Introducing New Business Quotes

Why do I have a sense of impending disaster? (He reflects) Sonders is after my niece and has discovered the secret address where I am sending her to the safe keeping of my sister-in-law Miss Blumenblatt, who has never laid eyes on him, or, for that matter, on Marie either since she was a baby—while I have to leave my business in the charge of my assistant and an apprentice, and follow my new servant, whom I haven't had time to introduce to anyone, to town to join the parade and take my fiancée to dinner in a uniform I can't sit down in. One false move and we could have a farce on our hands.

the clock made us into time-keepers, and then time-savers, and now time-servers. In the process, we have learned irreverence toward the sun and the seasons, for in a world made up of seconds and minutes, the authority of nature is superseded. Indeed, as Mumford points out, with the invention of the clock, Eternity ceased to serve as the measure and focus of human events. And thus, though few would have imagined the connection, the inexorable ticking of the clock may have had more to do with the weakening of God’s supremacy than all the treatises produced by the philosophers of the Enlightenment; that is to say, the clock introduced a new form of conversation between man and God, in which God appears to have been the loser. Perhaps Moses should have included another Commandment: Thou shalt not make mechanical representations of time.

If possible, please introduce her to worthy men. She must marry while she is in London. If she returns, Fanny will force her to marry the fool. Please protect my daughter as I have never been able to. Edward, find her someone worthy of my kind, intelligent daughter. I am enclosing permission to sign marriage contracts for both of my eldest daughters. I have included a letter for Lizzy when she becomes engaged. She cannot return unless she is married. I am sorry that I will miss her wedding, please give her away to a worthy man who will respect and love her. If she does not marry, please send her to the New World. I would prefer that she leaves England than returns and marries my cousin.

Then I made myself as tidy as I could, and went to Andrew Bradford the printer’s. I found in the shop the old man his father, whom I had seen at New York, and who, travelling on horseback, had got to Philadelphia before me. He introduced me to his son, who received me civilly, gave me a breakfast, but told me he did not at present want a hand, being lately supplied with one; but there was another printer in town, lately set up, one Keimer, who, perhaps, might employ me; if not, I should be welcome to lodge at his house, and he would give me a little work to do now and then till fuller business should offer.

What are you doing?” “Can’t you see? I’m sawing down this tree.” “You look exhausted! How long have you been at it?” “Over five hours, and I’m beat! This is hard work.” “Well, why don’t you take a break and sharpen that saw? I’m sure it would go a lot faster.” “I don’t have time to sharpen the saw. I’m too busy sawing!”[*]

Kensi Gounden, Highly innovative new technologies can be both disruptive and transformative, but technology adoption can also be incremental, such as simply automating a manual process. So introducing business technology innovations, either incremental or step-change, may embrace increasing online connectivity across the business, strategic technology acquisition and use or using time-saving technologies to improve internal communication.

He was the one, however, with whom no one wanted his or her picture taken, the one to whom no one wanted to introduce his son or daughter. Louis and Gage knew him; they had met him and faced him down in New England, some time ago. He was waiting to choke you on a marble, to smother you with a dry-cleaning bag, to sizzle you into eternity with a fast and lethal boggie of electricity—Available at Your Nearest Switchplate or Vacant Light Socket Right Now. There was death in a quarter bag of peanuts, an aspirated piece of steak, the next pack of cigarettes. He was around all the time, he monitored all the checkpoints between the mortal and the eternal. Dirty needles, poison beetles, downed live wires, forest fires. Whirling roller skates that shot nurdy little kids into busy intersections. When you got into the bathtub to take a shower, Oz got right in there too—Shower with a Friend. When you got on an airplane, Oz took your boarding pass. He was in the water you drank, the food you ate. Who’s out there? you howled into the dark when you were frightened and all alone, and it was his answer that came back: Don’t be afraid, it’s just me. Hi, howaya? You got cancer of the bowel, what a bummer, so solly, Cholly! Septicemia! Leukemia! Atherosclerosis! Coronary thrombosis! Encephalitis! Osteomyelitis! Hey-ho, let’s go! Junkie in a doorway with a knife. Phone call in the middle of the night. Blood cooking in battery acid on some exit ramp in North Carolina. Big handfuls of pills, munch em up. That peculiar blue cast of the fingernails following asphyxiation—in its final grim struggle to survive the brain takes all the oxygen that is left, even that in those living cells under the nails. Hi, folks, my name’s Oz the Gweat and Tewwible, but you can call me Oz if you want—hell, we’re old friends by now. Just stopped by to whop you with a little congestive heart failure or a cranial blood clot or something; can’t stay, got to see a woman about a breach birth, then I’ve got a little smoke-inhalation job to do in Omaha. And that thin voice is crying, “I love you, Tigger! I love you! I believe in you, Tigger! I will always love you and believe in you, and I will stay young, and the only Oz to ever live in my heart will be that gentle faker from Nebraska! I love you . . .” We cruise . . . my son and I . . . because the essence of it isn’t war or sex but only that sickening, noble, hopeless battle against Oz the Gweat and Tewwible. He and I, in our white van under this bright Florida sky, we cruise. And the red flasher is hooded, but it is there if we need it . . . and none need know but us because the soil of a man’s heart is stonier; a man grows what he can . . . and tends it.

“Forget the old way,” snapped a low baritone voice. The harshly intoned words startled everyone on the bridge, for they had all heard them before - just seldom in this manner. It was their famous passenger’s catchphrase, quoted on many a business program during the Republic days and still used to introduce his successful series of management aids now that he had moved on to government service. Everywhere, the Republic’s old ways of doing things were being replaced. “Forget the old way” really was the slogan of the times.

The earlier the entrepreneurial mind-set is introduced in our young people, the more potent it can be. Start teaching young people to observe the needs of others and to think about how to satisfy those needs through voluntary trade and make a profit. When you see a store, discuss it. Point out prices. Point out quality. Raise their consciousness about ownership. Ask them who owns that building? What would that building sell for? How could we get money to buy that building? What problems does our community have? What new businesses would solve them?

The problem in both cases can be attributed to poor connections between the greenfield and the mainstream. Indeed, when people operate in silos, companies may miss innovation opportunities altogether. Game-changing innovations often cut across established channels or combine elements of existing capacity in new ways. CBS was once the world’s largest broadcaster and owned the world’s largest record company, yet it failed to invent music video, losing this opportunity to MTV. In the late 1990s, Gillette had a toothbrush unit (Oral B), an appliance unit (Braun), and a battery unit (Duracell), but lagged in introducing a battery-powered toothbrush.

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.

Still, it’s important to use the term “behavioral addiction” carefully. A label can encourage people to see a disorder everywhere. Shy kids were suddenly labeled “Asperger’s sufferers” when the term became popular; people with volatile emotions were similarly labeled “bipolar.” Allen Frances, a psychiatrist and expert on addiction, is concerned about the term “behavioral addiction.” “If 35 percent of people suffer from a disorder, then it’s just a part of human nature,” he says. “Medicalizing behavioral addiction is a mistake. What we should be doing is what they do in Taiwan and Korea. There they see behavioral addiction as a social issue rather than a medical issue.” I agree. Not everyone who uses a smartphone for more than ninety minutes a day should be in treatment. But what is it about smartphones that makes them so compelling? Should we introduce structural checks and balances on the growing role they play in our collective lives? A symptom affecting so many people is no less real or more acceptable simply because it becomes a new norm; we need to understand that symptom to decide whether and how to deal with it.

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.

Pier 5 in Brooklyn was within a short walking distance from the subway station and in the distance the masts and funnel of my new ship could be seen. The S/S African Sun was a C-4 cargo ship built in 1942, for the war effort. Not even 15 years old, the ship looked as good as new. Farrell Lines took good care of their ships and it showed. There was always a lot of activity prior to departure and this time was no exception. We were expected to depart prior to dusk and there were things to do. I got into my working uniform and leaving my sea bag on my bunk headed for the bridge. When I passed the open door of the Captain’s room he summoned me in. “Welcome aboard Mr. Mate. I’ve heard good things about you!” We talked briefly about his expectations. Introducing himself as Captain Brian, he seemed friendly enough and I felt that I got off to a good start. As the ship’s Third Officer, most frequently known as the Third Mate, my first order of business was to place my license into the frame alongside those of the other deck officers. I must admit that doing so gave me a certain feeling of pride and belonging. With only an hour to go before our scheduled departure I called the engine room and gave them permission to jack over the engine; a term used to engage the engine, so as to slowly turn the screw or propeller.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

We did the dishes and talked--about the cattle business, about my job back in L.A., about his local small town, about family. Then we adjourned to the sofa to watch an action movie, pausing occasionally to remind each other once again of the reason God invented lips. Curiously, though, while sexy and smoldering, Marlboro Man kept his heavy breathing to a minimum. This surprised me. He was not only masculine and manly, he lived in the middle of nowhere--one might expect that because of the dearth of women within a twenty-mile range, he’d be more susceptible than most to getting lost in a heated moment. But he wasn’t. He was a gentleman through and through--a sizzling specimen of a gentleman who was singlehandedly introducing me to a whole new universe of animal attraction, but a gentleman, nonetheless. And though my mercury was rising rapidly, his didn’t seem to be in any hurry. He walked me to my car as the final credits rolled, offering to follow me all the way home if I wanted. “Oh, no,” I said. “I can get home, no problem.” I’d lived in L.A. for years; it’s not like driving alone at night bothered me. I started my car and watched him walk back toward his front door, admiring every last thing about him. He turned around and waved, and as he walked inside I felt, more than ever, that I was in big trouble. What was I doing? Why was I here? I was getting ready to move to Chicago--home of the Cubs and Michigan Avenue and the Elevated Train. Why had I allowed myself to stick my toe in this water? And why did the water have to feel so, so good?

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

Although the founders were often good classicists, they took as a model for the American republic the pre-Julius Caesar Roman Republic. For the record, our word democracy comes from the Greek demokratia, which means, literally, “people-power.” History’s only democracy was instituted at Athens in 508 B.C. by Cleisthenes. Every male citizen over eighteen years of age was a citizen, able to gather with his fellows on a hillside, where, after listening to various demagogues, he could vote with the other citizens on matters of war and peace and anything else that happened to be introduced that day. In 322 B.C. Alexander of Macedon conquered Athens and eliminated their democracy, which was never again to be tried by a proper state (as opposed to an occasional New England town meeting). Current publicists for the American Empire have convinced themselves that if other nations, living as they do in utter darkness, would only hold numerous elections at enormous cost to their polity’s plutocracy (or to the benign empire back of these exercises), perfect government would henceforward obtain as The People had Been Heard: one million votes for Saddam Hussein, let us say, to five against. Although the Athenian system might now be revived through technology, voting through some sort of “safe” cybersystem, no one would wish an uneducated, misinformed majority to launch a war, much less do something meaningful like balance the budget of Orange County, California. One interesting aspect of the Athenian system was the rotation of offices. When Pericles told Sophocles, the poet-dramatist, that it was his turn to be postmaster general or some such dull office, Sophocles said he was busy with a play and that, besides, politics was not his business. To which the great Pericles responded, the man who says politics is no business of his has no business.

