spawns from the very expertise that is his putative advantage, and may be threatened by a new type of solution that requires new expertise. A smart generalist doesn't have bias, so is free to survey the wide range of solutions and gravitate to the best one.

The birth of the fast food industry coincided with Eisenhower-era glorifications of technology, with optimistic slogans like “Better Living through Chemistry” and “Our Friend the Atom.” The sort of technological wizardry that Walt Disney promoted on television and at Disneyland eventually reached its fulfillment in the kitchens of fast food restaurants. Indeed, the corporate culture of McDonald’s seems inextricably linked to that of the Disney empire, sharing a reverence for sleek machinery, electronics, and automation. The leading fast food chains still embrace a boundless faith in science—and as a result have changed not just what Americans eat, but also how their food is made.

The management no longer depends upon the talents or skills of its workers---those things are built into the operating systems and machines. Jobs that have been "deskilled" can be filled cheaply. The need to retain any individual worker is greatly reduced by the ease with which he or she can be replaced.

Moldovans, most of whom will never be able to afford the products advertised—unless they sell a kidney. Joseph Epstein, in his book on envy, described the entire advertising industry as “a vast and intricate envy-producing machine.” In Moldova, all of that envy has nowhere to dissipate; it just accumulates, like so much toxic waste.

Taking an abolitionist stance does not mean refusing to engage in incremental change, nor does it mean abandoning efforts to improve conditions inside prisons. Rather, abolitionists engage in 'abolitionist reforms' or 'non-reformist reforms.' These are reforms that either directly undermine the prison industrial complex or provide support to prisoners through strategies that weaken, rather than strengthen, the prison system itself. For example, rather than lobbying for bigger prison health budgets to care for elderly prisoners, an abolitionist reform strategy would aim to get elderly prisoners out on compassionate release to obtain healthcare in the community. --S. Lamble

Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

the sugar industry has promoted the idea that a calorie is a calorie, and that eating a calorie’s worth of sweets is no more likely to make someone obese than any other food.

Forty-hour workweeks are a relic of the Industrial Age. Knowledge workers function like athletes - train and sprint, then rest and reassess.

Investors are still thinking through the consequences of reinventing the software industry as one with an explicit focus on service rather than closed intellectual property, and will be for some time to come.

To the contemporary feminist, sexual differences mean inequality, inequality means injustice, and injustice must be stamped out at all costs. And so, they have set about stamping out sexual differences at all costs.

Eric Harris wanted a prom date. Eric was a senior, about to leave Columbine High School forever. He was not about to be left out of the prime social event of his life. He really wanted a date. Dates were not generally a problem. Eric was a brain, but an uncommon subcategory: cool brain. He smoked, he drank, he dated. He got invited to parties. He got high. He worked his look hard: military chic hair— short and spiked with plenty of product—plus black T-shirts and baggy cargo pants. He blasted hard-core German industrial rock from his Honda. He enjoyed firing off bottle rockets and road-tripping to Wyoming to replenish the stash. He broke the rules, tagged himself with the nickname Reb, but did his homework and earned himself a slew of A’s. He shot cool videos and got them airplay on the closed-circuit system at school. And he got chicks. Lots and lots of chicks. On the ultimate high school scorecard, Eric outscored much of the football team. He was a little charmer. He walked right up to hotties at the mall. He won them over with quick wit, dazzling dimples, and a disarming smile.

How, I wonder, staring out my hotel window into black nothingness, can Icelanders possibly be happy living under this veil of darkness? I’ve always associated happy places with palm trees and beaches and blue drinks and, of course, swim-up bars. That’s paradise, right? The global travel industry certainly wants us to think so. Bliss, the ads tell us, lies someplace else, and that someplace else is sunny and eighty degrees. Always. Our language, too, reflects the palm-tree bias. Happy people have a sunny disposition and always look on the bright side of life. Unhappy people possess dark souls and black bile.

Until the first petroleum well was drilled in Pennsylvania in 1859, whale oil *was* oil. In Leviathan, a fine history of whaling, Eric Jay Dolin enumerates whale Phil's manifold applications: 'It was used in the production of soap, textiles, leather, paints, and varnishes, and it lubricated the tools and machines that drove the Industrial Revolution.' In fact, its use as a lubricant impervious to extremes in temperature persisted well into the space age -- NASA lubed its moon landers and other remotely operated vehicles with sperm whale oil until the International Whaling Commission banned commercial whaling in 1986.

