Kodak Quotes

The whole point of taking pictures is so that you don’t have to explain things with words.

Besides," Shane said "I want to see Monica's face when she catches sight of the two of you. Kodak moment.

If only I had thought of a Kodak! I could have flashed that glimpse of the Under-world in a second, and examined it at leisure.

Facebook is nothing but heavily packaged “Kodak moments” that bear no relation to how people really live.

Freaking Kodak moments sucked when you didn’t actually have a Kodak.

I loved the way the burned-out flashcubes of the Kodak Instamatic marked a moment that had passed, one that would now be gone forever except for a picture.

정품 파퍼 구입 원한다면 한번 방문해 주세요 ,러쉬파퍼 판매 사이트 , 정품 파퍼 , 파퍼 판매업 , 파퍼 구입처 , 파퍼 거래처 , 파퍼 , 환각제 파퍼 , 러쉬파퍼 판매업 , 파퍼 구입 원합니다 , 파퍼 구입처 , 파퍼 거래업 , 러쉬파퍼 구입.. 러쉬파퍼 구입 환각제 파퍼 판매 ★카톡:kodak8★텔레그램:Komen68★ 파퍼 팝니다 파퍼 삽니다 파퍼 구입 정품 파퍼 구입 원한다면 한번 방문해 주세요 ,러쉬파퍼 판매 사이트 , 정품 파퍼 , 파퍼 판매업 , 파퍼 구입처 , 파퍼 거래처 , 파퍼 , 환각제 파퍼 , 러쉬파퍼 판매업 , 파퍼 구입 원합니다 , 파퍼 구입처 , 파퍼 거래업 , 러쉬파퍼 구입..

정품 파퍼 구입 원한다면 한번 방문해 주세요 ,러쉬파퍼 판매 사이트 , 정품 파퍼 , 파퍼 판매업 , 파퍼 구입처 , 파퍼 거래처 , 파퍼 , 환각제 파퍼 , 러쉬파퍼 판매업 , 파퍼 구입 원합니다 , 파퍼 구입처 , 파퍼 거래업 , 러쉬파퍼 구입.. 러쉬파퍼 구입 환각제 파퍼 판매 ★카톡:kodak8★텔레그램:Komen68★ 파퍼 팝니다 파퍼 삽니다 파퍼 구입 정품 파퍼 구입 원한다면 한번 방문해 주세요 ,러쉬파퍼 판매 사이트 , 정품 파퍼 , 파퍼 판매업 , 파퍼 구입처 , 파퍼 거래처 , 파퍼 , 환각제 파퍼 , 러쉬파퍼 판매업 , 파퍼 구입 원합니다 , 파퍼 구입처 , 파퍼 거래업 , 러쉬파퍼 구입..

Yeah, it's a kodak moment. Quick, take a picture. Sarah scoffs. I stick my tongue out at her.

The awful truth was that Jim was happy: not in some bland, superficial way - fixed Kodak smiles under the bluest of skies - but in his deepest self. This kind of happiness was less a state, he realised, than a form of honesty: a sense of essential rightness.

Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body” 러쉬파퍼-가격,★카톡:kodak8★텔레그램:Komen68★러쉬파퍼-구매, 러쉬파퍼-구입 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매

Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body” 러쉬파퍼-가격,★카톡:kodak8★텔레그램:Komen68★러쉬파퍼-구매, 러쉬파퍼-구입 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매

Kodak had a nuclear reactor in the basement

Thus, on April 9, 2012, just three months after Kodak filed for bankruptcy, Instagram and its thirteen employees were bought by Facebook for $1 billion.20

One of our biggest worries is that we might be becoming more like America. The US Health System (if that is not an oxymoron) rightly frightens the life out of us – we, at least, have some semblance of a national health system. Medicare may not be perfect, but God save us from the US system! 〓〓〓〓〓〓〓〓〓〓〓 ★카톡:kodak8★텔레그램:Komen68★ 〓〓〓〓〓〓〓〓〓〓〓 There were parts of this book that gave me slight cause for hope – it did seem like he might try to do something about education, and might even help people retrain to get better jobs. His criticisms of corporate America’s disproportionate influence on politics due to the money it was able to pour in was reassuring, if only because he noticed it might be a problem.” 골드워시, 도리도리, 바오메이, 블루위저드, 섹스드롭, 엑스터시판매, 요힘빈,

Here’s a current example of the challenge we face. At the height of its power, the photography company Kodak employed more than 140,000 people and was worth $28 billion. They even invented the first digital camera. But today Kodak is bankrupt, and the new face of digital photography has become Instagram. When Instagram was sold to Facebook for a billion dollars in 2012, it employed only thirteen people. Where did all those jobs disappear to? And what happened to the wealth that those middle-class jobs created? This book is built to answer questions like these, which will only become more common as digital networking hollows out every industry, from media to medicine to manufacturing.