So you hook up with strangers?" Liam asked in a hushed whisper as the cashier rang up their order. "Were you with someone last night?" "Yes. His name is Max." She pulled out her phone. "I have a selfie of us together." She held it up for the cashier to see, keeping the screen away from Liam's line of vision. "Oh, he's gorgeous," the cashier said. "He's got the nicest eyes." "Let me see." Liam felt his protective instincts rise. "Who is he? Max who?" "He doesn't have a last name." "Jesus Christ, Daisy," he spluttered. "Does Sanjay know you do this? What about your dad?" "They know all about Max," Daisy said. "In fact, my dad took a picture of us cuddled together in bed the night before he left on his trip, and the cutest one of Max on my pillow. I bought some pajamas but he refused to wear them. He likes to sleep au naturel." Bile rose in Liam's throat. "And your dad took... pictures?" "Photography is his new hobby. He took some great shots when I was giving Max a bath..." "Stop." Liam held up a hand. "Just... I can't. I don't know what's happened to you, but it ends now. We're engaged and that means no more random hookups, no pornographic pictures, and no flashing pictures of strangers in the nude." "Amina doesn't mind. She's my second cousin." Daisy introduced them before turning her phone around. "And this is Max." Liam was a heartbeat away from shutting his eyes when his brain registered the picture of a fluffy white dog on a pink duvet. His tension left him in a rush. "Max is a dog." "He's a Westie. Layla got him for me as an emotional support dog at a bad time in my life." Liam bit back the urge to ask Daisy about a time so bad she'd needed extra love. It was her business, and he could only hope she would tell him when she was ready so he could offer his support. "That wasn't funny." "Amina and I were amused." "I heard you were engaged." Amina's gaze flicked to Liam and she blushed. "He's almost as cute as Max.

HE DO THE POLICE IN DIFFERENT VOICES: Part I THE BURIAL OF THE DEAD First we had a couple of feelers down at Tom's place, There was old Tom, boiled to the eyes, blind, (Don't you remember that time after a dance, Top hats and all, we and Silk Hat Harry, And old Tom took us behind, brought out a bottle of fizz, With old Jane, Tom's wife; and we got Joe to sing 'I'm proud of all the Irish blood that's in me, 'There's not a man can say a word agin me'). Then we had dinner in good form, and a couple of Bengal lights. When we got into the show, up in Row A, I tried to put my foot in the drum, and didn't the girl squeal, She never did take to me, a nice guy - but rough; The next thing we were out in the street, Oh it was cold! When will you be good? Blew in to the Opera Exchange, Sopped up some gin, sat in to the cork game, Mr. Fay was there, singing 'The Maid of the Mill'; Then we thought we'd breeze along and take a walk. Then we lost Steve. ('I turned up an hour later down at Myrtle's place. What d'y' mean, she says, at two o'clock in the morning, I'm not in business here for guys like you; We've only had a raid last week, I've been warned twice. Sergeant, I said, I've kept a decent house for twenty years, she says, There's three gents from the Buckingham Club upstairs now, I'm going to retire and live on a farm, she says, There's no money in it now, what with the damage don, And the reputation the place gets, on account off of a few bar-flies, I've kept a clean house for twenty years, she says, And the gents from the Buckingham Club know they're safe here; You was well introduced, but this is the last of you. Get me a woman, I said; you're too drunk, she said, But she gave me a bed, and a bath, and ham and eggs, And now you go get a shave, she said; I had a good laugh, couple of laughs (?) Myrtle was always a good sport'). treated me white. We'd just gone up the alley, a fly cop came along, Looking for trouble; committing a nuisance, he said, You come on to the station. I'm sorry, I said, It's no use being sorry, he said; let me get my hat, I said. Well by a stroke of luck who came by but Mr. Donovan. What's this, officer. You're new on this beat, aint you? I thought so. You know who I am? Yes, I do, Said the fresh cop, very peevish. Then let it alone, These gents are particular friends of mine. - Wasn't it luck? Then we went to the German Club, Us We and Mr. Donovan and his friend Joe Leahy, Heinie Gus Krutzsch Found it shut. I want to get home, said the cabman, We all go the same way home, said Mr. Donovan, Cheer up, Trixie and Stella; and put his foot through the window. The next I know the old cab was hauled up on the avenue, And the cabman and little Ben Levin the tailor, The one who read George Meredith, Were running a hundred yards on a bet, And Mr. Donovan holding the watch. So I got out to see the sunrise, and walked home. * * * * April is the cruellest month, breeding lilacs out of the dead land....

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The Bradford Exchange—a knockoff of [Joseph] Segel’s [Franklin Mint] business—created a murky secondary market for its collector plates, complete with advertisements featuring its “brokers” hovering over computers, tracking plate prices. To underscore the idea of these mass-produced tchotchkes as upmarket, sophisticated investments, the company deployed some of its most aggressive ads (which later led to lawsuits) in magazines like Kiplinger’s Personal Finance and Architectural Digest. A 1986 sales pitch offered “The Sound of Music,” the first plate in a new series from the Edwin M. Knowles China Company, at a price of $19.50. Yet the ad copy didn’t emphasize the plate itself. Rather, bold type introduced two so-called facts: “Fact: ‘Scarlett,’ the 1976 first issue in Edwin M. Knowles’ landmark series of collector’s plates inspired by the classic film Gone With the Wind, cost $21.60 when it was issued. It recently traded at $245.00—an increase of 1,040% in just seven years.” And “Fact: ‘The Sound of Music,’ the first issue in Knowles’ The Sound of Music series, inspired by the classic film of the same name, is now available for $19.50.” Later the ad advised that “it’s likely to increase in value.” Currently, those plates can be had on eBay for less than $5 each. In 1993 U.S. direct mail sales of collectibles totaled $1.7 billion

I had a wonderful book tour of the New England Coast and will write about some of my adventures during the remaining time of this week. The grip of winter refused to let go as I was welcomed to New England, however some of the trees already showed signs of budding. The weather swung between absolutely beautiful crisp sunny days and grim, cloudy skies with low hanging wet fog. Many of the stores and restaurants were still closed, however everyone was looking forward to nicer days ahead. Mainers treated me as the wayward son of Maine that lost his way and wound up in Florida. Since this frequently happens I was usually forgiven and made to feel at home in our countries most northeastern state. I left copies of my books at many libraries and bookstores and although I didn’t intend to sell books I did bring home many orders. Needless to say it didn’t take long before all the samples I had were gone. In my time on the road I distributed over 250 copies of “Salty & Saucy Maine” and 150 copies of “Suppressed I Rise.” I even sold my 2 samples of “The Exciting Story of Cuba” and “Seawater One.” Every one of my business cards went and I freely distributed over 1,000 bookmarks. Lucy flew with Ursula and I to Bradley Airport near Hartford, CT. From there we drove to her son’s home in Duxbury, MA. The next day we visited stores in Hyannis and Plymouth introducing my books. I couldn’t believe how nice the people were since I was now more a salesman than a writer. The following day Ursula and I headed north and Lucy went to Nantucket Island where she has family. For all of us the time was well spent. I drove as far as Bar Harbor meeting people and making new friends. Today I filled a large order and ordered more books. I haven’t figured out if it’s work or fun but it certainly keeps me busy. I hope that I can find the time to finish my next book “Seawater Two.

BRIEF HISTORY OF TRADE BETWEEN AFRICA AND EUROPE Hereditary slavery had been around since the times of Greece and Rome and was nothing new. But with the Renaissance, Europe introduced certain novelties: never before had slavery been determined by skin color, and never before had the sale of human flesh been the brightest light in the world of business. During the sixteenth, seventeenth, and eighteenth centuries, Africa sold slaves and bought rifles: it traded hands for arms. Then during the nineteenth and twentieth centuries, Africa delivered gold, diamonds, copper, ivory, rubber, and coffee in exchange for Bibles: it traded the riches of the earth for the promise of heaven.

Do You Know How Search Engine Optimization Can Help You? In order to market your website and/or business effectively, you need to have the proper information to guide you along the way. Without the right info, you'll be swinging blindly in the most competitive marketplace in the world. Read the article below and find out about some tips you can use for optimizing your website. You will need to make your website pop up in the google search results. Build a really solid website and use search engine optimization to get it found. If other local businesses in your area don't have this, you will stand out like a shining star from the crowd. When it comes to linking your keywords, whether on your own site or on someone else's, quality beats quantity any day of the week. Make sure that your keywords are linked naturally in quality content. One proper, quality link will earn you much higher placement than 10 garbage links. Since web business is a marathon, it is good to plan around quality so that you last the long haul. To know where you stand with your particular niche market, you should check on your page rank at least once a week. By checking your rank, you will find out varying information about how competitors are finding you and you will also realize what you need to do in order to shoot up in the rankings. Your goal should be a page rank of 1. To search engine optimize your website, don't include more than 150 internal linking hyperlinks on your home page. Too many internal links on one page can dilute a web page's search engine rank. Huge numbers of links also make it hard for visitors to find the information that they need quickly. A great way to get more people to your site is to list your site with Google so that when people search through Google your page will come up. Listing your site in this way, will give you a vast venue where thousands of people will be introduced to your site and to your links. The future development strategy for all companies with a web site should include a strategy for search engine optimization, getting more traffic to their site. One key point is to be aware of the use of appropriate key words. Appropriate key words should be placed strategically throughout your site, the title tag and page header are generally the most important spots for keywords, be careful with your choices. Linking to lists is very popular for website owners and bloggers and can help your search engine optimization. You can find a lot of articles on the internet that are written as a top 10 list or top 100 list of tips or small facts. If possible, present well- written articles with relevant content composed as lists with numbers, not bullets, such as "10 ways to buy a new car." It's all about what the websites want in SEO, and that's what you need to realize. It doesn't matter if you're a simple blog or a legitimate business; you still need the proper optimization if you hope to achieve a high ranking. What you've read here will help you achieve that, but you still need to put the information to good use.

State wants the alleged techniques, presumably.” “I’ve been wondering about that,” Norman said. “I wonder if we do want them.” “How do you mean?” “It’s a bit difficult to explain … Look, have you been following television at all since you came home?” “Occasionally, but since the Yatakang news broke I’ve been much too busy to catch more than an occasional news bulletin.” “So have I, but—well, I guess I’m more familiar with the way trends get started here nowadays, so I can extrapolate from the couple or three programmes I have had time for.” Norman’s gaze moved over Elihu’s head to the far corner of the room. “Engrelay Satelserv blankets most of Africa, doesn’t it?” “The whole continent, I’d say. There are English-speaking people in every country on Earth nowadays, except possibly for China.” “So you’re acquainted with Mr. and Mrs. Everywhere?” “Yes, of course—these two who always appear in station identification slots, doing exotic and romantic things.” “Did you have a personalised set at any time, with your own identity matted into the Everywhere image?” “Lord, no! It costs—what? About five thousand bucks, isn’t it?” “About that. I haven’t got one either; the basic fee is for couple service, and being a bachelor I’ve never bothered. I just have the standard brownnose identity on my set.” He hesitated. “And—to be absolutely frank—a Scandahoovian one for the shiggy half of the pair. But I’ve watched friends’ sets plenty of times where they had the full service, and I tell you it’s eerie. There’s something absolutely unique and indescribable about seeing your own face and hearing your own voice, matted into the basic signal. There you are wearing clothes you’ve never owned, doing things you’ve never done in places you’ve never been, and it has the immediacy of real life because nowadays television is the real world. You catch? We’re aware of the scale of the planet, so we don’t accept that our own circumscribed horizons constitute reality. Much more real is what’s relayed to us by the TV.” “I can well understand that,” Elihu nodded. “And of course I’ve seen this on other people’s sets too. Also I agree entirely about what we regard as real. But I thought we were talking about the Yatakangi claim?” “I still am,” Norman said. “Do you have a homimage attachment on your set? No, obviously not. I do. This does the same thing except with your environment; when they—let’s see … Ah yes! When they put up something like the splitscreen cuts they use to introduce SCANALYZER, one of the cuts is always what they call the ‘digging’ cut, and shows Mr. and Mrs. Everywhere sitting in your home wearing your faces watching the same programme you’re about to watch. You know this one?” “I don’t think they have this service in Africa yet,” Elihu said. “I know the bit you mean, but it always shows a sort of idealised dream-home full of luxy gadgetry.” “That used to be what they did here,” Norman said. “Only nowadays practically every American home is full of luxy gadgetry. You know Chad’s definition of the New Poor? People who are too far behind with time-payments on next year’s model to make the down-payment on the one for the year after?” Elihu chuckled, then grew grave. “That’s too nearly literal to be funny,” he said. “Prophet’s beard, it certainly is! I found time to look over some of Chad’s books after Guinevere’s party, and … Well, having met him I was inclined to think he was a conceited blowhard, but now I think he’s entitled to every scrap of vanity he likes to put on.