Widespread introduction of the process [of irradiating foods] has thus far been impeded, however, by a reluctance among consumers to eat things that have been exposed to radiation. According to current USDA regulations, irradiated meat must be identified with a special label and with a radura (the internationally recognized symbol of radiation). The Beef Industry Food Safety Council - whose members include the meatpacking and fast food giants - has asked the USDA to change its rules and make the labeling of irradiated meat completely voluntary. The meatpacking industry is also working hard to get rid of the word 'irradiation,; much preferring the phrase 'cold pasteurization.'...From a purely scientific point of view, irradiation may be safe and effective. But he [a slaughterhouse engineer] is concerned about the introduction of highly complex electromagnetic and nuclear technology into slaughterhouses with a largely illiterate, non-English-speaking workforce.

We have been taught, both inside the classroom and outside of it, that there exists an entity called the West, and that one can think of this West as a society and civilization independent of and in opposition to other societies and civilizations. Many of us even grew up believing that this West has a genealogy, according to which ancient Greece begat Rome, Rome begat Christian Europe, Christian Europe begat the Renaissance, the Renaissance the Enlightenment, the Enlightenment political democracy and the industrial revolution. Industry, crossed with democracy, in turn yielded the United States, embodying the rights to life, liberty, and the pursuit of happiness.

The existing criminal justice model poses two main questions in the face of social harm: Who did it? How can we punish them? (And increasingly, how can we make money from it?). Creating safe and healthy communities requires a different set of questions: Who was harmed? How can we facilitate healing? How can we prevent such harm in the future? --S. Lamble

Investors include former Google CEO Eric Schmidt and Google cofounder Larry Page. Planetary Resources’ lead was followed in 2013 by a firm called Deep Space Industries. Its website currently looks like a science fiction film setting, with illustrations of CubeSats, scouting vehicles, and huge mining spacecraft assembled in space and never intended to enter a planet’s atmosphere.

The cotton industry was thus launched, like a glider, by the pull of the colonial trade to which it was attached; a trade which promised not only great, but rapid and above all unpredictable expansion, which encouraged the entrepreneur to adopt the revolutionary techniques required to meet it. Between 1750 and 1769 the export of British cottons increased more than ten times over.

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.

The behavior of retailers when a vendor folds is very revealing. It tells us that they know something the vendors don’t. What they know is this: the price a consumer will pay is effectively capped by the expected future value of vendor service (where “service” is here construed broadly to include enhancements, upgrades, and follow-on projects). In other words, software is largely a service industry operating under the persistent but unfounded delusion that it is a manufacturing industry.

Middle-class gay white men argued that 'gay rights' should remain a legislative issue and that 'legally sanctioned gay marriage should be a primary concern for all of us.' Kunzel charts the ways that the forced forgetting of queer and trans prisoners was central to the coalescing of 'new gay norms,' 'gay respectability,' and homonormativity. This disciplining of the queer left was a racialized proect that coalesced around shoring up the privileges afforded by whiteness, gender normativity, and capital.

When Dr. Fauci took office, America was still ranked among the world’s healthiest populations. An August 2021 study by the Commonwealth Fund ranked America’s health care system dead last among industrialized nations, with the highest infant mortality and the lowest life expectancy. “If health care were an Olympic sport, the US might not qualify in a competition with other high-income nations,”56 laments the study’s lead author, Eric Schneider, who serves as Senior Vice President for Policy and Research at the Commonwealth Fund.

When Dr. Fauci took office, America was still ranked among the world’s healthiest populations. An August 2021 study by the Commonwealth Fund ranked America’s health care system dead last among industrialized nations, with the highest infant mortality and the lowest life expectancy. “If health care were an Olympic sport, the US might not qualify in a competition with other high-income nations,”56 laments the study’s lead author, Eric Schneider, who serves as Senior Vice President for Policy and Research at the Commonwealth Fund. Following

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.

Focus on the user… and the money will follow. This can be particularly challenging in environments where the user and customer are different, and when your customer doesn’t share your focus-on-the-user ethos. When Google acquired Motorola in 2012, one of the first Motorola meetings Jonathan attended was a three-hour product review, where the company’s managers presented the features and specifications for all of Motorola’s phones. They kept referring to the customer requirements, most of which made little sense to Jonathan since they were so out of tune with what he knew mobile users wanted. Then, over lunch, one of the execs explained to him that when Motorola said “customers,” they weren’t talking about the people who use the phones but about the company’s real customers, the mobile carriers such as Verizon and AT&T, who perhaps weren’t always as focused on the user as they should have been. Motorola wasn’t focusing on its users at all, but on its partners. At Google, our users are the people who use our products, while our customers are the companies that buy our advertising and license our technology. There are rarely conflicts between the two, but when there are, our bias is toward the user. It has to be this way, regardless of your industry. Users are more empowered than ever, and won’t tolerate crummy products.