One of our biggest worries is that we might be becoming more like America. The US Health System (if that is not an oxymoron) rightly frightens the life out of us – we, at least, have some semblance of a national health system. Medicare may not be perfect, but God save us from the US system! 〓〓〓〓〓〓〓〓〓〓〓 ★카톡:kodak8★텔레그램:Komen68★ 〓〓〓〓〓〓〓〓〓〓〓 There were parts of this book that gave me slight cause for hope – it did seem like he might try to do something about education, and might even help people retrain to get better jobs. His criticisms of corporate America’s disproportionate influence on politics due to the money it was able to pour in was reassuring, if only because he noticed it might be a problem.” 골드워시, 도리도리, 바오메이, 블루위저드, 섹스드롭, 엑스터시판매, 요힘빈,

I’ve long suspected that many of my memories of childhood are actually drawn from old pictures, that they are a composite of snapshots, a mosaic of celluloid images reworked into a remembered reality. Kodak cast backward. Maybe it’s better to recall the past that way. We rarely take pictures of sad occasions.

★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body” 러쉬파퍼-가격,★카톡:kodak8★텔레그램:Komen68★러쉬파퍼-구매, 러쉬파퍼-구입

★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us.

One of our biggest worries is that we might be becoming more like America. The US Health System (if that is not an oxymoron) rightly frightens the life out of us – we, at least, have some semblance of a national health system. Medicare may not be perfect, but God save us from the US system! 〓〓〓〓〓〓〓〓〓〓〓 ★카톡:kodak8★텔레그램:Komen68★ 〓〓〓〓〓〓〓〓〓〓〓 There were parts of this book that gave me slight cause for hope – it did seem like he might try to do something about education, and might even help people retrain to get better jobs. His criticisms of corporate America’s disproportionate influence on politics due to the money it was able to pour in was reassuring, if only because he noticed it might be a problem.” 골드워시, 도리도리, 바오메이, 블루위저드, 섹스드롭, 엑스터시판매, 요힘빈,

러쉬파퍼 구입 환각제 파퍼 판매 ★카톡:kodak8★텔레그램:Komen68★ 파퍼 팝니다 파퍼 삽니다 파퍼 구입 “There must be joy (mudita) in love. If love brings only sorrow, what will you love for? If you know how to please yourself, you will know how to please the other person as well as the whole world. 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. ★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us.

★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body” 러쉬파퍼-가격,★카톡:kodak8★텔레그램:Komen68★러쉬파퍼-구매, 러쉬파퍼-구입

the Kodak being a new kind of portable camera that eliminated the need for lens and shutter adjustments.

There must be joy (mudita) in love. If love brings only sorrow, what will you love for? If you know how to please yourself, you will know how to please the other person as well as the whole world. 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. ★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body

러쉬파퍼 구입 환각제 파퍼 판매 ★카톡:kodak8★텔레그램:Komen68★ 파퍼 팝니다 파퍼 삽니다 파퍼 구입 “There must be joy (mudita) in love. If love brings only sorrow, what will you love for? If you know how to please yourself, you will know how to please the other person as well as the whole world. 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. ★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us.

There must be joy (mudita) in love. If love brings only sorrow, what will you love for? If you know how to please yourself, you will know how to please the other person as well as the whole world. 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. ★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body

]9F}O}238DUW7F)7K@9~VET - 복사본 제품명: 삼오주석산졸피뎀 전문/일반: 원료 제조 및 수입원: 삼오제약 판매 회사: 삼오제약 복지부 분류: 719 – 기타의 조제용약 보험코드/구분: 영문 성분명: 한글 성분명: 생산여부: 생산 산도스 졸피뎀”구입상담문의” 효능/효과: 용법/용량: ^^바로구입가기^^ ↓↓아래 이미지 사이트 클릭↓↓ ★카톡:kodak8★텔레그램:Komen68★ 444595_540 사용상 주의사항: 1. 의약품 조제 또는 제조용으로만 사용한다. 2. 단일제의 사용예가 있는 경우 단일제 “사용상의 주의사항”을 참조한다. 3. 보관 및 취급상의 주의사항 1) 온도, 햇볕, 습도 등에 관하여 주의하여 보관한다. 2) 원래 용기에서 꺼내어 다른 용기에 보관하는 것은 오용에 의한 사고발생이나 의약품 품질저하의 원인이 될 수 있으므로 원래 용기에 넣고 꼭 닫아 보관한다. 저장방법: 밀폐용기, 실온보관(1~30℃)

Some stories, some visions, demand celluloid film and what it can deliver.