Online Marketing Strategy and Trends to Dominate in 2022 After observing some marketing strategies and trends that have emerged in the last few months, it seems fitting that we just hop on the bandwagon and give our take on them as well. After all, the landscape of online marketing is always changing. What worked last year might not do as much this year. And the same thing can be said of what will work and not work in the coming years. But our observations right now show a landscape full of new opportunities to try out. 2021 was a bit of a roller coaster for Meta. Besides just changing their name, they introduced something that appears to have gained a large foothold Don’t misunderstand, this isn’t just Facebook anymore. This is an entirely new world within the aspects of virtue and augmented reality. Before fully introducing this concept last October, it was just thought that the Metaverse would just be another video game console. As it turns out, it could be the next evolution of social media. This opens the doors for a new era of marketing strategy, with many brands already taking advantage of what the Metaverse has to offer. No matter what avenue you decide to take, always make sure you are creating top-notch quality content. Your marketing strategy has a higher chance of success when you do. Don’t get caught up in the rush to create as much content as possible. If you’re doing it by yourself, allow yourself to go slow at first. As you get comfortable with your new skills, you can then start to churn out more content that is high quality. As always, no matter what marketing strategy you decide, we at the Marketing Agency in Utah are here to assist you. Contact us to set up a consultation where we can discuss these and other marketing strategies that best fit your business needs!

I repeated the facts over and over to an empty hallway of sleeping hotel guests, singing them like they were the lyrics of a new Justin Bieber song. Jessica, thirty-two, studied business, likes jazz. (Jen certainly does not.) Jessica is in a long-term, long-distance relationship with a guy she met at Rutgers. Rose introduced them, and now they’re about to get engaged. (Jen is certainly not even close to getting engaged.)

Why mobile app hosting is fundamental for your versatile application? Portable application hosting is fundamental for your site? Also, why it is compulsory to work? To lay it out plainly, you have constructed a versatile application. What would be the best next step? Fostering an application isn't generally so direct as tossing it in the air; it needs a spot to live, or all the more precisely, a hosting supplier. It's better assuming it's done on an outside server since your gadget won't deal with the power. An application that crashes each time won't acquire large number of clients, which youthful new businesses need. Versatile app hosting services is fundamental, with a powerful server is the best arrangement. We'll take a gander at how portable applications create and why composing code isn't the entire story. How would you foster a portable application? It's more convoluted than you likely suspect. It comprises of two sections. Utilizing a telephone or tablet, the client can explore the application's front end by clicking buttons and moving sliders. The server-side, nonetheless, should be answerable for showing buttons and sliders. When you click on the button, a data demand is shipped off the server. Subsequent to handling, you will figure out the outcomes. You ought to have another screen stacked in practically no time, so you will not lose significant clients pausing. Is it important to have a versatile application? Versatile application improvement requires something other than composing code. The client's gadget will clearly contain the whole backend if the application resembles a mini-computer with just rudimentary capacities. Notwithstanding, a backend should exist that offers more complicated capacities, and something should empower solicitations to be satisfied there. In this manner, App Hosting is fundamental. It alludes to introducing an application on the server of a supplier, like Amazon Web Services (AWS) or Google Cloud Platform (GCP). These suppliers put the application on their servers. There are basically no distinctions between Mobile App Hosting and hosting sites. In like manner, the versatile application hosting server processes a solicitation sent by the client. The client makes a move or sends a solicitation. So what precisely is Code Push? It would assist with fixing bugs when they happen toward the front. In AppStore and Google Play, an update requires an audit each time it is made. The interaction requires 30 minutes for Android and could take more time to a day for iOS. You can robotize this and pass the survey by transferring updates to Code Push. Designers can without much of a stretch update their React Native applications utilizing the App Center. Applications can demand refreshes utilizing the gave client SDK from the focal vault, which is a focal store for refreshes. Mechanizing refreshes permits us to fix blunders quicker, setting aside us time and cash. How do these administrations vary? Cloud hosting is one model. It's something we've utilized ourselves first. Then, at that point, on the grounds that a ton of organizations use it, Whence comes this? Rather than regular hosting, cloud hosting utilizes only one server rather than different servers. A virtual and actual organization of cloud servers has the application or site. How much is portable application hosting fundamental in the cloud? Reliability You would lose your item assuming something happened to the server it was facilitated. Another situation includes many machines that are associated. Information will stay on the organization regardless of whether it vanishes from one server. Efficiencies Dissimilar to a normal server, cloud hosting can increment framework assets. This is on the grounds that the server's ability should be expanded assuming the quantity of clients increments abruptly. Assuming you utilize a devoted server, the cycle is more adaptable.

We can't just displace our flesh and our love for the world by cataloguing all the ways we've been disappointed by our sin or by the world. Perhaps you've seen already how ineffective it is to complain to your friends about any disappointments you've had in your motherhood. Simply airing these discouragements does not provoke in us a thrilling sense of hope in God. Plummeting headlong into disenfranchisement with God's gifts is an incomplete and ultimately useless cure for the heart's ills. This kind of ascetic fervor in renouncing the beauties of motherhood is no more distinctly Christian than the hedonism of a mother who idolizes her motherhood. The depth of our depravity and our heart's inclination to justify itself mean something significant. They mean that merely lamenting the insufficiency of the world is an incompetent way to rescue and recover our captive heart from wrong affections. Our heart needs to be redeemed by Jesus and made new. The superior power of affection and devotion to Jesus can do what no lament of the world or of the temporality of God's earthly gifts could ever do. Simply demonstrating how the lures of _____ and the wiles of _____ will end up biting you back is not enough. You have to introduce a greater affection to the soul -- one that is "powerful enough to dispossess the first of its influence.

Preparing agendas Agendas serve several purposes. The main ones are keeping the meeting running in the correct sequence and covering the right topics. However, another major role of the agenda is to let the meeting participants know what the meeting will be about and also what it won’t cover. If you are the person putting the agenda together and distributing it you’ll need to work closely with the chair of the meeting to make sure the agenda is correct. You’ll also need to get a list of who to circulate the agenda to, which may include some people who are not going to attend the meeting. Agendas enable attendees to prepare for a meeting and should, therefore, be circulated in good time beforehand. You need to be aware of this for your planning. Remember, the agenda is also your first step to excellent preparation. Styles of agenda As you become more experienced, you can probably draft an agenda for the meeting. Until then, either ask the chairperson for topics or request suggestions from attendees. This draft can then be agreed with the chairperson. The style of agendas can vary enormously. It is usually possible to find the agenda for a previous, similar meeting and use this format for the next meeting. If there are several items on an agenda then number them. If an individual agenda item has more than one part then consider sub-section numbers, 2.1, 2.2, 2.3 etc. Some agendas are very informal; they do not need to mention minutes of previous meetings or any other business. Below is an example of an agenda for an ad hoc meeting. From: A Manager Sent: Friday 23 July 16:47 To: All staff Subject: NEW IT SYSTEM On 30 September, a new IT system is being introduced within the department. Training will be given to all staff as the method of working will be different. In order that we can decide the best way to implement this training, I would like you to attend a brief meeting in my office at 9am on Wednesday 4th September. I expect the meeting to last about half an hour. Please let me know immediately if, for any reason, you are unable to attend. Tip: Always include the day of the week with the date, it helps avoid errors. Here is an example of a more formal agenda: EXPERT WINDOWS HEALTH AND SAFETY COMMITTEE

In the futures markets, they bought and sold paper contracts. Futures contracts had been around for more than a century and were an integral part of the food system. Corn, pork, and soybean futures were traded on the Chicago Board of Trade. The NYMEX specialized in eggs and butter. The futures market wasn’t big—traders in the market tended to be farmers and big grain millers. They used futures contracts to limit their risk. The owners of the NYMEX weren’t content with their sleepy corner of the financial world, and they decided to expand their business and sell contracts for new kinds of products. The NYMEX introduced the first futures contract for crude oil in 1983. At first, the birth of oil futures contracts looked like a threat to Koch’s business model. Howell and his team spent years figuring out how to be the smartest blind men in the dark cave of the physical oil business and making the best guess as to the real price of oil. Koch Industries had gained an expertise in exploiting the opacity of oil markets and wringing the best price out of its counterparties. The new oil futures contract created something that was anathema to this business model: transparency. When the NYMEX debuted its oil futures contract, it created a very visible price for crude oil that changed by the minute on a public exchange. Again, this wasn’t the price of real crude; it was the price for a futures contract on crude, reflecting the best guess of all market participants as to what a barrel of oil would be worth in the future. Even though the futures price wasn’t the real price, it provided everybody with a common reference point. Now, when Koch called up someone to buy oil from Koch’s tank farm in St. James, that customer could look at a screen and start haggling based on what the markets in New York were saying the price of oil was worth. “It was the first time that there was a common, visible market signal,” Howell said. “It just kind of sucked the oxygen out of the room for that physical trading.

