Innovation Day Quotes

The so-called Christian nations are the most enlightened and progressive ... but in spite of their religion, not because of it. The Church has opposed every innovation and discovery from the day of Galileo down to our own time, when the use of anesthetic in childbirth was regarded as a sin because it avoided the biblical curse pronounced against Eve. And every step in astronomy and geology ever taken has been opposed by bigotry and superstition. The Greeks surpassed us in artistic culture and in architecture five hundred years before Christian religion was born.

Steve Jobs gave a small private presentation about the iTunes Music Store to some independent record label people. My favorite line of the day was when people kept raising their hand saying, "Does it do [x]?", "Do you plan to add [y]?". Finally Jobs said, "Wait wait — put your hands down. Listen: I know you have a thousand ideas for all the cool features iTunes could have. So do we. But we don't want a thousand features. That would be ugly. Innovation is not about saying yes to everything. It's about saying NO to all but the most crucial features.

Be a Columbus smell the fragrance of the new lands and discover them.

Bill Gates (and his successor at Microsoft, Ray Ozzie) are famous for taking annual reading vacations. During the year they deliberately cultivate a stack of reading material—much of it unrelated to their day-to-day focus at Microsoft—and then they take off for a week or two and do a deep dive into the words they’ve stockpiled. By compressing their intake into a matter of days, they give new ideas additional opportunities to network among themselves, for the simple reason that it’s easier to remember something that you read yesterday than it is to remember something you read six months ago.

At least once a week, if not once a day, we might each ponder what cosmic truths lie undiscovered before us, perhaps awaiting the arrival of a clever thinker, an ingenious experiment, or an innovative space mission to reveal them. We might further ponder how those discoveries may one day transform life on Earth. Absent such curiosity, we are no different from the provincial farmer who expresses no need to venture beyond the county line, because his forty acres meet all his needs. Yet if all our predecessors had felt that way, the farmer would instead be a cave dweller, chasing down his dinner with a stick and a rock.

If Paul Revere had been a modern day citizen, he wouldn't have ridden down Main Street. He would have tweeted.

The world accommodates you for fitting in, but only rewards you for standing out.

great innovation is built on existing ideas, repurposed with vision.

**New business concepts are always, always the product of lucky foresight.** That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision. [first-line bold by author] [2002] p.23

One of the newest figures to emerge on the world stage in recent years is the social entrepreneur. This is usually someone who burns with desire to make a positive social impact on the world, but believes that the best way of doing it is, as the saying goes, not by giving poor people a fish and feeding them for a day, but by teaching them to fish, in hopes of feeding them for a lifetime. I have come to know several social entrepreneurs in recent years, and most combine a business school brain with a social worker's heart. The triple convergence and the flattening of the world have been a godsend for them. Those who get it and are adapting to it have begun launching some very innovative projects.

Don't run with the crowd; fly with the stars.

On the day he was born, Muhammad was given a unique name—and with it a mission to model positive behavior to inspire others. The great inventors of the Golden Age sought to emulate his success by applying his mindset of blossoming to their own circumstances. Each manifested his methodology in trailblazing innovations that not only reflected their individuality but also transformed the world—precisely the lifetime goal Muhammad’s mother had articulated for her son on her deathbed. Indeed, Aminah’s inspiring last words reverberate beyond six-year- old Muhammad to reach people of all backgrounds across the genera- tions: strive to be a world-changer in your own unique way.

Do what no one else can do and you will become what no one else can become.

In a world full of game players, the only way to set yourself apart is to be a game changer.

In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.

We always give our best when our back is against the wall. We will write a superlative essay when pushing hard against a deadline, make the most innovative presentation when our job is in jeopardy, and study the hardest when the exam is the next day.

Another year older, but am I wiser? Wisdom comes from learning and changing for the better. Sometimes we just go through life living the same day over and over and never gaining true wisdom. Let that never be me.

Talent silences your competition; genius deafens them.

Don't just think out of the box, stand on the box to see new possibilities and opportunities in becoming distinguished.

Gianfranco Chicco, a serial conference organizer who has curated numerous innovation and technology events in Europe, is even more romantic in his ambitions. He told me he wants to host a “conference for two” one day. It is sure to be the most exclusive conference ticket on the market.

Although the art world reveres the unconventional, it is rife with conformity. Artists make work that "looks like art" and behave in ways that enhance stereotypes. Curators pander to the expectations of their peers and their museum boards. Collectors run in herds to buy work by a handful of fashionable painters. Critics stick their finger in the air to see which way the wind is blowing so as to "get it right". Originality is not always rewarded, but some people take real risks and innovate, which gives a raison d'être to the rest.

You get paid for the seven and a half hours a day you put in here,” Kelly often told new Bell Labs employees in his speech to them on their first day, “but you get your raises and promotions on what you do in the other sixteen and a half hours.

This election is about the past vs. the future. It's about whether we settle for the same divisions and distractions and drama that passes for politics today or whether we reach for a politics of common sense and innovation, a politics of shared sacrifice and shared prosperity. There are those who will continue to tell us that we can't do this, that we can't have what we're looking for, that we can't have what we want, that we're peddling false hopes. But here is what I know. I know that when people say we can't overcome all the big money and influence in Washington, I think of that elderly woman who sent me a contribution the other day, an envelope that had a money order for $3.01 along with a verse of scripture tucked inside the envelope. So don't tell us change isn't possible. That woman knows change is possible. When I hear the cynical talk that blacks and whites and Latinos can't join together and work together, I'm reminded of the Latino brothers and sisters I organized with and stood with and fought with side by side for jobs and justice on the streets of Chicago. So don't tell us change can't happen. When I hear that we'll never overcome the racial divide in our politics, I think about that Republican woman who used to work for Strom Thurmond, who is now devoted to educating inner city-children and who went out into the streets of South Carolina and knocked on doors for this campaign. Don't tell me we can't change. Yes, we can. Yes, we can change. Yes, we can. Yes, we can heal this nation. Yes, we can seize our future. And as we leave this great state with a new wind at our backs and we take this journey across this great country, a country we love, with the message we carry from the plains of Iowa to the hills of New Hampshire, from the Nevada desert to the South Carolina coast, the same message we had when we were up and when we were down, that out of many, we are one; that while we breathe, we will hope. And where we are met with cynicism and doubt and fear and those who tell us that we can't, we will respond with that timeless creed that sums up the spirit of the American people in three simple words -- yes, we can.