One of our biggest worries is that we might be becoming more like America. The US Health System (if that is not an oxymoron) rightly frightens the life out of us – we, at least, have some semblance of a national health system. Medicare may not be perfect, but God save us from the US system! 〓〓〓〓〓〓〓〓〓〓〓 ★카톡:kodak8★텔레그램:Komen68★ 〓〓〓〓〓〓〓〓〓〓〓 There were parts of this book that gave me slight cause for hope – it did seem like he might try to do something about education, and might even help people retrain to get better jobs. His criticisms of corporate America’s disproportionate influence on politics due to the money it was able to pour in was reassuring, if only because he noticed it might be a problem.” 골드워시, 도리도리, 바오메이, 블루위저드, 섹스드롭, 엑스터시판매, 요힘빈,

It tugs at me, filling me with the kind of seasick nostalgia that can hit you in the gut when you find an old concert ticket in your purse or an old coin machine ring you got down at the boardwalk on a day when you went searching for mermaids in the surf with your best friend. That punch of nostalgia hits me now and I start to sink down on the sky-coloured quilt, feeling the nubby fabric under my fingers, familiar as the topography of my hand.

★카톡:kodak8★텔레그램:Komen68★ 아로마향 러시아산 러쉬파퍼 정품으로만 판매하고있습니다 구매전에 제품도 제품이지만 무엇보다 안전이 기본입니다 저희도 안전을 기본으로 경영하고있는 건강하고 깔끔한업체입니다 고객님의 주문은 사랑입니다 오늘도 이뻐지시구요 기쁜하루 되세요~ㅎㅎ Joy is not only for others, but also for yourself. Joy is just joy. If you are truly enjoying joy and healthy joy, it is good for others. But it is not good for others, unless it is pleasant, refreshing, and smiling. If you always have joy and joy, you can be a good person to those around you without doing anything. Peace (upeksha), tranquility or discrimination. There is no distinction between a loved one and a loved one in true love. Your pain is my pain. My happiness is your happiness. Loved ones and loved ones are one body. There is an element of self-disposal in true love. Happiness is no longer personal. Pain is no longer personal. There is no distinction between us. “In true love The distinction between loved ones and loved ones does not exist. Your pain is my pain. 러쉬파퍼-가격, 러쉬파퍼-구매, 러쉬파퍼-구입, 러쉬파퍼-불법, 러쉬파퍼-용량, 러쉬파퍼-파는곳, 러쉬파퍼-팝니다, 러쉬파퍼-효과, 러쉬파퍼구입, 러쉬파퍼판매 My happiness is your happiness. Loved ones and loved ones are one body” 러쉬파퍼-가격,★카톡:kodak8★텔레그램:Komen68★러쉬파퍼-구매, 러쉬파퍼-구입

Write him down, if he must write him down as something, as a disbeliever; he disbelieved in the Pope, in the Kremlin, in the Vietcong, in the American eagle, in astrology, Arthur Schlesinger, Eldridge Cleaver, Senator Eastland, and Eastman Kodak. Nor did he believe overmuch in his disbelief. He

In the morning this light breasts your windowpane and, having pried your eye open like a shell, runs ahead of you, strumming its lengthy rays - like a hot-footed schoolboy running his stick along the iron grate of the park or garden - along arcades, colonnades, red-brick chimneys, saints and lions. "Depict! Depict!" it cries to you, either mistaking you for some Canaletto or Carpaccio or Guardi, or because it doesn't trust your retina's ability to retain what it makes available, not to mention your brain's capacity to absorb it. Perhaps art is simply an organism's reaction against its retentive limitations. At any rate, you obey the command and grab your camera, supplementing both your brain cells and your pupil. Should this city ever be short of cash, it can go straight to Kodak for assistance - or else tax its products savagely. By the same token, as long as this place exists, as long as winter light shines upon it, Kodak shares are the best investment.

In the dormitories, she'd been surrounded by the relentlessly ambitious, but in that West Hollywood apartment building, all of the neighbors she met were people whose dreams of fame had already been dashed. Cinematographers working at Kodak stores, screenwriters teaching English to immigrants, actors starring in burlesque shows in seedy bars.

It’s not enough,” one senior manager at Eastman Kodak told the author Daniel Goleman, “to be able to sit at your computer excited about a fantastic regression analysis if you’re squeamish about presenting those results to an executive group.” (Apparently it’s OK to be squeamish about doing a regression analysis if you’re excited about giving speeches.)

If you don't get it right, what's the point?

Kodak commercials say that a picture is worth a thousand words, but the one they showed of Rodney ain’t worth more than three or four. Boy. Black.