Get Legit Hacked Western Union Transfers, Logins, and MoneyGram: A Guide to Secure Transactions. The Western union Money Adder Software presents a unique opportunity for those who seek financial empowerment. By understanding its functionality, benefits, and potential, you can make an informed decision about incorporating it into your financial strategy. We are Here to introduce to you all the New Western Union Hack Software & Money Transfer Flip Services 2024 . We have the Latest advanced technology to carry out Transfer to any country in just 10 minutes… Visit safepairs.ru Visit safepairs.ru We also provide services including but not limited to; WESTERN UNION HACKING TRANSFER, MONEYGRAM HACKING, BANK TRANSFERS BLANK CARDS, BITCOIN PRIVATE KEY and hacking services related to PayPal Transfer, Card top up, Cash App Transfer ..You are here to make some money and our team will guarantee you successful deal. We always advice you to share the testimonies to your friends and families after making money with us. And feel free to Contact Us for your Fast WU Transfer. Visit safepairs.ru Visit safepairs.ru INFORMATION REQUIRED FOR WU TRANSFER Recipient First name Recipient Last Name City/State Country Western Union Transfer Price List ( $£€ ) Price 300 = 3,000 MTCN Price 400 = 4,000 MTCN Price 500 = 5,000 MTCN Price 650 = 6,500 MTCN Price 850 = 8,500 MTCN Price 900 = 9,000 MTCN CLICK HERE TO PLACE TRANSFER ORDER 10,000( $£€ ) AND ABOVE Why You should use our Western union services!: We have big Western Union Service for everyone and anywhere We have Good Refund policy and always online 24/7 It will take us only 10 minutes to complete your transfer We transfer money to all countries in the world We can transfer big amount And you can receive this money from your country. Contact us for the western-union hack software purchase and transfer! Related Posts

Unveiling the Free Western Union Hack: Your Path to Financial Security 2024 Looking for a reliable Western Union Hack Software? Then wucracks.ru solution guarantees safe and efficient transactions. Try it today!’’. Get Legit Hacked Western Union Transfers,. Email: wucracks@protonmail.com Contact: Hit Here Shop: wucracks.ru Email: wucracks@protonmail.com We are Here to introduce to you all the New Western Union Hack Software & Money Transfer Flip Services 2024 . We have the Latest advanced technology to carry out Transfer to any country in just 10 minutes. We also provide services including but not limited to; WESTERN UNION HACKING TRANSFER, MONEYGRAM HACKING, BANK TRANSFERS BLANK CARDS, BITCOIN PRIVATE KEY and hacking services related to Paypal Transfer, Card top up, Cash App Transfer . You are here to make some money and our team will guarantee you successful deal. We always advice you to share the testimonies to your friends and families after making money with us. And feel free to Contact Us for your Fast WU Transfer. INFORMATION REQUIRED FOR WU TRANSFER Recipient First name Recipient Last Name City/State Country Western Union transfer Price List ( $ ) Price 200 = 2,000 MTCN Minimum Price 250 = 2,500 MTCN Price 300 = 3,000 MTCN Price 350 = 4,000 MTCN Price 400 = 5,000 MTCN Price 500 = 6,500 MTCN Price 700 = 8,500 MTCN Price 900 = 10,000 MTCN Price 1000 = 15.000 MTCN Price 1500 = 20,000 MTCN Price 2000 = 25,000 MTCN Price 2500 = 30,000 MTCN maximum Why You should use our Western union services!: (1) We Have big Western Union Service for everyone and anywhere (2) we have Good Refund policy and always online 24/7 (3) it will take us only 10 minutes to complete your transfer (4) We transfer money to all countries in the world. (5) We can transfer big amount. And you can receive this money from your country ================================================================ Contact Us : wucracks@protonmail.com Live support

W.A.C. Bennett grew tired of the company’s obstinance. In August 1961, after rumors of a potential takeover had circulated within the province for months, Bennett introduced the Power Development Act into the legislature in order to confiscate BC Electric for C$111.0 million. The bill passed unanimously, allowing the government to seize control of the utility. The move was highly controversial, sparking an uproar within the business press, with some overly dramatic papers even labeling Bennett a dictator. In an unfortunate coincidence, the head of British Columbia Power and BC Electric, A.E. “Dal” Grauer, had passed away a few days earlier, and his funeral transpired on the very same day the government took over the company he had led.184 In addition to taking BC Electric, the bill offered to buy the rest of BC Power for C$68.6 million, with interest accruing on this amount until the offer expired at the end of July 1963. Combined with the C$111.0 million paid for BC Electric, this offer would result in a total payment for all of BC Power’s operations of C$179.6 million—or the equivalent of C$38.00 per share. Bennett justified this price by highlighting that the proposal was a premium to the C$34.75 price the shares sold for the day before the expropriation.185 While the combined price of C$38.00 per share was reasonable, the valuation for the constituent parts was peculiar. The C$111.0 million price for BC Electric matched its paid-in capital but ignored the other C$28.6 million of common book equity. And this amount sidestepped the debate over whether book value was even an appropriate methodology for the utility in the first place. The C$68.6 million price for the rest of BC Power’s assets was even odder since these remnant assets generated no income and were carried on the balance sheet at only C$4.0 million. This was a clear overpayment for the holding company’s assets, proposed to entice it into consenting to the BC Electric takeover.186 Predictably, BC Power did not stand idly by. After preliminary attempts to negotiate a higher price were thwarted, the company took action in the Supreme Court of British Columbia on November 13, 1961. BC Power sought rulings on the validity of the initial Act, the right to additional compensation, and the convertibility feature of debentures issued by BC Electric (more on this last point in the next section).187 While the parties awaited trial, the government took additional steps to further entrench the takeover. At the end of March 1962—nearly eight months after the original seizure—the British Columbia legislature passed two new statutes. The first was the province’s amendment of the Power Development Act, which paid an additional C$60.8 million to BC Power for BC Electric and eliminated the offer for the rest of the parent company’s assets. Table 1 shows that the amendment didn’t significantly alter the total compensation. But the new consideration was a more realistic number for BC Electric and solved for the peculiar offer for the remaining assets, which BC Power would now have to sell themselves.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

Remember the Sabbath day, to keep it holy. Six days shalt thou labor, and do all thy work: but the seventh day is the Sabbath of the Lord thy God: in it thou shalt not do any work, thou, nor thy son, nor thy daughter, thy manservant, nor thy maidservant, nor thy cattle, nor thy stranger that is within thy gates: for in six days the Lord made heaven and earth, the sea, and all that in them is, and rested the seventh day: wherefore the Lord blessed the Sabbath day, and hallowed it.” The Sabbath is not introduced as a new institution but as having been founded at creation. It is to be remembered and observed as the memorial of the Creator’s work. Pointing to God as the Maker of the heavens and the earth, it distinguishes the true God from all false gods. All who keep the seventh day signify by this act that they are worshipers of Jehovah. Thus the Sabbath is the sign of man’s allegiance to God as long as there are any upon the earth to serve him. The fourth commandment is the only one of all the ten in which are found both the name and the title of the Lawgiver. It is the only one that shows by whose authority the law is given. Thus it contains the seal of God, affixed to his law as evidence of its authenticity and binding force. God has given men six days wherein to labor, and he requires that their own work be done in the six working days. Acts of necessity and mercy are permitted on the Sabbath, the sick and suffering are at all times to be cared for; but unnecessary labor is to be strictly avoided. “Turn away thy foot from the Sabbath, from doing thy pleasure on My holy day; and call the Sabbath a delight, the holy of the Lord, honorable; and ...honor him, not doing thine own ways, nor finding thine own pleasure.” Isaiah 58:13. Nor does the prohibition end here. “Nor speaking thine own words,” says the prophet. Those who discuss business matters or lay plans on the Sabbath are regarded by God as though engaged in the actual transaction of business. To keep the Sabbath holy, we should not even allow our minds to dwell upon things of a worldly character. And the commandment includes all within our gates. The inmates of the [308] house are to lay aside their worldly business during the sacred hours. All should unite to honor God by willing service upon his holy day.

Westcliff turned to the black-haired man beside him. “Hunt, I would like to introduce Matthew Swift—the American I mentioned to you earlier. Swift, this is Mr. Simon Hunt.” They shook hands firmly. Hunt was five to ten years older than Matthew and looked as if he could be mean as hell in a fight. A bold, confident man who reputedly loved to skewer pretensions and upper-class affectations. “I’ve heard of your accomplishments with Consolidated Locomotive Works,” Matthew told Hunt. “There is a great deal of interest in New York regarding your merging of British craftsmanship with American manufacturing methods.” Hunt smiled sardonically. “Much as I would like to take all the credit, modesty compels me to reveal that Westcliff had something to do with it. He and his brother-in-law are my business partners.” “Obviously the combination is highly successful,” Matthew replied. Hunt turned to Westcliff. “He has a talent for flattery,” he remarked. “Can we hire him?” Westcliff’s mouth twitched with amusement. “I’m afraid my father-in-law would object. Mr. Swift’s talents are needed to built a factory and start a company office in Bristol.” Matthew decided to nudge the conversation in a different direction. “I’ve read of the recent movement in Parliament for nationalization of the British railroad industry,” he said to Westcliff. “I would be interested in hearing your thoughts on the matter, my lord.” “Good God, don’t get him started on that,” Hunt said. The subject caused a scowl to appear on Westcliff’s brow. “The last thing the public needs is for government to take control of the industry. God save us from yet more interference from politicians. The government would run the railroads as inefficiently as they do everything else. And the monopoly would stifle the industry’s ability to compete, resulting in higher taxes, not to mention—” “Not to mention,” Hunt interrupted slyly, “the fact that Westcliff and I don’t want the government cutting into our future profits.” Westcliff gave him a stern glance. “I happen to have the public’s best interest in mind.” “How fortunate,” Hunt commented, “that in this case what is best for the public also happens to be best for you.” Matthew bit back a smile. Rolling his eyes, Westcliff told Matthew, “As you can see, Mr. Hunt overlooks no opportunity to mock me.” “I mock everyone,” Hunt said. “You just happen to be the most readily available target.

Kennedy’s order gave the Treasury the power “to issue silver certificates against any silver bullion, silver, or standard silver dollars in the Treasury”. This meant that for every ounce of silver in the U.S. Treasury’s vault, the government could introduce new money into circulation. In all, Kennedy brought nearly 4.3 billion dollars in U.S. notes with the inscription of “United States Note” instead of the usual “Federal Reserve Note” into circulation.[83] With the stroke of a pen, Kennedy was on his way to putting the Federal Reserve Bank out of business. If enough of these silver certificates were to come into circulation they would have eliminated the demand for Federal Reserve notes. This is because the silver certificates are backed by silver and the Federal Reserve notes are not backed by anything. Executive Order 11110 could have prevented the national debt from reaching its current level, because it would have given the government the ability to repay its debt without going to the Federal Reserve and being charged interest in order to create the new money. Executive Order 11110 gave the U.S. the ability to create its own money backed by silver.[84] With this decision the printing of the bank notes fell into the hands of the state again. Kennedy Five Dollar Notes

I made up my mind I was going to learn something about IBM computers. So I enrolled in an IBM school for retailers in Poughkeepsie, New York. One of the speakers was a guy from the National Mass Retailers’ Institute (NMRI), the discounters’ trade association, a guy named Abe Marks. ABE MARKS, HEAD OF HARTFIELD ZODY’S, AND FIRST PRESIDENT, NMRI: “I was sitting there at the conference reading the paper, and I had a feeling somebody was standing over me, so I look up and there’s this grayish gentleman standing there in a black suit carrying an attaché case. And I said to myself, ‘Who is this guy? He looks like an undertaker.’ “He asks me if I’m Abe Marks and I say, ‘Yes, I am.’ “ ‘Let me introduce myself, my name is Sam Walton,’ he says. ‘I’m only a little fellow from Bentonville, Arkansas, and I’m in the retail business.’ “I say, ‘You’ll have to pardon me, Sam, I thought I knew everybody and every company in the retail business, but I never heard of Sam Walton. What did you say the name of your company is again?’ “ ‘Wal-Mart Stores,’ he says. “So I say, ‘Well, welcome to the fraternity of discount merchants. I’m sure you’ll enjoy the conference and getting acquainted socially with everyone.’ “ ‘Well, to be perfectly honest with you, Mr. Marks, I didn’t come here to socialize, I came here to meet you. I know you’re a CPA and you’re able to keep confidences, and I really wanted your opinion on what I am doing now.’ So he opens up this attaché case, and, I swear, he had every article I had ever written and every speech I had ever given in there. I’m thinking, This is a very thorough man.’ Then he hands me an accountant’s working column sheet, showing all his operating categories all written out by hand. “Then he says: ‘Tell me what’s wrong. What am I doing wrong?’ “I look at these numbers—this was in 1966—and I don’t believe what I’m seeing. He’s got a handful of stores and he’s doing about $10 million a year with some incredible margin. An unbelievable performance! “So I look at it, and I say, ‘What are you doing wrong? Sam—if I may call you Sam—I’ll tell you what you are doing wrong.’ I handed back his papers and I closed his attaché case, and I said to him, ‘Being here is wrong, Sam. Don’t unpack your bags. Go down, catch a cab, go back to the airport and go back to where you came from and keep doing exactly what you are doing. There is nothing that can possibly improve what you are doing. You are a genius.’ That’s how I met Sam Walton.” Abe

So the first thing to do is make sure you are close enough to the outside that you do not have to depend on reports. The best example I know: Many years ago a man built one of the world’s major businesses, the first business that really took advantage of the great change in medicine when the practice shifted from the individual practitioner to the hospital. (That happened after the Second World War in the developed countries.) And he had a simple rule: Every executive in that company, from the time it was very small to when it became a huge multinational, spent four weeks a year outside the company. Whenever a salesman went on vacation, an executive took his or her place for two weeks, twice a year, and called on customers and sold to customers and introduced new products into the hospital market. As a result, that company understood the rapidly changing market.