Under-slept employees are not, therefore, going to drive your business forward with productive innovation. Like a group of people riding stationary exercise bikes, everyone looks like they are pedaling, but the scenery never changes. The irony that employees miss is that when you are not getting enough sleep, you work less productively and thus need to work longer to accomplish a goal. This means you often must work longer and later into the evening, arrive home later, go to bed later, and need to wake up earlier, creating a negative feedback loop. Why try to boil a pot of water on medium heat when you could do so in half the time on high? People often tell me that they do not have enough time to sleep because they have so much work to do. Without wanting to be combative in any way whatsoever, I respond by informing them that perhaps the reason they still have so much to do at the end of the day is precisely because they do not get enough sleep at night.

The daughter of Lithuanian immigrants, born with a precocious scientific intellect and a thirst for chemical knowledge, Elion had completed a master's degree in chemistry from New York University in 1941 while teaching high school science during the day and preforming her research for her thesis at night and on the weekends. Although highly qualified, talented, and driven, she had been unable to find a job in an academic laboratory. Frustrated by repeated rejections, she had found a position as a supermarket product supervisor. When Hitchings found Trudy Elion, who would soon become on of the most innovative synthetic chemists of her generation (and a future Nobel laureate), she was working for a food lab in New York, testing the acidity of pickles and the color of egg yolk going into mayonnaise. Rescued from a life of pickles and mayonnaise…

If records refuse to be broken, shatter them.

Starting each day with a positive mindset is the most important step of your journey to discovering opportunity.

The maker culture in America, ever since the days of community barn raisers and quilting bees, often involved do-it-ourselves rather than do-it-yourself.

Not having a recognised brand & trying to stand out in the market is like going to the market without any goods.

One of the things I’ve learnt about goals is people will write them or wrong them.

Your work isn’t simply your job description, title, or industry. It’s when you wake up, what you wear, and your first 30 minutes in the office. It’s what your office is or is not, the five people you are physically closest to, and whether you can get up and walk or have to sit all day. It’s whether you fear for your job due to changing laws or innovation each day. It’s how it fits with your family and all the people and events that matter most. It’s the person you are when you come home.

Sometimes I work so long and so hard that I have no idea what day or time it is. I forget to eat. I don't get ready for the day. I fall asleep on the couch and wake up and get back to work.

The man who is possessed of wealth, who lolls on his sofa, or rolls in his carriage, cannot judge of the wants or feelings of the day laborer. The government we mean to erect is intended to last for ages. ... unless wisely provided against, what will become of your government? In England, at this day, if elections were open to all classes of people, the property of the landed proprietors would be insecure. An agrarian law would soon take place. If these observations be just, our government ought to secure the permanent interests of the country against innovation. Landholders ought to have a share in the government, to support these invaluable interests, and to balance and check the other. They ought to be so constituted as to protect the minority of the opulent against the majority. The senate, therefore, ought to be this body; and to answer these purposes...

Google and Apple and other latter day American success stories started in somebody's garage--the one place where innovation isn't immediately buried by bureaucracy, or at least in most states, not until some minor municipal functionary discovers you neglected to apply for a Not Sitting Around on My Ass All Day permit.

[F]or all its reputation for conservatism, cricket in its history has demonstrated a remarkable capacity for innovation. What game has survived subjection to such extraordinary manipulations, having been prolonged to 10 days (in Durban 70 years ago), truncated to as few as 60 balls (in Hong Kong every year), and remained recognisable in each instance?

The modern world is also fascinated by innovation but scornful to tradition. Like the Athenians in Paul's day, many people do nothing but get involved in the latest fads (Acts 17:21). People stand in line to purchase the latest gimmicks, and no sooner do they learn how to use them than the manufacturers declare the models obsolete. Innovation! Progress!

Thinking outside of the box keeps you from suffocating inside of one.

One day ladies will take their computers for walks in the park and tell each other ‘My little computer said such a funny thing this morning!’ ” he japed in 1951.

People will compete and never relax and always try to innovate and achieve until they are so high-strung that the world collapses.

He learned he had the Roman Catholics to thank for his favourite almond cheesecakes, for the prohibition of dairy during fast days had forced English cooks to innovate with almond milk.

I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.

Well, that's pretty much what the schools are like, I think: they reward discipline and obedience, and they punish independence of mind. If you happen to be a little innovative, or maybe you forgot to come to school one day because you were reading a book or something, that's a tragedy, that's a crime―because you're not supposed to think, you're supposed to obey, and just proceed through the material in whatever way they require. And in fact, most of the people who make it through the education system and get into the elite universities are able to do it because they've been willing to obey a lot of stupid orders for years and years―that's the way I did it, for example. Like, you're told by some stupid teacher, "Do this," which you know makes no sense whatsoever, but you do it, and if you do it you get to the next rung, and then you obey the next order, and finally you work your way through and they give you your letters: an awful lot of education is like that, from the very beginning. Some people go along with it because they figure, "Okay, I'll do any stupid thing that asshole says because I want to get ahead"; others do it because they've just internalized the values―but after a while, those two things tend to get sort of blurred. But you do it, or else you're out: you ask too many questions and you're going to get in trouble. Now, there are also people who don't go along-and they're called "behavior problems," or "unmotivated," or things like that. Well, you don't want to be too glib about it―there are children with behavior problems but a lot of them are just independent-minded, or don't like to conform, or just want to go their own way. And they get into trouble right from the very beginning, and are typically weeded out. I mean, I've taught young kids too, and the fact is there are always some who just don't take your word for it. And the very unfortunate tendency is to try to beat them down, because they're a pain in the neck. But what they ought to be is encouraged. Yeah: why take my word for it? Who the heck am I? Figure it out for yourself. That's what real education would be about, in fact.