Moore’s Law, the rule of thumb in the technology industry, tells us that processor chips—the small circuit boards that form the backbone of every computing device—double in speed every eighteen months. That means a computer in 2025 will be sixty-four times faster than it is in 2013. Another predictive law, this one of photonics (regarding the transmission of information), tells us that the amount of data coming out of fiber-optic cables, the fastest form of connectivity, doubles roughly every nine months. Even if these laws have natural limits, the promise of exponential growth unleashes possibilities in graphics and virtual reality that will make the online experience as real as real life, or perhaps even better. Imagine having the holodeck from the world of Star Trek, which was a fully immersive virtual-reality environment for those aboard a ship, but this one is able to both project a beach landscape and re-create a famous Elvis Presley performance in front of your eyes. Indeed, the next moments in our technological evolution promise to turn a host of popular science-fiction concepts into science facts: driverless cars, thought-controlled robotic motion, artificial intelligence (AI) and fully integrated augmented reality, which promises a visual overlay of digital information onto our physical environment. Such developments will join with and enhance elements of our natural world. This is our future, and these remarkable things are already beginning to take shape. That is what makes working in the technology industry so exciting today. It’s not just because we have a chance to invent and build amazing new devices or because of the scale of technological and intellectual challenges we will try to conquer; it’s because of what these developments will mean for the world.

Some grant programs are structured as competitions. New York City’s Industrial Growth Initiative, now in its second year, is a two-stage process that requires businesses to attend a growth workshop and then apply for a more in-depth workshop series covering topics like human resources and marketing. The program culminates with a business plan competition, where participants put what they have learned to work and create expansion plans to guide their next stage of growth. The plans are pitched to an audience of judges and business leaders, and three winners split a $150,000 prize. One recent winner was Eric Campione, chief administrative officer for P.A.C. Plumbing, Heating, & Air Conditioning. Mr. Campione submitted a plan to bring the third-generation family-owned business on Staten Island into the digital age with new technology, such as iPads for field technicians. It is about more than money, though.

structure of the social division of labor. Many firms and industries must make fundamental changes to long-held business models in order to adapt. Further, governmental policy and legislation sometimes preferentially supports innovation by manufacturers. Considerations of social welfare suggest that this must change. The workings of the intellectual property system are of special concern. But despite the difficulties, a

No matter what a person’s job is, they should be encouraged to have opinions about the business, industry, customers and partners,

Three powerful technology trends have converged to fundamentally shift the playing field in most industries. First, the Internet has made information free, copious, and ubiquitous—practically everything is online. Second, mobile devices and networks have made global reach and continuous connectivity widely available. And third, cloud computing10 has put practically infinite computing power and storage and a host of sophisticated tools and applications at everyone’s disposal, on an inexpensive, pay-as-you-go basis.

Favoring specialization over intelligence is exactly wrong, especially in high tech. The world is changing so fast across every industry and endeavor that it’s a given the role for which you’re hiring is going to change. Yesterday’s widget will be obsolete tomorrow, and hiring a specialist in such a dynamic environment can backfire.

Accelerating the emergence of an American industrial bourgeoisie, the war tied the fortunes of this class to the Republican party and the national state.

Class, take 15 seconds to think of your answers. I will go around the room starting at Lindsay and everyone will have a chance to respond. When it is your time to answer, if you want to, you can say, "Pass." If you do so, that's OK. I will come back to you, and you can either give an idea you thought of or say an idea you heard from someone else that you agree with. Or a part of an idea you agree with. So in this way we will hear from everyone. Class, take 2 minutes to develop an answer to this question. You may write down some ideas in a list, in sentences, in images. I want you to go beyond the first ideas in your head. I will then call on you, one at a time. Class, this is a great question for everyone to consider. I think you need about 37 seconds on this one. I will tell you when that time is up, and then you should share your answer with the person sitting next to you. Then I am going to go around the room—this time, let's start with Andrew and go counterclockwise—and you have to tell us what your partner gave for an answer. So listen carefully. Class, here's the deal with answering this question. Everyone will have 20 seconds to consider. Then I am going to ask Eric and Liz their ideas. Then I will ask Jess and Matt to say if they agree or disagree with Eric and Liz. Then I will ask Jenny and Max to add any ideas or reactions. We will regularly do this: one group gives a first response, one group says if they agree, and the third group adds comments. Class, I am not asking you "Why did the Industrial Revolution begin?" but instead, "What are some of the reasons it began?" You can write a list or sentences. I will start this time with Danielle and have her say one reason. I'll write it on the board. Then Casey will give one reason. Then Eric. And we'll go around the room, collecting ideas, until we run out of them. That way, no one person gives all the answers for the group—everyone contributes. When we collect all the ideas, then I am going to have you work on your own to organize them into …. Class, JP just gave an answer to the question I asked before I could give you all time to think, so now I want you to consider his answer for 10 seconds. Then thumbs up if you agree with JP, thumbs down if you disagree, and thumbs sideways if you are not sure. Oh no, class, it happened again—this time Jeffrey answered the question before I gave you all time to think. So, it's "Fist to Five" time. Hold up a fist if you disagree, five fingers if you completely agree, and one to four fingers depending how much you agree. Let's see what we all really think, after 10 seconds. Class, this is a time I want to let the conversation flow more quickly than usual. There is only one thing you have to do before you give your ideas—you have to summarize as best you can what the person who spoke before you said. That way we know we are listening. Class, I have a question to ask that you will need a bunch of time to think about and organize your answers, and then we'll share them in some fashion. I put together this graphic organizer, which might help you get all the parts of the answer organized. You don't have to use it. You can sketch an answer, or write a list, or sentences. I am not playing "Guess what the teacher is thinking" here. The only right answer is what you are thinking, if it is organized enough for the rest of us to understand. Here goes….