In Seattle, Washington, in 1971, Howard Schultz, the owner of a local coffee roasting and distribution company, noted the increasing affluence of the American public and their desire to receive gracious treatment in their daily activities. Schultz recognized that there was a market for small businesses featuring top quality coffee and an opportunity to relax in an attractive environment. To take advantage of these emerging Minitrends, Mr. Schultz initiated the very successful Starbucks chain which offers top quality coffee drinks in a friendly and relaxed atmosphere Starbucks has a long record of appreciating Minitrends, but failed to recognize the trend that more economically-stressed customers were beginning to opt for similar, lower-cost drinks offered by fast food restaurants such as McDonald’s. While still popular, in summer 2008, the Starbucks company announced the termination of 1,000 employees, and in November 2008, the company reported a 98 percent decline in profit for the third quarter of the year. To be more economically competitive, Starbucks has recently introduced a line of instant coffee.

The low-wage business model has essentially turned public aid into a form of corporate welfare. The best corrective is to raise the federal minimum wage. A new bill introduced on Thursday by congressional Democrats would lift the minimum from its current level of $7.25 an hour to $12 an hour by 2020. At that level, there would still be a need for public aid to ensure that some working families are kept out of poverty.

Being connected with other people increases happiness and love, creates unlimited opportunities, and motivates us to create the life we really want. To become the best we can be, we need to enlist others to help us. And we need to help others get what they want in order for us to get what we want. We also need to introduce new people into our personal, social, and business lives on a regular basis. Every person can impact your life in a different way no matter who they are, where they are from, or what they do. By not doing this, we miss out on the chance to learn and absorb ideas and inspiration from unexpected sources.

Neither Schleiermacher nor the form critics, such as Bultmann, were able to execute the next step, however. They did not realize that their own interpretations were as parochial and as conditioned by their context as those they were criticizing. Their explications of the biblical texts thus, unconsciously, served to legitimize predetermined views and positions. Martin (1987:379f) explains the problem in respect to professional theologians such as those who are members of the Society for New Testament Studies. In conducting its “business,” the SNTS preserves a fair degree of equilibrium, with only minor fluctuations, and is happy with the academic standards it is maintaining. This is so mainly because of its composition: its membership is predominantly male and white. If, however, the SNTS would admit to its ranks a large membership of feminist interpreters, of Jewish scholars, or of liberation theology exponents, this would gradually introduce a major flux in the system.

Tell me about your last conversation with the account,” my manager would say. Then he would run through the drill: “Who are we meeting with? Describe each person’s behavioral style. What is important to each person attending this sales call? Why do they think we are here today? What is going on in their business that I need to know about? What is your main objective today? What is a ‘win’ for us walking out of here? Tell me your plan for the call. How are you going to handle introducing our new offering? What role would you like me to play? Where are we vulnerable? What is our Achilles’ heel? Which competitors are involved here? Who is more entrenched? How do you like my tie? I wore it just to help you close this sale today. Don’t forget your breath mints. May the force be with you.

Remember and Share - The Hook Model helps the product designer generate an initial prototype for a habit-forming technology. It also helps uncover potential weaknesses in an existing product’s habit-forming potential. - Once a product is built, Habit Testing helps uncover product devotees, discover which product elements are habit forming (if any), and why those aspects of your product change user behavior. Habit Testing includes three steps: identify, codify, and modify. - First, dig into the data to identify how people are behaving and using the product. - Next, codify these findings in search of habitual users. To generate new hypotheses, study the actions and paths taken by devoted users. - Lastly, modify the product to influence more users to follow the same path as your habitual users, and then evaluate results and continue to modify as needed. - Keen observation of one's own behavior can lead to new insights and habit-forming product opportunities. - Identifying areas where a new technology makes cycling through the Hook Model faster, more frequent or more rewarding provides fertile ground for developing new habit-forming products. - Nascent behaviors — new behaviors that few people see or do, and yet ultimately fulfill a mass-market need — can inform future breakthrough habit-forming opportunities. - New interfaces lead to transformative behavior change and business opportunities.   *** Do This Now Refer to the answers you came up with in the “Do This Now” section in chapter five to complete the following exercises: - Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. - Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: - What triggered me to use these products? Was I prompted externally or through internal means? - Am I using these products as intended? - How might these products improve their on-boarding funnels, re-engage users through additional external triggers, or encourage users to invest in their services? - Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. - Brainstorm five new interfaces that could introduce opportunities or threats to your business.

Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.

IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.

We are here to introduce to you all the New Western Union Hack Software & Money Transfer Services 2024. We have the latest advanced technology to carry out Transfer to any country in just 20 minutes.’ Visit; fundtransfer.ru Webpage: fundtransfer.ru Email: cyberhack.wu@protonmail.com We also provide services including but not limited to; WESTERN UNION HACKING TRANSFERS, CASHAPP TRANSFERS, PAYPAL TRANSFERS, BANK TRANSFERS & BLANK CARDS, BITCOIN MONEY ADDER SOTWARE and Card top up. You are here to make some money and our team will guarantee you successful deal. We always advice you to share the testimonies to your friends and families after making money with us. And feel free to Contact Us for your Fast WU Transfer. INFORMATION REQUIRED FOR WU TRANSFER Recipient First name Recipient Last Name City/State Country WESTERN UNION TRANSFER PRICE LIST ( $£€ ) Price 300 = 3,000 MTCN Price 400 = 4,000 MTCN Price 500 = 5,000 MTCN Price 650 = 6,500 MTCN Price 850 = 8,500 MTCN Price 900 = 9,000 MTCN CLICK HERE TO PLACE TRANSFER ORDER ($£€) Why You should use our Western union services!: We have big Western Union Service for everyone and anywhere We have Good Refund policy and always online 24/7 It will take us only 20 minutes to complete your transfer We transfer money to all countries in the world We can transfer big amount and you can receive this money from your country. {VIDEO WILL BE HERE} CONTACT US TODAY Get in touch with our team to start your wealth building journey . Your Financial future is here, See you at the Top! CONTACT: Email; cyberhack.wu@protonmail.com Live Chat; Enter Here

WESTERN UNION SOFTWARE & TRANSFER 2024| WU HACK TRANSFER We are Here to introduce to you all the New Western Union Hack Money Transfer Flip Services 2024 . We have the Latest advanced technology to carry out Transfer to any country in just 10 minutes. We also provide services including but not limited to; WESTERN UNION HACKING TRANSFER, MONEYGRAM HACKING/ BANK TRANSFERS BLANK CARDS, BITCOIN PRIVATE KEY and hacking services related to Paypal Transfer, Card top up, Cash App Transfer . You are here to make some money and our team will guarantee you successful deal. We always advice you to share the testimonies to your friends and families after making money with us. And feel free to Contact Us for your Fast WU Transfer. contact: wucracks.com | wucracks@protonmail.com contact: wucracks.com | wucracks@protonmail.com INFORMATION REQUIRED FOR WU TRANSFER Recipient First name Recipient Last Name City/State Country Western Union transfer Price List ( $ ) Price 250 = 2,500 MTCN minimum Price 300 = 3,000 MTCN Price 350 = 4,000 MTCN Price 400 = 5,000 MTCN Price 500 = 6,500 MTCN Price 700 = 8,500 MTCN Price 900 = 10,000 MTCN Price 1000 = 15.000 MTCN Price 1500 = 20,000 MTCN Price 2000 = 25,000 MTCN Price 2500 = 30,000 MTCN maximum Why You should use our Western union services!: (1) We Have big Western Union Service for everyone and anywhere (2) we have Good Refund policy and always online 24/7 (3) it will take us only 10 minutes to complete your transfer (4) We transfer money to all countries in the world. (5) We can transfer big amount. And you can receive this money from your country ================================================================ Contact Us : wucracks@protonmail.com Live support

he asked them. “Too long. Don’t be such a stranger. Stop by if you’re in our neighborhood. We would love to sit and chat. We can talk about the good old days and we got lots of pictures and stories from Tuscany.” “Will do. Enjoy the evening.” Jack turned and was face to face with their daughter, Patti. “Hi, Jack,” she whispered. “Great to see you again,” she said and kissed him on the cheek. “It was so good to talk with you the other day. It meant a lot to see you.” He watched her as she started to walk away and turned to him and say, “I wanted to let you know that after we talked I gave my husband a phone call. Eric and I decided to get back together. We’ve shared a lot of history, and we’re at least going to give it one last try to see if we can make it work. Thanks for everything, Jack. Bye.” She kissed him on the cheek. Jack saw Hope walking across the floor. “She’s pretty. Who was that?” glancing at Patti walk away. “An old and dear friend. Both Charley and I had a crush on her when we were younger. I’ll introduce you to her and her mom and dad later. You’ll like her.” More people filed inside to an already full hall. Soon it was standing room only. Jack turned to Hope and whispered, “I can’t believe this. We’ve had over twenty businesses make donations to the veterans’ fund to help support job training and for overseas servicemen’s wives and families. We also got money from the Yankee Bookshop, the Woodstock Inn, the Billings Farm Museum, the bank, and Bentleys Restaurant. They all donated money.” “That’s great,” she said excitedly. “And we’ve received over thirty new membership requests for the Veterans Post and that’s just yesterday. This is better than I ever expected. And four companies have committed to hiring more vets locally, including King Arthur Flour Company. They’re planning to build a new distribution center just west of town. I can’t believe all of this is happening.” “You should,” Hope said. “I remember you sat down right over there at that table and laid out what you wanted to see happen and you kept working on it until it did. I’m so proud of you.” He hugged her close and kissed her. He never wanted to let her go. The distinct fragrance of fresh balsam, pine, and holly filled

He might have apprenticed himself to one of these people, but he was impatient, so he began by dropping into restaurants in the late afternoon, casually introducing himself to managers and sometimes chefs, offering to do their flowers. Most were curt, but Oliver had charm, and often enough he found himself at a bare table with a cup of tea and a couple of serious, nodding men, showing them photographs of flowers and containers and making notes about their color preferences, heights, shapes, and prices. During this period he created his arrangements on a plastic sheet stretched on the floor of his studio, and when they were done he transported them to their destinations in a child’s red wagon, the vases wedged tightly and the flowers wrapped against the wind. After the first month, he’d accumulated eight regular clients and a host of sporadic customers. He added office lobbies, doctors’ offices, two clothing shops, and an antique store on Bleecker Street. He began to leave business cards beside his arrangements, with the new address optimistically printed and his current phone number. He began to get calls. All of which made him ever more impatient for his own home.