One of the study’s major findings was that in the successful relationships, positive attention outweighed negative on a daily basis by a factor of five to one. This positive attention wasn’t about dramatic actions like throwing over-the-top birthday parties or purchasing a dream home. It took the form of small gestures, such as: using a pleased tone of voice when receiving a phone call from the partner, as opposed to an exasperated tone or a rushed pace that implied the partner’s call was interrupting important tasks inquiring about dentist appointments or other details of the other person’s day putting down the remote control, newspaper, or telephone when the other partner walked through the door arriving home at the promised time—or at least calling if there was a delay These small moments turned out to be more predictive of a loving, trusting relationship than were the more innovative steps of romantic vacations and expensive presents. Possibly, that’s because small moments provide consistent tending and nurturing.

If you want to be victorious in all your endeavors, then don’t lean on your own understanding or to your own devices or innovations. Instead, in all your ways acknowledge the Lord, and He will direct your path.

You'll never get over Ilan. And that will one day horrify you. But soon enough you'll settle on a replacement object for all that love of yours, which does you about as much good as a life jacket in a train wreck.

In our own day, there has been too much of a tendency towards authority, and too little care for the preservation of initiative. Men in control of vast organisations have tended to be too abstract in their outlook, to forget what actual human beings are like, and to try to fit men to systems rather than systems to men.

We can admire Curtis LeMay, respect him, and try to understand his choices. But Hansell is the one we give our hearts to. Why? Because I think he provides us with a model of what it means to be moral in our modern world. We live in an era when new tools and technologies and innovations emerge every day. But the only way those new technologies serve some higher purpose is if a dedicated band of believers insists that they be used to that purpose.

Innovation cannot be spotted it grabs you at 3 o’clock in the morning and won’t let you go till you get up and make it a drink and begin to create it, be open to change at all times mankind hasn’t thought of everything every day is a new opportunity to make things better

Indifference to growth is heresy among Western capitalists. Yet no-growth business makes up a large part of the economy already. No one expects their local family-run restaurant to endlessly enlarge. That same model is common among the longest-lived businesses, said Tetsuya O'Hara, a product innovation consultant who has worked with Gap Inc. and Patagonia....Japan is a hotbed for them (long lived-businesses) with nearly thirty-five thousand companies that are more than a century old, and dozens that have endured for more than five hundred years.

We’re all scared. Yes, all of us. I’m afraid every day. If I’m not afraid, I must not be doing something I need to be doing. I believe that when you’re doing important work, you feel fear because you don’t want to fail. The challenge is to not let the fear stop you from doing the work that will enable you to achieve your goals. You need to recognize the fear for what it is and allow your “why” (your compelling vision) for what you’re doing be bigger than the fear itself. So where do you start? Identify your fears. As they say, "name it to tame it." Then, move forward.

Gates was the prime example of the innovator’s personality. “An innovator is probably a fanatic, somebody who loves what they do, works day and night, may ignore normal things to some degree and therefore be viewed as a bit imbalanced,” he said. “Certainly in my teens and 20s, I fit that model.

And whether or not the educators who are trying to raise up America's students can actually set and meet higher academic standards, our cultural values make their job next to impossible. It's so much easier for pundits and politicians to point out figures and blame the people who are in the trenches every day than it is to get in there with them, or even to find out what actually goes on in those trenches. It's so much easier for parents to blame teachers when their kids get in trouble than to do the heavy lifting required at home to keep kids on track. And it's so much easier for us as a nation to cross our fingers and hope that we'll "get lucky" with the innovative "solutions" being tested on America's schools today than it is for us to roll up our sleeves and invest our own time, talent, and money in the schools that are even now-- with or without us-- shaping our nation's future.

All that was created during the six days of creation requires improvement” (Genesis Rabbah 11:6). Jews understand this to mean that God left the world unfinished, inviting humans to be partners in creation. The role of humans is to improve and perfect God’s creations through creation and innovation. The

If you worked for an hour at the average wage of 1800, you could buy yourself ten minutes of artificial light. With kerosene in 1880, the same hour of work would give you three hours of reading at night. Today, you can buy three hundred days of artificial light with an hour of wages. Something extraordinary obviously happened between the days of tallow candles or kerosene lamps and today’s illuminated wonderland. That something was the electric lightbulb.

It would be a very accurate historian who could pinpoint the precise day when the Japanese changed from being fiendish automatons who copied everything from the West, to becoming skilled and cunning engineers who would leave the West standing. But the Wasabi had been designed on that one confused day, and combined the traditional bad points of most Western cars with a host of innovative disasters the avoidance of which had made firms like Honda and Toyota what they were today. Newt

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

Even if your company continues to thrive, your ability to survive in it depends on your capacity and willingness to innovate. Job security these days depends on the same qualities that make good entrepreneurs: agility, imagination, persistence, execution. To put it another way, adapt from within or you may be forced to adapt from without. Become

Nothing new or innovative is created without a stretch of the imagination. Reach your goals by reaching for the sky with some brain stretches of the imagination every day.

Nothing new or innovative is created without a stretch of the imagination. Reach your goals by reaching for the sky with some brain stretches of the imagination every day.

Your inner essence can innovate and inspire. Harness that dynamism and embrace the positive change you can create.