There’s another important benefit of platforms: As they grow and get more valuable, they attract more investment, which helps to improve the products and services the platform supports. This is why, in the technology industry, companies always think “platforms, not products.

We have no idea what your venture is or even your industry, so we won’t presume to tell you how to create a business plan. But we can tell you with 100 percent certainty that if you have one, it is wrong. MBA-style business plans, no matter how well conceived and thought out, are always flawed in some important way. Faithfully following that flawed plan will result in what entrepreneur Eric Ries calls “achieving failure.”55 This is why a venture capitalist will always follow the maxim of investing in the team, not the plan. Since the plan is wrong, the people have to be right. Successful teams spot the flaws in their plan and adjust.

We called this “growth,” and there may still be industries where it is good enough. As in “top-line growth this quarter was 8 percent”—and that’s good enough for a bonus or promotion.

Simon Lack notes that over the 1998-2010 period, a whopping 97% of the dollar profits generated by the hedge fund industry

The most interesting industries are those where product cycle times are accelerating, because this creates more chances for disruption

You will never disrupt an industry or transform your business, and you’ll never get the best smart creatives on board, if your strategy is narrowly based on leveraging your competitive advantage to attack related markets.

Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

I began to notice something strange about the nature of incarceration; in particular, its imposition on the minds and bodies of the imprisoned, promoting a number of inmates to take personal responsibility for a system of failure beyond their control—a system built on hiding in plain sight the institutional, historical, and material limits of personal choice….Taking on the failures of a system without critically examining the limits of personal choice often led a number of cellmates to conflate their sense of responsibility with issues beyond their control. --Kalaniopua Young, “From a Native Trans Daughter

Another English revolution by the rich occurred at the end of the eighteenth and the beginning of the nineteenth century. It was the Industrial Revolution. The breathtaking potentialities of mechanization set the minds of manufacturers and merchants on fire. They began a revolution “as extreme and radical as ever inflamed the minds of sectarians,”8 and in a relatively short time these respectable, Godfearing citizens changed the face of England beyond recognition. When

Over the years, I have repeated Eric’s advice to countless people, encouraging them to reduce their career spreadsheets to one column: potential for growth. Of course, not everyone has the opportunity or the desire to work in an industry like high tech. But within any field, there are jobs that have more potential for growth than others. Those in more established industries can look for the rocket ships within their companies—divisions or teams that are expanding. And in careers like teaching or medicine, the corollary is to seek out positions where there is high demand for those skills. For example, in my brother’s field of pediatric neurosurgery, there are some cities with too many physicians, while others have too few. My brother has always elected to work where his expertise would be in demand so he can have the greatest impact. Just

America’s abundance was created not by public sacrifices to “the common good,” but by the productive genius of free men who pursued their own personal interests and the making of their own private fortunes. They did not starve the people to pay for America’s industrialization. They gave the people better jobs, higher wages, and cheaper goods with every new machine they invented, with every scientific discovery or technological advance—and thus the whole country was moving forward and profiting, not suffering, every step of the way. —AYN RAND

Three powerful technology trends have converged to fundamentally shift the playing field in most industries. First, the Internet has made information free, copious, and ubiquitous—practically everything is online. Second, mobile devices and networks have made global reach and continuous connectivity widely available. And third, cloud computing10 has put practically infinite computing power and storage and a host of sophisticated tools and applications at everyone’s disposal, on an inexpensive, pay-as-you-go basis. Today, access to these technologies is still unavailable to much of the world’s population, but it won’t be long before that situation changes and the next five billion people come online.

There is a mythmaking industry hard at work to sell us that story, but I have come to believe that the story is false, the product of selection bias and after-the-fact rationalization.