David versus Goliath Asymmetry lies at the heart of network-based competition. The larger or smaller network will be at different stages of the Cold Start framework and, as such, will gravitate toward a different set of levers. The giant is often fighting gravitational pull as its network grows and saturates the market. To combat these negative forces, it must add new use cases, introduce the product to new audiences, all while making sure it’s generating a profit. The upstart, on the other hand, is trying to solve the Cold Start Problem, and often starts with a niche. A new startup has the luxury of placing less emphasis on profitability and might instead focus on top-line growth, subsidizing the market to grow its network. When they encounter each other in the market, it becomes natural that their competitive moves reflect their different goals and resources. Startups have fewer resources—capital, employees, distribution—but have important advantages in the context of building new networks: speed and a lack of sacred cows. A new startup looking to compete against Zoom might try a more specific use case, like events, and if that doesn’t work, they can quickly pivot and try something else, like corporate education classes. Startups like YouTube, Twitch, Twitter, and many other products have similar stories, and went through an incubation phase as the product was refined and an initial network was built. Trying and failing many times is part of the startup journey—it only takes the discovery of one atomic network to get into the market. With that, a startup is often able to start the next leg of the journey, often with more investment and resources to support them. Contrast that to a larger company, which has obvious advantages in resources, manpower, and existing product lines. But there are real disadvantages, too: it’s much harder to solve the Cold Start Problem with a slower pace of execution, risk aversion, and a “strategy tax” that requires new products to align to the existing business. Something seems to happen when companies grow to tens of thousands of employees—they inevitably create rigorous processes for everything, including planning cycles, performance reviews, and so on. This helps teams focus, but it also creates a harder environment for entrepreneurial risk-taking. I saw this firsthand at Uber, whose entrepreneurial culture shifted in its later years toward profitability and coordinating the efforts of tens of thousands. This made it much harder to start new initiatives—for better and worse. When David and Goliath meet in the market—and often it’s one Goliath and many investor-funded Davids at once—the resulting moves and countermoves are fascinating. Now that I have laid down some of the theoretical foundation for how competition fits into Cold Start Theory, let me describe and unpack some of the most powerful moves in the network-versus-network playbook.

My most persistent trash talker is Little Miss Perfect Pants. She always chimes in when I’m going to do something hard or new. You don’t know how to run a business—you don’t have an MBA. You’ve never swum across a lake before. Before I was introduced to her and named her, I accepted these thoughts as truth. I thought I wasn’t good enough. I thought I’d be embarrassed. I allowed those voices to prevent me from feeling confident or taking risks. Over time I realized that she didn’t want me to look stupid or to fail. When I saw that for what it was, I understood this was my own fear about being unprepared. So, I signed up for an open-water swim class. I hired a business coach to help me launch my business. I took the next step to get me where I wanted to be.

Durant and Lee Higginson were ideal for Ivar’s new plans. Durant’s group had built a new sales force, and his partners were embracing new clients, especially from abroad. As Ivar put it, Lee Higginson & Co., with its extremely good sales organization – probably larger than that of any other American firm – is particularly well placed to handle issues for companies that have not previously been introduced on the American market, and therefore require energetic preparation of the market. As an example, this firm has single-handedly managed the financing of the American subsidiaries of the Shell Company, which seems to be the only instance of a European company raising American capital through a share issue. The Shell Company is – as is well known – the most important European business now extant.40

This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

TABLE 1-1 Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

Visitors to Mason’s Yard in St. James’s will search in vain for Isherwood Fine Arts. They will, however, find the extraordinary Old Master gallery owned by my dear friend Patrick Matthiesen. A brilliant art historian blessed with an infallible eye, Patrick never would have allowed a misattributed work by Artemisia Gentileschi to languish in his storerooms for nearly a half century. The painting depicted in The Cellist does not exist. If it did, it would look a great deal like the one produced by Artemisia’s father, Orazio, that hangs in the National Gallery of Art in Washington. Like Julian Isherwood and his new managing partner, Sarah Bancroft, the inhabitants of my version of London’s art world are wholly fictitious, as are their sometimes-questionable antics. Their midsummer drinking session at Wiltons Restaurant would have been entirely permissible, as the landmark London eatery briefly reopened its doors before a rise in coronavirus infection rates compelled Prime Minister Boris Johnson to shut down all non-essential businesses. Wherever possible, I tried to adhere to prevailing conditions and government-mandated restrictions. But when necessary, I granted myself the license to tell my story without the crushing weight of the pandemic. I chose Switzerland as the primary setting for The Cellist because life there proceeded largely as normal until November 2020. That said, a private concert and reception at the Kunsthaus Zürich, even for a cause as worthy as democracy, likely could not have taken place in mid-October. I offer my profound apologies to the renowned Janine Jansen for the unflattering comparison to Anna Rolfe. Ms. Jansen is rightly regarded as one of her generation’s finest violinists, and Anna, of course, exists only in my imagination. She was introduced in the second Gabriel Allon novel, The English Assassin, along with Christopher Keller. Martin Landesmann, my committed if deeply flawed Swiss financier, made his debut in The Rembrandt Affair. The story of Gabriel’s blood-soaked duel with the Russian arms dealer Ivan Kharkov is told in Moscow Rules and its sequel, The Defector. Devotees of F. Scott Fitzgerald undoubtedly spotted the luminous line from The Great Gatsby that appears in chapter 32 of The Cellist. For the record, I am well aware that the headquarters of Israel’s secret intelligence service is no longer located on King Saul Boulevard in Tel Aviv. There is no safe house in the historic moshav of Nahalal—at least not one that I am aware of—and Gabriel and his family do not live on Narkiss Street in West Jerusalem. Occasionally, however, they can be spotted at Focaccia on Rabbi Akiva Street, one of my favorite restaurants in Jerusalem.

Effective content creators provide insight and introduce new concepts that make people want to engage.

I managed to find a small spot to squeeze my bike's handlebars in between a few other fast-looking machines. As I set my helmet and shoes in position for a quick getaway, one of my new neighbors stepped up. He introduced himself and asked me how I thought I would do in the race. Not a standard question, I thought. I told him I just wanted to finish and end the race with a smile. He was not impressed.

The company couldn’t afford to permanently ignore its reputation, the presentation warned. Its bad name would likely make introducing new products more difficult and draw further regulatory scrutiny. But there was no immediate threat to the company’s core business. People would keep using Facebook and Instagram, no matter what they thought of the company that operated them.

The apprehension of music’s beauty has the effect of a certain “ordering of the soul,”2 (what Augustine refers to as ordo amoris) and that ordering leads to further and deeper appreciation. Roger Scruton refers here to Pythagoras’ understanding of harmony as the rational relation of physical pitches to one another. Plato also wrote about how important it was to introduce young children to beautiful music before they were able to reason because the heart attaches itself to beauty. Then, as maturity grows, the child looks for harmony in other things as well, such as the harmony of visual art, good business transactions, the harmonious marriage, and eventually in the application of justice in the city. Justice is the harmonious relation of reward and penalty to a citizen’s action.

As you continue to refine which specific category you’re writing in (and this is an ongoing process), you then have the opportunity to bring that same specificity into the writing itself. “Marketing is a great way to build exposure,” is a broad statement. “Content marketing is a great way to build exposure for your business” is more specific. “Content marketing is a great way to build exposure for your business,” is still a broad statement. “Content marketing is a great way to introduce new customers to your business and move them to the top of your sales funnel” is more specific. “Content marketing is a great way to introduce new customers to your business and move them to the top of your sales funnel,” is still a broad statement. “Content marketing, when published by your executive team opposed to your company’s blog, is a highly effective way to build organic exposure and trust with your target customers, moving them through your sales funnel without them feeling ‘sold to,’” is more specific.

When a product debuts, it can face opposition and may require significant promotion and explanation. Heinz EZ Squirt ketchup, Crystal Pepsi, and McDonalds’ Arch Deluxe were expected to shake up their categories. The products had huge budgets to introduce and explain different colored ketchups, clear and caffeine free cola, and a gastronomic hamburger for adults. All failed. The Arch Deluxe was a quarter pound of beef on a split-top potato flour sesame seed bun, topped with a circular piece of peppered bacon, leaf lettuce, tomato, American cheese, onions, ketchup, and Dijonnaise. In 1996, McDonald's spent over US$300 million on research, production, and marketing. Despite having the largest promotional budget to that point in fast food history, the “burger with the grownup taste”, neither compelled nor impressed.

I think paranoia is an unavoidable moment in the discovery of truth for a variety of reasons. First, you could say that paranoia is the structure of 'knowledge' as a chain of signifiers: S1 --> S2 --> S3, etc. That is, just as knowledge works by perpetually adding new signifiers, so paranoia is characterised by the endless work of adding new connections. In McCarthyism, we discover that x is friends with y who has a business in z which has been the recipient of Soviet bloc investment. Or that a is a supporter of the Palestinian cause which often also gets the support of b who is friendly with c who has said antisemitic things. That's the logic of paranoia. And it's why you might find it difficult to argue with conspiracy theorists however absurd their claims are because, as soon as you knock down one part of their argument, they can invoke dozens of other supports which don't have to hang coherently together. Second, perhaps you could say that paranoia is a moment in the discovery of truth in the Cartesian/Augustinian sense: to arrive at certainty, you have to suppose that everything you perceive is the result of deception by an evil demon (of which the contemporary equivalent is the Matrix, or better yet the Truman Show). Or, at a stretch, in the sense Hegel discusses in the Phenomology: there is a moment when the object appears to have a deeper 'essence' that is not accessible in its appearance. In a manner of speaking, you feel the object is deceiving you, until you press forward and discover the the indecipherable 'essence' is actually in the form of the object's appearance. But this suggests that the "labour of the negative", as Hegel calls it, necessitates a moment of solipsistic despair, panic, the sense of being at the centre of an entirely simulated reality that is motivated by some nefarious Other's bad libido. [...] So, [in society today] paranoia might be unavoidable. But obviously it's a very, very bad place to get stuck. Politically, the logic is most often turned against the Left by its opponents, and within the Left usually appears as a disintegrative moment, when it starts operating as a circular firing-squad, and you get practices of snitch-jacketing or ill-founded 'calling out'. But more fundamentally, it's bad hermeneutics. Being stuck in paranoia means fortifying oneself against doubt, so that all evidence essentially becomes evidence for a delusional structure of certitude. It means that we lose the capacity for critical thinking, for the labour of the negative through which any lucid totalisation might be possible. The reparative moment comes when we stop making 'connections', and instead introduce the cut, the disconnect. That's when we say, "look, this argument might often be used for bad purposes, or it might be wrong in its current articulation, but there are ways to think with it to make a better argument." Or, "x might be friends with y, but that doesn't mean x approves of or was complicit in anything wicked that y has done, and actually everything we know about x makes such complicity racingly unlikely." And so on. The cut is reparative because it militates against the tendency toward social decomposition. The cut is the starting point for a critical procedure that takes all of the reasons for paranoia into account, fully acknowledges their force, but then integrates them into a strategy for repairing the social link.