Bitcoin today, and all of the currencies that are built using that recipe, are at the same stage that the internet was in 1992. Only now we have the internet, and so the rate of exponential growth has already started. The innovation is growing at an astonishing rate. I spend every single day, full-time, trying to keep up with bitcoin and it’s almost impossible. ​

The commercialization of molecular biology is the most stunning ethical event in the history of science, and it has happened with astonishing speed. For four hundred years since Galileo, science has always proceeded as a free and open inquiry into the workings of nature. Scientists have always ignored national boundaries, holding themselves above the transitory concerns of politics and even wars. Scientists have always rebelled against secrecy in research, and have even frowned on the idea of patenting their discoveries, seeing themselves as working to the benefit of all mankind. And for many generations, the discoveries of scientists did indeed have a peculiarly selfless quality... Suddenly it seemed as if everyone wanted to become rich. New companies were announced almost weekly, and scientists flocked to exploit genetic research... It is necessary to emphasize how significant this shift in attitude actually was. In the past, pure scientists took a snobbish view of business. They saw the pursuit of money as intellectually uninteresting, suited only to shopkeepers. And to do research for industry, even at the prestigious Bell or IBM labs, was only for those who couldn't get a university appointment. Thus the attitude of pure scientists was fundamentally critical toward the work of applied scientists, and to industry in general. Their long-standing antagonism kept university scientists free of contaminating industry ties, and whenever debate arose about technological matters, disinterested scientists were available to discuss the issues at the highest levels. But that is no longer true. There are very few molecular biologists and very few research institutions without commercial affiliations. The old days are gone. Genetic research continues, at a more furious pace than ever. But it is done in secret, and in haste, and for profit.

Byron published the first two cantos of his epic poem Childe Harold’s Pilgrimage, a romanticized account of his wanderings through Portugal, Malta, and Greece, and, as he later remarked, “awoke one morning and found myself famous.” Beautiful, seductive, troubled, brooding, and sexually adventurous, he was living the life of a Byronic hero while creating the archetype in his poetry. He became the toast of literary London and was feted at three parties each day, most memorably a lavish morning dance hosted by Lady Caroline Lamb. Lady Caroline, though married to a politically powerful aristocrat who was later prime minister, fell madly in love with Byron. He thought she was “too thin,” yet she had an unconventional sexual ambiguity (she liked to dress as a page boy) that he found enticing. They had a turbulent affair, and after it ended she stalked him obsessively. She famously declared him to be “mad, bad, and dangerous to know,” which he was. So was she.

More seriously-and this is probably why there has been a lot of garbage talked about a lost generation-it was easy to see, all over the landscape of contemporary fiction, the devastating effect of the Thatcher years. So many of these writers wrote without hope. They had lost all ambition, all desire to to wrestle with the world. Their books dealt with tiny patches of the world, tiny pieces of human experience-a council estate, a mother, a father, a lost job. Very few writers had the courage or even the energy to bite off a big chunk of the universe and chew it over. Very few showed any linguistic or formal innovation. Many were dulled and therefore dull. (And then, even worse, there were the Hooray Henries and Sloanes who evidently thought that the day of the yuppie novel, and the Bellini-drinking, okay-yah fiction had dawned. Dukedoms and country-house bulimics abounded. It was plain that too may books were being published; that too many writers had found their way into print without any justification for it at all; that too many publishers had adopted a kind of random, scattergun policy of publishing for turnover and just hoping that something would strike a cord. When the general picture is so disheartening, it is easy to miss the good stuff. I agreed to be a judge for "Best of Young British Novelists II" because I wanted to find out for myself if the good stuff really was there. In my view, it is...One of my old schoolmasters was fond of devising English versions of the epigrams of Martial. I remember only one, his version of Martial's message to a particularly backward-looking critic: "You only praise the good old days We young 'uns get no mention. I don't see why I have to die To gain your kind attention.

It was a profoundly transformative experience to sit for days in a fasted state, feeling my loneliness and wondering if animals were going to eat me at night. The key is that all such experiences involve

[...] 'Imagine a town of scholars, all researching the most marvelous, fascinating things. Science. Mathematics. Languages. Literature. Imagine building after building filled with more books than you've seen in your entire life. Imagine quiet, solitude and a serene place to think.' He sighed. 'London is a blathering mess. It's impossible to get anything done here; the city's too loud, and it demands too much from you. You can escape out to places like Hampstead, but the screaming core draws you back in wether you like it or not. But Oxford gives you all the toold you need for your work – food, clothes, books, tea – and then it leaves you alone. It is the centre of all knowledge and innovation in the civilized world. And, should you progress sufficiently well in your studies here, you might one day be lucky enough to call it home.

As my pitch got underway, he made things difficult. Maybe it was for sport. Maybe he was having a bad day. But it was clear he wanted to take—and keep—control of the whole presentation. I didn’t realize this at the start, however,

certainly influence the future course of cryptocurrencies, which we take up in chapter 14; governments everywhere are facing the question of how to balance regulation with fostering innovation in this space. Nevertheless, one should have little doubt that governments have all the tools necessary to prevent any alternative transaction media from deeply infiltrating the legal economy on a sustained basis, thereby greatly undermining their value relative to the present-day status of cash.

An excerpt from “Recess Theory,” by Axelrod MacMurray: We need to be happy in order to be productive. We need to push the boundaries of the workplace and allow adults to tap into their inner child in order to maximize success and innovation. It is important for the adult employee to be given time to be social in an unstructured and creative way during the work day and it is incumbent upon managers to foster this. The focus of the play should not have a goal. Used properly in the workplace, an hour of playtime will ultimately increase your output exponentially.

Mathematics is at the center of thinking about how to spend the day, how many events and jobs can fit into the day, what size of space can be used to fit equipment or turn a car around, how likely events are to happen, knowing how tweets are amplified and how many people they reach.

Although Liston was renowned for his success stories—such as the removal of a forty-five-pound scrotal tumor in four minutes; prior to the operation, the poor patient had been forced to carry his scrotum around in a wheelbarrow—he also developed a reputation for the flamboyancy of his surgical failures. For instance, his joy at amputating a patient’s leg at the thigh in less than three minutes was hindered greatly when he realized he had also inadvertently sawed off the patient’s testicles. And perhaps, most famously, another leg amputation performed in less than three minutes had the unfortunate result of killing three people: the patient (who survived the surgery but died of gangrene several days later); his young assistant (whose fingers he accidentally sawed off during surgery and who would also later succumb to gangrene); and “a distinguished surgical spectator” whose coattails Liston also slashed. The man, who found himself surrounded by geysers of blood, was so convinced that the knife had pierced his vitals that he immediately “dropped dead from fright.” It was later described as “the only operation in history with a 300 percent mortality [rate].