The primary objective of any business today must be to increase the speed of the product development process and the quality of its output. Since the industrial revolution, operating processes have

pyramid searches,” an idea pioneered by MIT’s Eric von Hippel and others. To conduct a pyramid search, begin by identifying people who are well-informed about the topic you’re interested in and asking them who in their field has even more expertise than they do—in other words, who is at the top of the subject-area “pyramid.” Often those at the peak are the kinds of highly curious, knowledgeable people who can refer you to experts in analogous fields. Then work your way to the top of the next knowledge pyramid and so on, ultimately assembling a panel of insightful people from diverse fields. Poetz and colleagues used the pyramid method to find analogous expertise for a forklift maker that needed a better way to mount and unmount forklifts from trucks. They brainstormed starting points, identifying a logistics-firm owner who was a heavy user of truck-mounted forklifts. That led them to a maker of machinery-mounting systems for farm tractors and eventually to someone in the entertainment-events industry with extensive experience quickly mounting stage equipment at concert venues. It turned out that the concert expert’s insights were directly applicable to the forklift problem and provided an innovative solution.

work in any size company, even a very large enterprise, in any sector or industry.

From 1925 to 1975, despite some variance, about 1 in 1,000 Americans was imprisoned at any given time. In 1975, there were approximately 200,000 prisoners. Thirty-two years later, after thirty-two years of drug war, there are 2.3 million behind bars—1 in every 130 Americans.100 Canada, by comparison, imprisons 1 in every 750 people. Every country in Western Europe imprisons still fewer. Pick any country and we lock up more people. America has the highest rate of incarceration in the world. This, in Eric Schlosser’s coinage, is the prison-industrial complex:

Convinced in their own liberal colleges and universities—and reinforced by the echo chamber of their professional choices—today’s mainstream media is a multibillion-dollar industry focused on the destruction of individual rights in favor of collectivist communes in the sky.

The minimum capital requirement of $50,000 and a proviso barring national banks from holding mortgages on land restricted these institutions to large cities. The system both promoted the consolidation of a national capital market essential to future investment in industry and commerce and placed its control firmly in the hands of Wall Street.

Forty hour work weeks are a relic of the Industrial Age. Knowledge workers function like athletes—train and sprint, then rest and reassess.

With the Mandate firmly established, more Jewish immigrants flooded into Palestine. Unlike previous waves, the migrations of the 1920s built up the urban centers of the Yishuv. With the urban centers came the institutions of a modern state: banks, schools, industry, newspapers, the Histadrut (a trade union), and eventually an administrative arm of the World Zionist Organization known as the Jewish Agency. The Haganah expanded. More land was purchased, and more settlements arose. In 1925 the first Jewish institute of higher education—the Hebrew University on Mount Scopus in Jerusalem—was established

The self-help industrial complex hasn’t helped. By telling us that happiness lives inside us, it’s turned us inward just when we should be looking outward. Not to money but to other people, to community and to the kind of human bonds that so clearly are the sources of our happiness.

BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Research and development conducted by private companies in the United States has grown enormously over the past four decades. We have substantially replaced the publicly funded science that drove our growth after World War II with private research efforts. Such private R&D has shown some impressive results, including high average returns for the corporate sector. However, despite their enormous impact, these private R&D investments are much too small from a broader perspective. This is not a criticism of any individuals; rather, it is simply a feature of the system. Private companies do not capture the spillovers that their R&D efforts create for other corporations, so private sector executives in established firms underinvest in invention. The venture capital industry, which provides admirable support to some start-ups, is focused on fast-impact industries, such as information technology, and not generally on longer-run and capital-intensive investments like clean energy or new cell and gene therapies. Leading entrepreneur-philanthropists get this. In recent years, there have been impressive investments in science funded by publicly minded individuals, including Eric Schmidt, Elon Musk, Paul Allen, Bill and Melinda Gates, Mark Zuckerberg, Michael Bloomberg, Jon Meade Huntsman Sr., Eli and Edythe Broad, David H. Koch, Laurene Powell Jobs, and others (including numerous private foundations). The good news is that these people, with a wide variety of political views on other matters, share the assessment that science—including basic research—is of fundamental importance for the future of the United States. The less good news is that even the wealthiest people on the planet can barely move the needle relative to what the United States previously invested in science. America is, roughly speaking, a $20 trillion economy; 2 percent of our GDP is nearly $400 billion per year. Even the richest person in the world has a total stock of wealth of only around $100 billion—a mark broken in early 2018 by Jeff Bezos of Amazon, with Bill Gates and Warren Buffett in close pursuit. If the richest Americans put much of their wealth immediately into science, it would have some impact for a few years, but over the longer run, this would hardly move the needle. Publicly funded investment in research and development is the only “approach that could potentially return us to the days when technology-led growth lifted all boats. However, we should be careful. Private failure is not enough to justify government intervention. Just because the private sector is underinvesting does not necessarily imply that the government will make the right investments.

we think of “cutting steel” as a media expense. Cutting steel is what you do when you build a mold to create a custom product—you buy a big block of steel and then cut it into a mold in the shape you want. It’s an expensive process with little room for error; it’s why many companies choose generic or stock bottles instead of investing in custom ones. But when we compared the cost of cutting steel to the cost of marketing, the ROI suddenly started looking much better. For us, it costs an average of $150,000 to create a new unique bottle design, which looks expensive compared to selecting a stock bottle with no tooling cost. But if we saved that $150K and invested it in marketing instead, what would it buy us? Not much. Not even one quarter-page ad in a national magazine. Yet the unique bottle design can generate millions in free press and social media attention! Not to mention the marketing power it will retain, capturing retailers’ attention, landing better shelf space, and inspiring impulse purchases from new customers. Our belief was that if we created a product that exceeded expectations, people would talk about it and drive word-of-mouth. Because Method could never win the advertising battle by shouting louder, we needed the product to shout for us.