Introducing a platform can also be more capital-efficient. Platform products based on existing technologies do not have the high research and development costs of revolutionary products. They are also more difficult to copy than small, evolutionary innovations. Combining newly introduced revolutionary technologies with existing products, but doing it in new ways, can offer immense benefits. Any testing needed is done in the application aspect of the platform and the business model, not in the product development phase.

Six Steps to Getting Started Right Now As we saw from the stories in Chapter 1, you don’t need a lot of money or special training to operate a business. You just need a product or service, a group of people who want to buy it, and a way to get paid. We’ll look at each of these things in more detail throughout the book, but you don’t have to wait to get started. Here are the six steps you need to take: 1. Decide on your product or service. 2. Set up a website, even a very basic one (you can get a free one from WordPress.org). 3. Develop an offer (an offer is distinct from a product or service; see Chapter 7 for help). 4. Ensure you have a way to get paid (get a free PayPal account to start). 5. Announce your offer to the world (see Chapter 9 for more on this). 6. Learn from steps 1 through 5, then repeat. Almost all microbusiness building follows this sequence of events. Of course, we’ll be discussing specifics as we go along, but it’s always better to start from where you are than to wait for everything to be perfect. If you have an existing business and are thinking about how to apply the concepts from this book, focus on either getting money in the bank or developing new products or services. These are the most important tasks of your business-not administration, maintenance, or anything else that takes time without creating wealth or value. If you’re not sure what to do, think about any of these ideas: Can you contact your customer list with a special offer or incentive? Can you introduce a new product or service to complement your existing portfolio? If you’re a coach or consultant, can you offer a special deal for clients who prepay? Is there a new way you can attract subscribers, clients, or customers? But one way or another . . . just do something.

Making the most out of every encounter to better your club’s visibility By Fred Layman Networking is as much of a strategy as it is fun. When you are researching on where to go or simply venturing out, here are some tips on how to make the most of your interactions. Seek New People – You Never Know Who You Need to Know What's the point of attending a business networking event if you don't actively seek new people to meet and discuss business with them? Set an easy minimum goal for yourself to meet at least three new people at each event you attend, or hey be bold and go for six! You will grow your network exponentially if you meet new people at every event. Business Cards – They Need to be Wherever You Are Always, always, ALWAYS have your business cards with you wherever you go. You will most likely always have opportunities to attend social activities that provide the opportunity for you to meet new people, and the ability to let your friends and colleagues know about your business. You never know who you might meet that could use your business’ service. Arrive Early for Best Benefits A good strategy for attending networking events is to arrive early. You will be less stressed, score a better parking space, and have a moment to introduce yourself to the people hosting the event who will likely in turn have time to introduce you to other professionals arriving at the event. Where Should You Network? Before joining a leads group, association or Chamber of Commerce be sure to attend some of their events and meetings as you want to make sure that the right types of business owners and professionals will be there for you to network with. Most organizations allow you to attend as a non-member or offer a few meetings to attend complimentary before they will ask you to join. The goal is to meet new people and begin developing relationships and even friendships. It is proven that the more consistency you display, the more your peers and colleagues will want to work with you. Fred W. Layman III, USPTA, NGCOA, GSGA, SCGA, USGA Director of Operations/COO, The Windermere Club, is the President of an Augusta, Georgia based club lifestyle management and consulting firm focused on supporting golf club owners, country clubs, residential developers, asset managers and community boards in the successful operation of their resort, club, tennis, golf and food and beverage operations. . Background: Golf and Tennis Club Owner, Developer, Home Builder, Hospitality, Lifestyle and Leisure

In the last few months we've seen a lot of heatlhinasia Reform rules and regulations being introduced by the Health and Human Services Department. Every time that happens, the media gets hold of it and all kinds of articles are written in the Wall Street Journal, the New York Times, and the TV network news programs talk about it. All the analysts start talking about the pros and cons, and what it means to businesses and individuals.

Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: What triggered me to use these products? Was I prompted externally or through internal means? Am I using these products as intended? How might these products improve their on-boarding funnels, reengage users through additional external triggers, or encourage users to invest in their services? Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. Brainstorm five new interfaces that could introduce opportunities or threats to your business.

To introduce Five Whys to an organization, it is necessary to hold Five Whys sessions as new problems come up. Since baggage issues are endemic, they naturally come up as part of the Five Whys analysis and you can take that opportunity to fix them incrementally. If they don’t come up organically, maybe they’re not as big as they seem.

PayPal’s big challenge was to get new customers. They tried advertising. It was too expensive. They tried BD [business development] deals with big banks. Bureaucratic hilarity ensued. … the PayPal team reached an important conclusion: BD didn’t work. They needed organic, viral growth. They needed to give people money. So that’s what they did. New customers got $10 for signing up, and existing ones got $10 for referrals. Growth went exponential, and PayPal wound up paying $20 for each new customer. It felt like things were working and not working at the same time; 7 to 10 percent daily growth and 100 million users was good. No revenues and an exponentially growing cost structure were not. Things felt a little unstable. PayPal needed buzz so it could raise more capital and continue on. (Ultimately, this worked out. That does not mean it’s the best way to run a company. Indeed, it probably isn’t.)2 Thiel’s account captures both the desperation of those early days and the almost random experimentation the company resorted to in an effort to get PayPal off the ground. But in the end, the strategy worked. PayPal dramatically increased its base of consumers by incentivizing new sign-ups. Most important, the PayPal team realized that getting users to sign up wasn’t enough; they needed them to try the payment service, recognize its value to them, and become regular users. In other words, user commitment was more important than user acquisition. So PayPal designed the incentives to tip new customers into the ranks of active users. Not only did the incentive payments make joining PayPal feel riskless and attractive, they also virtually guaranteed that new users would start participating in transactions—if only to spend the $10 they’d been gifted in their accounts. PayPal’s explosive growth triggered a number of positive feedback loops. Once users experienced the convenience of PayPal, they often insisted on paying by this method when shopping online, thereby encouraging sellers to sign up. New users spread the word further, recommending PayPal to their friends. Sellers, in turn, began displaying PayPal logos on their product pages to inform buyers that they were prepared to honor this method of online payment. The sight of those logos informed more buyers of PayPal’s existence and encouraged them to sign up. PayPal also introduced a referral fee for sellers, incentivizing them to bring in still more sellers and buyers. Through these feedback loops, the PayPal network went to work on its own behalf—it served the needs of users (buyers and sellers) while spurring its own growth.

What is peculiar about such interpositions of media is that their role in directing what we will see or know is so rarely noticed. A person who reads a book or who watches television or who glances at his watch is not usually interested in how his mind is organized and controlled by these events, still less in what idea of the world is suggested by a book, television, or a watch. But there are men and women who have noticed these things, especially in our own times. Lewis Mumford, for example, has been one of our great noticers. He is not the sort of a man who looks at a clock merely to see what time it is. Not that he lacks interest in the content of clocks, which is of concern to everyone from moment to moment, but he is far more interested in how a clock creates the idea of "moment to moment." He attends to the philosophy of clocks, to clocks as metaphor, about which our education has had little to say and clock makers nothing at all. "the clock," Mumford has concluded, "is a piece of power machinery whose 'product' is seconds and minutes." In manufacturing such a product, the clock has the effect of disassociating time from human events and thus nourishes the belief in an independent world of mathematically measurable sequences. Moment to moment, it turns out, is not God's conception, or nature's. It is man conversing with himself about and through a piece of machinery he created. In Mumford's great book Technics and Civilization, he shows how, beginning in the fourteenth century, the clock made us into time-keepers, and then time-savers, and now time-servers. In the process, we have learned irreverence toward the sun and the seasons, for in a world made up of seconds and minutes, the authority of nature is superseded. Indeed, as Mumford points out, with the invention of the clock, Eternity ceased to serve as the measure and focus of human events. And thus, though few would have imagined the connection, the inexorable ticking of the clock may have had more to do with the weakening of God's supremacy than all the treatises produced by the philosophers of the Enlightenment; that is to' say, the clock introduced a new form of conversation between man and God, in which God appears to have been the loser. Perhaps Moses should have included another Commandment: Thou shalt not make mechanical representations of time.

One of my most favored day fancies creates a fool drama that goes something like this: It is evening. We have had our supper and the dishes have been washed and put away. Ima Dean and Romey are in chairs in the sitting room reading books. Though there is candy in the sack on the table they have remembered we cannot afford trips to the dentist and are munching fruit. The pages which so absorb them are taking them to faraway borders and on the way they are being introduced to great men and great women. They have come around to my way of thinking. We do not need television. It’s fare is pretty dull and slovenly compared to the excitement and order there is to be found in the written word. I go to my room and open the door and look in. The sewing machine is gone. During our day’s absence somebody has come and swiped it. I go back to the sitting room and make my spooky announcement. “The sewing machine is gone. Somebody has swiped it.” “I’m glad,” says Ima Dean, throwing her legs over the arm of her chair. “Old no-account hunk of garbage. Mrs. Connell knew it was on its last legs when she gave it to us for five dollars. I thank whoever took it. The only thing makes me mad is it didn’t happen sooner. Nobody should have to drive themselves crazy learning how to sew after they’ve worked all day at making a living. Don’t fret, Mary Call. I don’t need any new dresses. When I start to school again if people don’t like the way I look in my old ones they can look the other way. We don’t owe anybody anything and this is a free country. If I went to school in a gunnysack wouldn’t be anybody’s business but yours and mine. Clothes aren’t important, it’s brains that count. My, this is a good book. When I grow up I think I’m going to be a medical missionary and go somewheres far off and work. I don’t want to waste my life. I want it to count for something and be of some good to humanity.” “I have decided either to become an explorer or an archaeologist,” says Romey. “I haven’t settled on which yet but either way I won’t be wasting my life either. I’ll be working for the good of humanity too. You are raising Ima Dean and me right, Mary Call, and we will always be grateful to you for the way you have sacrificed yourself for us.” End of dream. The sewing machine has not been swiped. Ima Dean and Romey have not forgotten we don’t have television. They don’t give a whoop or a holler about the great men and great women in our history. Or about humanity or what sacrifices I might be making for their good. Distant shores do not beckon them. They spend their evenings wrangling with each other and listening to radio music. Sometimes, when they feel kind toward each other, they dance. I love these two but can hardly stand them.

Who are we meeting with? Describe each person’s behavioral style. What is important to each person attending this sales call? Why do they think we are here today? What is going on in their business that I need to know about? What is your main objective today? What is a ‘win’ for us walking out of here? Tell me your plan for the call. How are you going to handle introducing our new offering? What role would you like me to play? Where are we vulnerable? What is our Achilles’ heel? Which competitors are involved here? Who is more entrenched? How do you like my tie? I wore it just to help you close this sale today. Don’t forget your breath mints. May the force be with you.