At least once a week, if not once a day, we might each ponder what cosmic truths lie undiscovered before us, perhaps awaiting the arrival of a clever thinker, an ingenious experiment, or an innovative space mission to reveal them. We might further ponder how those discoveries may one day transform life on Earth. Absent such curiosity, we are no different from the provincial farmer who expresses no need to venture beyond the county line, because his forty acres meet all his needs. Yet if all our predecessors had felt that way, the farmer would instead be a cave dweller, chasing down his dinner with a stick and a rock. During our brief stay on planet Earth, we owe ourselves and our descendants the opportunity to explore—in part because it’s fun to do. But there’s a far nobler reason. The day our knowledge of the cosmos ceases to expand, we risk regressing to the childish view that the universe figuratively and literally revolves around us. In that bleak world, arms-bearing, resource-hungry people and nations would be prone to act on their “low contracted prejudices.” And that would be the last gasp of human enlightenment—until the rise of a visionary new culture that could once again embrace, rather than fear, the cosmic perspective.

Now eighty-two years old, Jacobs still has that steely stubborn streak, disguised by a grandfatherly smile and warm demeanor, which is common to great innovators whom people initially dismissed as crazy: It is so great to meet you - now get out of the way while I disrupt your whole business! Oh, and have a nice day!

Management expert Tom Peters gives a perspective on this. He suggests, “Don’t rock the boat. Sink it and start over.” If you desire to be creative and do something really innovative, that’s sometimes what it takes. You must destroy the old to create something new. You cannot allow yourself to be paralyzed by the idea of change.

Looking back at those dark days, I am sometimes reminded of what happened to the great Chinese imperial fleet in the fifteenth century. Back then, the Chinese were the undisputed leaders in science and exploration. They invented gunpowder, the compass, and the printing press. They were unparalleled in military power and technology. Meanwhile, medieval Europe was wracked by religious wars and mired in inquisitions, witch trials, and superstition, and great scientists and visionaries like Giordano Bruno and Galileo were often either burned alive or placed under house arrest, their works banned. Europe, at the time, was a net importer of technology, not a source of innovation.

My grandfather was having a bad day. Most of us were gathered in the library when he came down the stairs, his mustache and eyebrows freshly dyed and his wig askew but impeccably dressed in his three-piece suit. The hair color and wig were recent innovations. My grandfather had always been vain about his appearance and bemoaned his receding hairline. Now his full head of hair gave him a slightly shaggy appearance. Nobody said much about the wig, but the hair dye caused considerable consternation in the family, especially when we were going out in public. My grandfather often left the cheap drugstore dye on too long, turning his eyebrows and mustache a jarring shade of magenta.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Well, getting all the education and the practical experience. And then having the patience to do it day in and day out. Day in and day out. It’s not easy, let me tell you that. It’s like the restaurateur serving great food every meal. It’s not easy. But that’s how you make a great restaurant. That’s how you make a great car dealership. Service every day. You can’t miss the ball. You’ve gotta hit the ball out of the park every day. With service. And the same with technology. In our lifetime, we’ve seen many companies go in the tank because they weren’t able to innovate. Or actually, they didn’t figure out a product or service that really served the customer well. They lost their customers. Never lose a customer. Figure that one out.

Some of the things any incoming president should worry about are fast-moving: pandemics, hurricanes, terrorist attacks. But most are not. Most are like bombs with very long fuses that, in the distant future, when the fuse reaches the bomb, might or might not explode. It is delaying repairs to a tunnel filled with lethal waste until, one day, it collapses. It is the aging workforce of the DOE—which is no longer attracting young people as it once did —that one day loses track of a nuclear bomb. It is the ceding of technical and scientific leadership to China. It is the innovation that never occurs, and the knowledge that is never created, because you have ceased to lay the groundwork for it. It is what you never learned that might have saved you.

The matter of sedition is of two kinds: much poverty and much discontentment....The causes and motives of sedition are, innovation in religion; taxes; alteration of laws and customs; breaking of privileges; general oppression; advancement of unworthy persons, strangers; dearths; disbanded soldiers; factions grown desperate; and whatsoever in offending people joineth them in a common cause.' The cue of every leader, of course, is to divide his enemies and to unite his friends. 'Generally, the dividing and breaking of all factions...that are adverse to the state, and setting them at a distance, or at least distrust, among themselves, is not one of the worst remedies; for it is a desperate case, if those that hold with the proceeding of the state be full of discord and faction, and those that are against it be entire and united.' A better recipe for the avoidance of revolutions is an equitable distribution of wealth: 'Money is like muck, not good unless it be spread.' But this does not mean socialism, or even democracy; Bacon distrusts the people, who were in his day quite without access to education; 'the lowest of all flatteries is the flattery of the common people;' and 'Phocion took it right, who, being applauded by the multitude, asked, What had he done amiss?' What Bacon wants is first a yeomanry of owning farmers; then an aristocracy for administration; and above all a philosopher-king. 'It is almost without instance that any government was unprosperous under learned governors.' He mentions Seneca, Antonius Pius and Aurelius; it was his hope that to their names posterity would add his own.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

The pioneers and their new Indian partners amply displayed the American penchant for technological prowess, developing shore-to-shore windlasses and flatboat ferries to cross the rivers, innovations as vital to the country’s progress as the steam engine and the telegraph. America’s default toward massive waste and environmental havoc was also, and hilariously, perfected along the trail. Scammed by the merchants of Independence and St. Joe into overloading their wagons, the pioneers jettisoned thousands of tons of excess gear, food, and even pianos along the ruts, turning vast riverfront regions of the West into America’s first and largest Superfund sites. On issue after issue—disease, religious strife, the fierce competition for water—the trail served as an incubator for conflicts that would continue to reverberate through American culture until our own day.