Ah, yes, Eric. My number one fan. Of course he was here. We were a thunderstorm and an industrial accident away from the best day ever. I wondered if I should have Ashley run over and give me a wedgie just to complete the experience.

In 1963, Choh Hao Li, chairman and lone tenured faculty member in the Institute of Experimental Biology at Berkeley, announced that he had isolated and purified his sixth pituitary hormone, lipotropin. The magnitude of such a feat is clear considering that only one other person had ever purified a hormone, and that person was not coincidentally a student of Li's. The purification of lipotropin should have been a reason to celebrate; however, Li's colleagues at Berkeley acknowledged but did not rejoice in his success. As they perceived it, endocrinology was a scientific field that came out of the clinical sciences, which meant that Li's research was completely unsound, and they put enormous pressure on him to change his scientific topic. When that did not work, Wendell Stanley tried to 'promote [Li] out of the Virus Laboratory,' then later University Chancellor Clark Kerr threatened to discontinue the Institute for Experimental Biology because it did not fit with Berkeley's commitment to pure research. Things got infinitely worse for Li, of course, because he became perceived as less qualified with each professional achievement. [...] C. H. Li's travails at Berkeley are only half the story. In 1969, five years after transferring from Berkeley to UCSF, Li and his laboratory assistants assembled a highly complex synthetic version of human growth hormone (HGH) that was biologically active and could promote the growth of bones and muscle tissue. Rather than ignore or criticize the work, however, journalists waxed eloquently [sic] about Li's creation of HGH. One described it as no less than a panacea for most of the world's problems. Others clearly saw specific applications: 'it might now be . . . possible to tailor-make hormones that can inhibit breast cancer.' Li's discovery of synthetic HGH 'constituted a truly . . . great research breakthrough [that had] obvious applications,' ranging from 'human growth and development to . . . treatment of cancer and coronary artery disease.' Desperate letters poured in too; athletes wanted to know if HGH would help them become faster, bigger, stronger, and dwarfs from all over the world begged for samples of HGH or to volunteer as experimental subjects. Unlike at Berkeley, Li's discovery made him a hero at UCSF. None other than UCSF Chancellor Phillip Lee described Li's discovery as 'meticulous, painstaking, and brilliant research' and then tried to capitalize on the moment by asking the public and their political representatives to increase federal support of bioscience research. 'Research money is dwindling fast,' repeated Lee to anyone who cared to listen. 'We've proven than synthesis can be done, now all we need is the money and time to prove its tremendous value.' It is not surprising that federal and state money began to pour into Li's lab. What is shocking, however, is how quickly Li achieved scientific acclaim, not because he changed, but because the rest of the world around him changed so much.

¶ That if you look after goodness and truth beauty will take care of itself, is true in both worlds. The beauty that industrialism properly produces is the beauty of bones; the beauty that radiates from the work of men is the beauty of holiness. 4.

Egypt blocked the Straits of Tiran leading to Israel’s southern port of Eilat, and the Suez Canal was closed to Israeli shipping. The sum total of these provocations made Israeli leaders feel their state was in mortal danger from Egypt. But Israel’s tiny industries could not supply it with adequate weapons.

The Knesset reconvened and approved the agreement by a vote of sixty-one to fifty. The reparations proved key to Israel’s development. Within a few years, the transit camps disappeared, Israel’s industries grew, and the economy improved. In many ways, it was the 1933 Transfer Agreement debate redux. Both times, pragmatists led by David Ben-Gurion argued that Israel’s development and security were more important than emotion and honor. Both times they had been opposed by right-wing parties unwilling to compromise. And both times, the pragmatists narrowly prevailed, allowing the Jewish state’s establishment and subsequent survival.