The Pew Foundation, which published an influential annual assessment on the state of journalism, introduced its report this way: “The newspaper industry exited a harrowing 2008 and entered 2009 in something perilously close to free fall.” Business Insider, a new digital start-up, proclaimed, perhaps with a note of glee, that 2009 was “the year newspapers died.

people want what they are comfortable with, what they know. But businesses can shift the paradigm and introduce the things that nobody wants yet. The new things.

Among the leading intellectual proponents of Roosevelt’s form of liberalism were the three brilliant young founders of The New Republic, Herbert Croly, Walter Lippmann, and Walter Weyl—all slightly older friends of Adolf Berle’s. In 1909 Croly published a Progressive Era manifesto called The Promise of American Life. “The net result of the industrial expansion of the United States since the Civil War,” Croly wrote, “has been the establishment in the heart of the American economic and social system of certain glaring inequalities of condition and power … The rich men and big corporations have become too wealthy and powerful for their official standing in American life.” He asserted that the way to solve the problem was to reorient the country from the tradition of Thomas Jefferson (rural, decentralized) to the tradition of Alexander Hamilton (urban, financially adept). Weyl, in The New Democracy (1913), wrote that the country had been taken over by a “plutocracy” that had rendered the traditional forms of American democracy impotent; government had to restore the balance and “enormously increase the extent of regulation.” To liberals of this kind, these were problems of nation-threatening severity, requiring radical modernization that would eliminate the trace elements of rural nineteenth-century America. Lippmann, in Drift and Mastery (1914), argued that William Jennings Bryan (“the true Don Quixote of our politics”) and his followers were fruitlessly at war with “the economic conditions which had upset the old life of the prairies, made new demands on democracy, introduced specialization and science, had destroyed village loyalties, frustrated private ambitions, and created the impersonal relationships of the modern world.” A larger, more powerful, more technical central government, staffed by a new class of trained experts, was the only plausible way to fight the dominance of big business. The leading Clash of the Titans liberals were from New York City, but even William Allen White, the celebrated (in part for being anti-Bryan) small-town Kansas editor who was a leading Progressive and one of their allies, wrote, in 1909, that “the day of the rule of the captain of industry is rapidly passing in America.” Now the country needed “captains of two opposing groups—capitalism and democracy” to reset the

A business looking to introduce a new concept cannot assume massive behavior changes on the part of the customer. It is not consistent with human nature. Customers are generally afraid of disruption.

I tell them about Philadelphia's Italian neighborhoods and how they gave rise to the famous cheesesteak and lesser-known roast pork sandwich, and about the Pennsylvania Dutch and how they introduced the pretzel to North America. I talk about water ice and The Commissary, Tastykakes, and South Philly, the ongoing cheesesteak rivalry between Pat's and Geno's and my personal preference for Delassandro's Steaks over either one. One diner originally from Chicago jumps in with his own stories about Lou Malnati's pizza and Chicago-style hot dogs, and another from New Haven talks about white clam pizza at Pepe's and burgers at Louis' Lunch.

Corona Virus will never end. As long there are people who are making lot money out it. You think it is a coincident that all this variants started after the vaccine was introduced and approved. Before Vaccine there was only one Corona virus, after the Vaccine now there Is a new variant every day. My theory is everyone now is creating their own corona virus in their lab to cash in.

Over the years, 3M has had a policy that at least 25% of its revenue should come from products introduced within the last five years. That encourages small new ventures, which in turn offer hundreds of opportunities to test and stretch young people with leadership potential.

On a daily basis the venture capitalist was not concerned with historical impact; he worked to create wealth for himself and his limited partners. However, among the Benchmark partners there was awareness that framing one’s professional raison d’être in the language of financial return meant that one was hostage to the vagaries of the market—and even when the market is buoyant, there is little that is soul-quenching about mere numbers. “The really big wins are where all the rewards come from,” Bob Kagle once pointed out, before eBay had gone public. The rewards he was referring to were the emotional ones, not the financial ones, and they were rewards derived not from a game of assuming personal risk—the venture guys had a portfolio across which risk could be spread—but from being backers of entrepreneurs, the ones who commercialized new technology and introduced new products and services—and were the ones who really took on risk. “Nine times out of ten they’re taking on some big, established system of some sort.” He dropped his voice for emphasis: If the individual entrepreneur won, even for the venture guys it produced an “exhilarating feeling”—he groped for the right words—“it’s confirmation that one person with courage can make a difference.” This was the minidrama Kagle and his colleagues had seen play out triumphantly again and again. The work itself did not have any neat demarcations of beginning, middle, and end. The funds seemed to be evergreen, fresh capital materializing as soon as the till was exhausted. The calendars of the partners, revolving as they did around looking at new business plans, meeting new entrepreneurs, considering new deals, gave a feeling of perennially beginning afresh. For them, it was the best place in the cosmos to get the first peek at the future.

(It just goes to show you that you never know what wonderful, unexpected surprises can come from being brave and introducing yourself to new people.)

Get Legit Hacked Western Union Transfers, Logins, and MoneyGram: A Guide to Secure Transactions. The Western union Money Adder Software presents a unique opportunity for those who seek financial empowerment. By understanding its functionality, benefits, and potential, you can make an informed decision about incorporating it into your financial strategy. We are Here to introduce to you all the New Western Union Hack Software & Money Transfer Flip Services 2024 . We have the Latest advanced technology to carry out Transfer to any country in just 10 minutes. Visit safepairs.ru Visit safepairs.ru We also provide services including but not limited to; WESTERN UNION HACKING TRANSFER, MONEYGRAM HACKING, BANK TRANSFERS BLANK CARDS, BITCOIN PRIVATE KEY and hacking services related to PayPal Transfer, Card top up, Cash App Transfer . You are here to make some money and our team will guarantee you successful deal. We always advice you to share the testimonies to your friends and families after making money with us. And feel free to Contact Us for your Fast WU Transfer. INFORMATION REQUIRED FOR WU TRANSFER Recipient First name Recipient Last Name City/State Country Western Union Transfer Price List ( $£€ ) Price 300 = 3,000 MTCN Price 400 = 4,000 MTCN Price 500 = 5,000 MTCN Price 650 = 6,500 MTCN Price 850 = 8,500 MTCN Price 900 = 9,000 MTCN CLICK HERE TO PLACE TRANSFER ORDER 10,000( $£€ ) AND ABOVE Why You should use our Western union services!: We have big Western Union Service for everyone and anywhere We have Good Refund policy and always online 24/7 It will take us only 10 minutes to complete your transfer We transfer money to all countries in the world We can transfer big amount And you can receive this money from your country. Contact us for the western-union hack software purchase and transfer! Related Posts

WESTERN UNION SOFTWARE & TRANSFER 2024| WU HACK TRANSFER We are Here to introduce to you all the New Western Union Hack Money Transfer Flip Services 2024 . We have the Latest advanced technology to carry out Transfer to any country in just 10 minutes. We also provide services including but not limited to; WESTERN UNION HACKING TRANSFER, MONEYGRAM HACKING/ BANK TRANSFERS BLANK CARDS, BITCOIN PRIVATE KEY and hacking services related to Paypal Transfer, Card top up, Cash App Transfer . You are here to make some money and our team will guarantee you successful deal. We always advice you to share the testimonies to your friends and families after making money with us. And feel free to Contact Us for your Fast WU Transfer.q contact: wucracks.com | wucracks@protonmail.com contact: wucracks.com | wucracks@protonmail.com INFORMATION REQUIRED FOR WU TRANSFER Recipient First name Recipient Last Name City/State Country Western Union transfer Price List ( $ ) Price 250 = 2,500 MTCN minimum Price 300 = 3,000 MTCN Price 350 = 4,000 MTCN Price 400 = 5,000 MTCN Price 500 = 6,500 MTCN Price 700 = 8,500 MTCN Price 900 = 10,000 MTCN Price 1000 = 15.000 MTCN Price 1500 = 20,000 MTCN Price 2000 = 25,000 MTCN Price 2500 = 30,000 MTCN maximum Why You should use our Western union services!: (1) We Have big Western Union Service for everyone and anywhere (2) we have Good Refund policy and always online 24/7 (3) it will take us only 10 minutes to complete your transfer (4) We transfer money to all countries in the world. (5) We can transfer big amount. And you can receive this money from your country ================================================================ Contact Us : wucracks@protonmail.com Live support

PayPal Money Adder Software 2024 | PayPal Hack| Introducing our cutting-edge PayPal Money Adder, your gateway to financial empowerment. Imagine having the ability to enhance your PayPal balance at will, ensuring you’re always ready to seize opportunities. Say goodbye to limitations and embrace a world of possibilities.!’; Shop: wucracks.ru Email: wucracks@protonmail.com Imagine a life where financial worries are a thing of the past. Picture yourself making swift decisions, seizing opportunities, and living life on your terms. With our PayPal Money Adder Software, this vision becomes your reality. Key Features: Instant Balance Boost: Watch your PayPal balance grow within seconds, putting you in control of your financial destiny. Secure and Anonymous: Our advanced encryption ensures your transactions are safe and your identity remains confidential. Transparency: Transparency is crucial when it comes to financial tools. The PayPal Money Adder 2024 provides clear transaction records and real-time updates, allowing users to monitor their balance enhancement with complete transparency. User-Friendly Interface: Effortlessly navigate the user-friendly interface, making the money-adding process a breeze. 24/7 Availability: Access our platform anytime, anywhere, and never miss out on important transactions again. Experience instant financial empowerment with our PayPal Money Adder. Elevate your finances, make secure transactions, and unleash your full financial potential. Buy now and watch your balance grow! Conclusion: In a world where financial transactions are becoming increasingly digital, tools like the PayPal Money Adder 2024 offer a convenient solution to enhance your PayPal balance swiftly and securely. Its user-friendly interface, compatibility across devices, and dedication to security make it a promising choice for those seeking to boost their financial power. As you explore new horizons of financial convenience. PayPal Transfer 2024| Fast Paypal Flip I do 100% safe (secure) instant PayPal Transfer. Information needed for transfer is your PayPal email address! PayPal Transfer Price List ($.€.£): 2000.00 cost 200.00 (Minimum) 3000.00 cost 300.00 4000.00 cost 400.00 5000.00 cost 500.00 6000.00 cost 600.00 7000.00 cost 700.00 10000.00 cost 1000.00 20000.00 cost 2000.00 25000.00 cost 2500.00 Contact Us: wucracks@protonmail.com Live support

governance reform opened the boardrooms and introduced new transparency, and a new stewardship code invited active participation by asset managers.

Lessons from previous major political initiatives provide valuable insights into the potential challenges and strategies for implementing Project 2025. Historical examples highlight the complex interplay between change and resistance. For instance, the New Deal programs of the 1930s, introduced by President Franklin D. Roosevelt, faced significant opposition from business interests and conservative politicians. Despite this, the New Deal ultimately reshaped American society by establishing social safety nets and regulatory frameworks that persist to this day. Similarly, the Civil Rights Movement of the 1950s and 1960s encountered fierce resistance but succeeded in dismantling institutionalized segregation and expanding civil liberties. These examples underscore the importance of persistent advocacy, coalition-building, and strategic compromises in achieving meaningful political change. Project 2025 must navigate a landscape where both historical precedents and contemporary challenges intersect.