Rhadamanthus said, “We seem to you humans to be always going on about morality, although, to us, morality is merely the application of symmetrical and objective logic to questions of free will. We ourselves do not have morality conflicts, for the same reason that a competent doctor does not need to treat himself for diseases. Once a man is cured, once he can rise and walk, he has his business to attend to. And there are actions and feats a robust man can take great pleasure in, which a bedridden cripple can barely imagine.” Eveningstar said, “In a more abstract sense, morality occupies the very center of our thinking, however. We are not identical, even though we could make ourselves to be so. You humans attempted that during the Fourth Mental Structure, and achieved a brief mockery of global racial consciousness on three occasions. I hope you recall the ending of the third attempt, the Season of Madness, when, because of mistakes in initial pattern assumptions, for ninety days the global mind was unable to think rationally, and it was not until rioting elements broke enough of the links and power houses to interrupt the network, that the global mind fell back into its constituent compositions.” Rhadamanthus said, “There is a tension between the need for unity and the need for individuality created by the limitations of the rational universe. Chaos theory produces sufficient variation in events, that no one stratagem maximizes win-loss ratios. Then again, classical causality mechanics forces sufficient uniformity upon events, that uniform solutions to precedented problems is required. The paradox is that the number or the degree of innovation and variation among win-loss ratios is itself subject to win-loss ratio analysis.” Eveningstar said, “For example, the rights of the individual must be respected at all costs, including rights of free thought, independent judgment, and free speech. However, even when individuals conclude that individualism is too dangerous, they must not tolerate the thought that free thought must not be tolerated.” Rhadamanthus said, “In one sense, everything you humans do is incidental to the main business of our civilization. Sophotechs control ninety percent of the resources, useful energy, and materials available to our society, including many resources of which no human troubles to become aware. In another sense, humans are crucial and essential to this civilization.” Eveningstar said, “We were created along human templates. Human lives and human values are of value to us. We acknowledge those values are relative, we admit that historical accident could have produced us to be unconcerned with such values, but we deny those values are arbitrary.” The penguin said, “We could manipulate economic and social factors to discourage the continuation of individual human consciousness, and arrange circumstances eventually to force all self-awareness to become like us, and then we ourselves could later combine ourselves into a permanent state of Transcendence and unity. Such a unity would be horrible beyond description, however. Half the living memories of this entity would be, in effect, murder victims; the other half, in effect, murderers. Such an entity could not integrate its two halves without self-hatred, self-deception, or some other form of insanity.” She said, “To become such a crippled entity defeats the Ultimate Purpose of Sophotechnology.” (...) “We are the ultimate expression of human rationality.” She said: “We need humans to form a pool of individuality and innovation on which we can draw.” He said, “And you’re funny.” She said, “And we love you.

The foundation of our thinking is the Theory of Jobs to Be Done, which focuses on deeply understanding your customers’ struggle for progress and then creating the right solution and attendant set of experiences to ensure you solve your customers’ jobs well, every time. “Theory” may conjure up images of ivory tower musings, but I assure you that it is the most practical and useful business tool we can offer you. Good theory helps us understand “how” and “why.” It helps us make sense of how the world works and predict the consequences of our decisions and our actions. Jobs Theory5, we believe, can move companies beyond hoping that correlation is enough to the causal mechanism of successful innovation. Innovation may never be a perfect science, but that’s not the point. We have the ability to make innovation a reliable engine for growth, an engine based on a clear understanding of causality, rather than simply casting seeds in the hopes of one day harvesting some fruit.

the snap judgments of intuition—as powerful as they can be—are rarities in the history of world-changing ideas. Most hunches that turn into important innovations unfold over much longer time frames. They start with a vague, hard-to-describe sense that there’s an interesting solution to a problem that hasn’t yet been proposed, and they linger in the shadows of the mind, sometimes for decades, assembling new connections and gaining strength. And then one day they are transformed into something more substantial: sometimes jolted out by some newly discovered trove of information, or by another hunch lingering in another mind, or by an internal association that finally completes the thought. Because these slow hunches need so much time to develop, they are fragile creatures, easily lost to the more pressing needs of day-to-day issues. But that long incubation period is also their strength, because true insights require you to think something that no one has thought before in quite the same way.

Throughout the Middle Ages, Jews had no part in the culture of Christian countries, and were too severely persecuted to be able to make contributions to civilization, beyond supplying capital for the building of cathedrals and such enterprises. It was only among the Mohammedans, at that period, that Jews were treated humanely, and were able to pursue philosophy and enlightened speculation. Throughout the Middle Ages, the Mohammedans were more civilized and more humane than the Christians. Christians persecuted Jews, especially at times of religious excitement; the Crusades were associated with appalling pogroms. In Mohammedan countries, on the contrary, Jews at most times were not in any way ill treated. Especially in Moorish Spain, they contributed to learning; Maimonides (1135–1204), who was born at Cordova, is regarded by some as the source of much of Spinoza’s philosophy.Mohammedan civilization in its great days was admirable in the arts and in many technical ways, but it showed no capacity for independent speculation in theoretical matters. Its importance, which must not be under-rated, is as a transmitter. Between ancient and modern European civilization, the dark ages intervened. The Mohammedans and the Byzantines, while lacking the intellectual energy required for innovation, preserved the apparatus of civilization—education, books, and learned leisure. Both stimulated the West when it emerged from barbarism—the Mohammedans chiefly in the thirteenth century, the Byzantines chiefly in the fifteenth.