Eric Arnold is the Chief Executive Officer at Planswell and holds a vast experience in financial planning and management. He has been helping create most accessible & actionable financial plans for free. Before exploring the online financial planning industry, Eric also started and was President at Enthusiastic Media.

established companies need to figure out how to accomplish what Scott Cook did in 1983, but on an industrial scale and with an established cohort of managers steeped in traditional management culture.

which of our efforts are value-creating and which are wasteful? This question is at the heart of the lean manufacturing revolution; it is the first question any lean manufacturing adherent is trained to ask. Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

La forma académica de decir esto es que las cadenas de suministro mundial están «libres de escala» y pueden servir lo pequeño así como lo grande, al inventor de garaje y también a Samsung. La forma no académica de decirlo es ésta: nada le impide a usted hacer lo que sea. La gente controla ahora los medios de producción. O como dice Eric Reis, autor de El método Lean Startup, Marx no lo entendió bien: «Ya no se trata de poseer los medios de producción. Se trata de arrendar los medios de producción».

recent decades, American utility companies have spent relatively little on research and development. One industry report estimates that, in 2009, research-and-development investments made by all US electrical-power utilities amounted to at most $700 million, compared with $6.3 billion by IBM and $9.1 billion by Pfizer. In 2009, however, the Department of Energy issued $3.4 billion in stimulus grants to a hundred smart-grid projects across the United States, including many in areas that are prone to heat waves and hurricanes.

In a future that includes competition from open source, we can expect that the eventual destiny of any software technology will be to either die or become part of the open infrastructure itself. While this is hardly happy news for entrepreneurs who would like to collect rent on closed software forever, it does suggest that the software industry as a whole will remain entrepreneurial, with new niches constantly opening up at the upper (application) end and a limited lifespan for closed-IP monopolies as their product categories fall into infrastructure.

If (as is generally accepted) over 75% of a typical software project’s life-cycle costs will be in maintenance and debugging and extensions, then the common price policy of charging a high fixed purchase price and relatively low or zero support fees is bound to lead to results that serve all parties poorly. Consumers lose because, even though software is a service industry, the incentives in the factory model all work against a vendor’s offering competent service. If the vendor’s money comes from selling bits, most effort will go into making bits and shoving them out the door; the help desk, not a profit center, will become a dumping ground for the least effective employees and get only enough resources to avoid actively alienating a critical number of customers.

We have no idea what your venture is or even your industry, so we won’t presume to tell you how to create a business plan. But we can tell you with 100 percent certainty that if you have one, it is wrong.

In the councils of government, we must guard against the acquisition of unwarranted influence, whether sought or unsought, by the military-industrial complex. The potential for the disastrous rise of misplaced power exists and will persist. —PRESIDENT DWIGHT D. EISENHOWER

As the author Eric Weiner, who has studied worldwide happiness trends, reports: “The self-help industrial complex hasn’t helped. By telling us that happiness lives inside us, it’s turned us inward just when we should be looking outward . . . to other people, to community and to the kind of human bonds that so clearly are the sources of our happiness.”7 Weiner makes an excellent point here: self-help isn’t typically social, but so many happiness activities are meant to be. Moreover, positive psychology has shown that for any activity to feel truly meaningful, it needs to be attached to a much bigger project or community—and self-help just doesn’t usually unfold collectively, particularly when self-help advice comes in the form of books.

The agenda of juvenile court, then, for queer and trans youth at least, often becomes to 'rehabilitate' youth into fitting heteronormative and gender-typical molds. Guised under the 'best interest of the child,' the goal often becomes to 'protect' the child - or perhaps society - from gender-variant or non-heterosexual behavior.

Could these groundbreaking and often unsung activists have imagined that only forty years later the 'official' gay rights agenda would be largely pro-police, pro-prisons, and pro-war - exactly the forces they worked so hard to resist? Just a few decades later, the most visible and well-funded arms of the 'LGBT movement' look much more like a corporate strategizing session than a grassroots social justice movement. There are countless examples of this dramatic shift in priorities. What emerged as a fight against racist, anti-poor, and anti-queer police violence now works hand in hand with local and federal law enforcement agencies - district attorneys are asked to speak at trans rallies, cops march in Gay Pride parades. The agendas of prosecutors - those who lock up our family, friends, and lovers - and many queer and trans organizations are becomingly increasingly similar, with sentence- and police-enhancing legislation at the top of the priority list. Hate crimes legislation is tacked on to multi-billion dollar 'defense' bills to support US military domination in Palestine, Iraq, Afghanistan, and elsewhere. Despite the rhetoric of an 'LGBT community,' transgender and gender-non-conforming people are our 'lead' organizations - most recently in the 2007 gutting of the Employment Non-Discrimination Act of gender identity protections. And as the rate of people (particularly poor queer and trans people of color) without steady jobs, housing, or healthcare continues to rise, and health and social services continue to be cut, those dubbed the leaders of the 'LGBT movement' insist that marriage rights are the way to redress the inequalities in our communities.

The second is the stressor to come – the much-heralded fourth industrial revolution where, according to some reports, up to 60 per cent of all jobs will become automated, and work as we know it will disappear. In the past, technological innovation was framed with optimism for huge improvements in standards of living, today the prevalent narrative seems one of fear and dystopia.