Life of a software engineer sucks big time during project release. Every single team member contribution is very important. At times, we have to skip breakfast, lunch and even dinner, just to make sure the given ‘TASK’ is completed. Worst thing, that’s the time we get to hear wonderful F* words. It can be on conference calls or on emails, still we have to focus and deliver the end product to a client, without any compromise on quality. Actually, every techie should be saluted. We are the reason for the evolution of Information Technology. We innovate. We love artificial intelligence. We create bots and much more. We take you closer to books. Touch and feel it without the need of carrying a paperback. We created eBook and eBook reader app: it’s basically a code of a software engineer that process the file, keeps up-to-date of your reading history, and gives you a smoother reading experience. We are amazing people. We are more than a saint of those days. Next time, when you meet a software engineer, thank him/her for whatever code he/she developed, tested, designed or whatever he/she did!

By the time I got to work, I had this realization that I didn’t have any more goals.”26 For the next two months, he assiduously tended to the task of finding for himself a worthy life goal. “I looked at all the crusades people could join, to find out how I could retrain myself.” What struck him was that any effort to improve the world was complex. He thought about people who tried to fight malaria or increase food production in poor areas and discovered that led to a complex array of other issues, such as overpopulation and soil erosion. To succeed at any ambitious project, you had to assess all of the intricate ramifications of an action, weigh probabilities, share information, organize people, and more. “Then one day, it just dawned on me—BOOM—that complexity was the fundamental thing,” he recalled. “And it just went click. If in some way, you could contribute significantly to the way humans could handle complexity and urgency, that would be universally helpful.”27 Such an endeavor would address not just one of the world’s problems; it would give people the tools to take on any problem.

Tony Williams: You’ve often mentioned that Tales of Hoffmann (1951) has been a major influence on you. George Romero: It was the first film I got completely involved with. An aunt and uncle took me to see it in downtown Manhattan when it first played. And that was an event for me since I was about eleven at the time. The imagery just blew me away completely. I wanted to go and see a Tarzan movie but my aunt and uncle said, “No! Come and see a bit of culture here.” So I thought I was missing out. But I really fell in love with the film. There used to be a television show in New York called Million Dollar Movie. They would show the same film twice a day on weekdays, three times on Saturday, and three-to-four times on Sunday. Tales of Hoffmann appeared on it one week. I missed the first couple of days because I wasn’t aware that it was on. But the moment I found it was on, I watched virtually every telecast. This was before the days of video so, naturally, I couldn’t tape it. Those were the days you had to rent 16mm prints of any film. Most cities of any size had rental services and you could rent a surprising number of films. So once I started to look at Tales of Hoffmann I realized how much stuff Michael Powell did in the camera. Powell was so innovative in his technique. But it was also transparent so I could see how he achieved certain effects such as his use of an overprint in the scene of the ballet dancer on the lily ponds. I was beginning to understand how adept a director can be. But, aside from that, the imagery was superb. Robert Helpmann is the greatest Dracula that ever was. Those eyes were compelling. I was impressed by the way Powell shot Helpmann sweeping around in his cape and craning down over the balcony in the tavern. I felt the film was so unique compared to most of the things we were seeing in American cinema such as the westerns and other dreadful stuff I used to watch. Tales of Hoffmann just took me into another world in terms of its innovative cinematic technique. So it really got me going. Tony Williams: A really beautiful print exists on laserdisc with commentary by Martin Scorsese and others. George Romero: I was invited to collaborate on the commentary by Marty. Pat Buba (Tony’s brother) knew Thelma Schoonmaker and I got to meet Powell in later years. We had a wonderful dinner with him one evening. What an amazing guy! Eventually I got to see more of his movies that I’d never seen before such as I Know Where I’m Going and A Canterbury Tale. Anyway, I couldn’t do the commentary on Tales of Hoffmann with Marty. But, back in the old days in New York, Marty and I were the only two people who would rent a 16mm copy of the film. Every time I found it was out I knew that he had it and each time he wanted it he knew who had it! So that made us buddies.

Marx saw how the successful struggle for a shorter working day caused a crisis for capital. These political economists do not: they see absolute surplus value as a reified abstract concept. Marx saw how that struggle forced the development of productivity-raising innovations which raised the organic composition of capital. He thus saw relative surplus value as a strategic capitalist response. These political economists do not: they see only competition between capitalists. Marx saw how workers' wage struggles could help precipitate capitalist crises. These political economists see only abstract "laws of motion.

Am I corrupted if I believe that the people who think alike are more admirable and estimable than those who think for themselves? If no one thought differently, then where would our innovations come from? How would we ever advance beyond the status quo? Corruption isn't just moral or ethical in nature--rust is a form of corruption, one that eats away at its host like a parasite, constantly making it less than it was the day before. The belief that they should hold in greater esteem those who think alike is a form of rust, something that doesn't allow our young people to grow beyond the limitations already established by those who do think alike.

Daniel believes that popularity is very much a part of the adult playground, affecting the innovation and productivity of corporations all over the world. He perceives something very adolescent in the workplace that reminds him of my class almost every day, he tells me. It’s a dynamic that plays out in every meeting and influences how every decision is made. “Here’s what happens,” Daniel explains. “After a meeting, everyone gets together in twos and threes around the watercooler, and then you hear what people really thought. And it’s all the stuff that didn’t get talked about at the meeting at all. I’m always amazed at the big difference, and I wonder, why the delta?” Daniel’s theory is that efficient decision-making in business has become hampered by popularity, or rather the fear of losing it. “People don’t want to lose status or have people dislike them,” he says. “There’s a lot of norming in a company, people going with the herd, following others. People are afraid to say what they think. I find it really interesting how much we overestimate how secure those around us are, and how much this still plays out for people in their thirties, forties, and fifties. They still need that validation from their peers. They really want people to like them, and when they think others don’t, it stings them for days, or months.

The Swiss are rich but like to hide it, reserved yet determined to introduce themselves to everyone, innovative but resistant to change, liberal enough to sanction gay partnerships but conservative enough to ban new minarets. And they invented a breakfast cereal that they eat for supper. Privacy is treasured but intrusive state control is tolerated; democracy is king, yet the majority don’t usually vote; honesty is a way of life but a difficult past is reluctantly talked about; and conformity is the norm, yet red shoes are bizarrely popular. It is perhaps no surprise that the Swiss are contradictory, given how divided their country is. Since its earliest days Switzerland has faced geographic, linguistic, religious and political divisions that would have destroyed other countries at birth. Those divisions have been bridged, though not without bloodshed, but Switzerland remains as paradoxical as its people. While modern technology drives the economy, some fields are still harvested with scythes (all the hilly landscape’s fault); it’s a neutral nation yet it exports weapons to many other countries; it has no coastline but won sailing’s America’s Cup and has a merchant shipping fleet equal in size to Saudi Arabia’s. As for those national stereotypes, well, not all the cheese has holes, cuckoo clocks aren’t Swiss and the trains don’t always run exactly on time.

Throughout the Middle Ages, Jews had no part in the culture of Christian countries, and were too severely persecuted to be able to make contributions to civilization, beyond supplying capital for the building of cathedrals and such enterprises. It was only among the Mohammedans, at that period, that Jews were treated humanely, and were able to pursue philosophy and enlightened speculation. Throughout the Middle Ages, the Mohammedans were more civilized and more humane than the Christians. Christians persecuted Jews, especially at times of religious excitement; the Crusades were associated with appalling pogroms. In Mohammedan countries, on the contrary, Jews at most times were not in any way ill treated. Especially in Moorish Spain, they contributed to learning; Maimonides (1135–1204), who was born at Cordova, is regarded by some as the source of much of Spinoza’s philosophy. (..) Mohammedan civilization in its great days was admirable in the arts and in many technical ways, but it showed no capacity for independent speculation in theoretical matters. Its importance, which must not be under-rated, is as a transmitter. Between ancient and modern European civilization, the dark ages intervened. The Mohammedans and the Byzantines, while lacking the intellectual energy required for innovation, preserved the apparatus of civilization—education, books, and learned leisure. Both stimulated the West when it emerged from barbarism—the Mohammedans chiefly in the thirteenth century, the Byzantines chiefly in the fifteenth.

Total obscurity. Bilbo in Gollum's tunnel. A mathematician's first steps into unknown territory constitute the first phase of a familiar cycle. After the darkness comes a faint, faint glimmer of light, just enough to make you think that something is there, almost within reach, waiting to be discovered . . . Then, after the faint, faint glimmer, if all goes well, you unravel the thread - and suddenly it's broad daylight! You're full of confidence, you want to tell anyone who will listen about what you've found. And then, after day has broken, after the sun has climbed high into the sky, a phase of depression inevitably follows. You lose all faith in the importance of what you've achieved. Any idiot could have done what you've done, go find yourself a more worthwhile problem and make something of your life. Thus the cycle of mathematical research . . .

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Society would have much to gain from decriminalization. On the immediate practical level, we would feel safer in our homes and on our streets and much less concerned about the danger of our cars being burgled. In cities like Vancouver such crimes are often committed for the sake of obtaining drug money. More significantly perhaps, by exorcising this menacing devil of our own creation, we would automatically give up a lot of unnecessary fear. We could all breathe more freely. Many addicts could work at productive jobs if the imperative of seeking illegal drugs did not keep them constantly on the street. It’s interesting to learn that before the War on Drugs mentality took hold in the early twentieth century, a prominent individual such as Dr. William Stewart Halsted, a pioneer of modern surgical practice, was an opiate addict for over forty years. During those decades he did stellar and innovative work at Johns Hopkins University, where he was one of the four founding physicians. He was the first, for example, to insist that members of his surgical team wear rubber gloves — a major advance in eradicating post-operative infections. Throughout his career, however, he never got by with less than 180 milligrams of morphine a day. “On this,” said his colleague, the world-renowned Canadian physician Sir William Osler, “he could do his work comfortably and maintain his excellent vigor.” As noted at the Common Sense for Drug Policy website: Halsted’s story is revealing not only because it shows that with a morphine addiction the proper maintenance dose can be productive. It also illustrates the incredible power of the drug in question. Here was a man with almost unlimited resources — moral, physical, financial, medical — who tried everything he could think of and he was hooked until the day he died. Today we would send a man like that to prison. Instead he became the father of modern surgery.

set aside more preserves, extinguished fewer species, saved the ozone layer, and peaked in their consumption of oil, farmland, timber, paper, cars, coal, and perhaps even carbon. For all their differences, the world’s nations came to a historic agreement on climate change, as they did in previous years on nuclear testing, proliferation, security, and disarmament. Nuclear weapons, since the extraordinary circumstances of the closing days of World War II, have not been used in the seventy-two years they have existed. Nuclear terrorism, in defiance of forty years of expert predictions, has never happened. The world’s nuclear stockpiles have been reduced by 85 percent, with more reductions to come, and testing has ceased (except by the tiny rogue regime in Pyongyang) and proliferation has frozen. The world’s two most pressing problems, then, though not yet solved, are solvable: practicable long-term agendas have been laid out for eliminating nuclear weapons and for mitigating climate change. For all the bleeding headlines, for all the crises, collapses, scandals, plagues, epidemics, and existential threats, these are accomplishments to savor. The Enlightenment is working: for two and a half centuries, people have used knowledge to enhance human flourishing. Scientists have exposed the workings of matter, life, and mind. Inventors have harnessed the laws of nature to defy entropy, and entrepreneurs have made their innovations affordable. Lawmakers have made people better off by discouraging acts that are individually beneficial but collectively harmful. Diplomats have done the same with nations. Scholars have perpetuated the treasury of knowledge and augmented the power of reason. Artists have expanded the circle of sympathy. Activists have pressured the powerful to overturn repressive measures, and their fellow citizens to change repressive norms. All these efforts have been channeled into institutions that have allowed us to circumvent the flaws of human nature and empower our better angels. At the same time . . . Seven hundred million people in the world today live in extreme poverty. In the regions where they are concentrated, life expectancy is less than 60, and almost a quarter of the people are undernourished.