Without knowing this, without having been to the future, there would be no way to situate this vision among the other items in my memory. And since most of our thoughts are as evanescent and hard to remember as dreams, I will be unlikely to remember this vision or notice how it corresponded to an actual event in my life some time afterward. It has often been suggested that déjà vu experiences may reflect this kind of “memory of a premonition,” although neural signals of familiarity may misfire for more mundane reasons, so it would be hard to substantiate such a claim in many, or most, cases. It is the same difficulty that J. B. Priestley identified in the context of his future-influencing-present effect: How often will it occur to people to (a) record their passing thoughts and moods in detail and (b) compare those recorded thoughts and moods to later events? Almost never. Yet as we will see later, when people’s lives, thoughts, and feelings are recorded for some other purpose, such as in psychotherapy, it sometimes does—quite by accident—reveal suggestive evidence for something like the existence of a perturbing influence of future events on prior behavior. “The brain is an illusion factory,” as neurobiologist Dean Buonomano puts it.52 Humans’ ability to vividly and realistically imagine things that haven’t happened (or haven’t happened yet) poses a huge challenge to studying anomalous experiences and ESP phenomena. One of the million functions of the Swiss Army Knife in our skulls is to serve as a powerful all-purpose imaging device, a special effects studio that would put Industrial Light and Magic to shame. It is able to create from scratch, instantly, vivid images to dramatize any piece of information or idea, real or fictitious, as well as translate complex thoughts instantly into pictures. It does this not only in dreams but also in the hypnagogic and hypnopompic states on the edge of sleep, and even in waking reality when we “mentally time travel” or daydream or imagine possible scenarios.

Rousseau’s philosophy can be summed up in four words: nature good, society bad. He believed in the “natural goodness of man.” In his Discourse on Inequality, he paints a picture of man in his natural state, “wandering in the forests, without industry, without speech, without domicile, without want and without liaisons, with no need of his fellow-men, likewise with no desire to harm them.” Nobody is born mean-spirited, petty, vindictive, paranoid. Society makes them that way. Rousseau’s “savage man” lives in each moment with no regrets about the past or worries about the future.

The modernist reaction to the Enlightenment came in the aftermath of the Industrial Revolution, whose brutalizing effects revealed that modern life had not become as mathematically perfect, or as certain, rational, or enlightened, as advances in the eighteenth century had led people to expect. Truth was not always beautiful, nor was it always readily recognized. It was frequently hidden from view. Moreover, the human mind was governed not only by reason but also by irrational emotion. As astronomy and physics inspired the Enlightenment, so biology inspired Modernism. Darwin’s 1859 book On the Origin of Species introduced the idea that human beings are not created uniquely by an all-powerful God but are biological creatures that evolved from simpler animal ancestors. In his later books, Darwin elaborated on these arguments and pointed out that the primary biological function of any organism is to reproduce itself. Since we evolved from simpler animals, we must have the same instinctual behavior that is evident in other animals. As a result, sex must also be central to human behavior. This new view led to a reexamination in art of the biological nature of human existence, as evident in Édouard Manet’s Déjeuner sur l’Herbe of 1863, perhaps the first truly modernist painting from both a thematic and stylistic point of view. Manet’s painting, at once beautiful and shocking in its depiction, reveals a theme central to the modernist agenda: the complex relationship between the sexes and between fantasy and reality.

RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Imagine yourself in pre-industrial times and consider how implausible each of these recent advances would have seemed. To an artisan skilled in the crafting of violins, an iPod would seem frankly preposterous. To a worker in a print shop in the seventeenth century, the power and outward simplicity of a desktop printer would be beyond imagining

Advances since the takeoff of industrial society (which took hold in Britain around 1800) have multiplied the developed world’s productive capacity by a factor of one hundred or more, if one can compare products as different as wagons and aircraft, or books and computers.

The Industrial Revolution had its most profound effect on human life by enabling food production to outpace population growth.

The Agricultural Revolution dates from prehistory, while the Industrial Revolution began to gain steam not long before yesterday. A single lifetime, however, is enough to span the whole of the Information Revolution, from its barest beginnings with racks of vacuum tubes to its role in today’s unfathomable acceleration of global change.

Today, a radical abundance of symphony and song—and words, and images, and more—has brought luxuries that once had required the wealth of a king to the ears and eyes of ordinary people in billions of households. It seems that our future holds a comparable technology-driven transformation, enabled by nanoscale devices, but this time with atoms in place of bits. The revolution that follows can bring a radical abundance beyond the dreams of any king, a post-industrial material abundance that reaches the ends of the Earth and lightens its burden.

The bottom line: By comparison to current industrial systems, the land area required for APM-based production is negligible

The bottom line: APM-based production systems would naturally tend to be safer than current industrial plants, and stringent safety regulations could be easily met.