Anyone wishing to bring his own Kodak to the fair had to buy a permit for two dollars,

Shug took the tip reluctantly. Fuck the English tourists and their bastarding Kodaks. Shug had seen it before, those with least to give always gave the most.

I loved the way the burned-out flashcubes of the Kodak Instamatic marked a moment that had passed, one that would now be gone forever except for a picture. When they were spent, I took the cubed four-corner flashbulbs and passed them from hand to hand until they cooled. The broken filaments of the flash would turn a molten marble blue or sometimes smoke the thin glass black. I had rescued the moment by using my camera and in that way had found a way to stop time and hold it. No one could take that image away from me because I owned it.

Here's a note to the parents of addicted children: choose your music carefully. Avoid Louis Armstrong's "What a Wonderful World", from the Polaroid or Kodak or whichever commercial, and the songs "Turn Around" and "Sunrise, Sunset" and - there are thousands more. Avoid Cyndi Lauper's "Time After Time," and this one, Eric Clapton's song about his son. Leonard Cohen's "Hallelujah" sneaked up on me one time. The music doesn't have to be sentimental. Springsteen can be dangerous. John and Yoko. Bjork. Dylan. I become overwhelmed when I hear Nirvana. I want to scream like Kurt Cobain. I want to scream at him. Music isn't all that does it. There are millions of treacherous moments. Driving along Highway 1, I will see a peeling wave. Or I will reach the fork where two roads meet near Rancho Nicasio, where we veered to the left in carpool. A shooting star on a still night at the crest of Olema Hill. With friends, I hear a good joke - one that Nic would appreciate. The kids do something funny or endearing. A story. A worn sweater. A movie. Feeling wind and looking up, riding my bike. A million moments.

They are going to grow like corn in August, my dear. If no one blows up the world in the next ten years or so, they are going to be right up there on the big board along with Kodak and Sony and RCA.

Interested citizens could follow a lady from the Historical Society up the spiral of stairs to the gallery at the top, where they could ooh and aah over the view and snap Kodaks to show their friends.

Deception. What follows digitalization is deception, a period during which exponential growth goes mostly unnoticed. This happens because the doubling of small numbers often produces results so minuscule they are often mistaken for the plodder’s progress of linear growth. Imagine Kodak’s first digital camera with 0.01 megapixels doubling to 0.02, 0.02 to 0.04, 0.04 to 0.08. To the casual observer, these numbers all look like zero. Yet big change is on the horizon. Once these doublings break the whole-number barrier (become 1, 2, 4, 8, etc.), they are only twenty doublings away from a millionfold improvement, and only thirty doublings away from a billionfold improvement. It is at this stage that exponential growth, initially deceptive, starts becoming visibly disruptive.

In honor of the fair Kodak called the folding version of its popular model No. 4 box camera the Columbus. The photographs these new cameras created were fast becoming known as “snap-shots,” a term originally used by English hunters to describe a quick shot with a gun.

Given that, you’re only going to frustrate yourself and everyone else if you summon the brain trust too frequently for those Kodak moments. Because either it means giving up on the last great idea (the one that still requires follow-up) or it means further stuffing the backlog of great ideas. A stuffed backlog is a stale backlog.

In 1996, Eastman Kodak was a hundred-year-old powerhouse with one hundred forty thousand employees and a valuation of twenty-eight billion dollars. Yet a mere sixteen years later, the company was filing for bankruptcy, a T. Rex dinosaur that had failed to fathom the disruptive power and game-changing impact of the digital photography revolution.

I chose to visit Charles on weekdays, when I knew Kyle would be in Liverpool. Yet, as the days on the calendar dwindled and my departure for London grew imminent, I allowed myself one final Saturday visit. I couldn’t bear to leave without seeing him one more time. But I wasn’t going to let him see me. I took Father’s Kodak from the closet in his library and hid it in the zippered compartment of my handbag

In 1962 the president of the American Historical Association, Carl Bridenbaugh, warned his colleagues that human existence was undergoing a “Great Mutation”—so sudden and so radical “that we are now suffering something like historical amnesia.” He lamented the decline of reading; the distancing from nature (which he blamed in part on “ugly yellow Kodak boxes” and “the transistor radio everywhere”); and the loss of shared culture.

It is far better to cannibalize yourself than have someone else do it,” said Diego Piacentini in a speech at Stanford’s Graduate School of Business a few years later. “We didn’t want to be Kodak.” The reference was to the century-old photography giant whose engineers had invented digital cameras in the 1970s but whose profit margins were so healthy that its executives couldn’t bear to risk it all on an unproven venture in a less profitable frontier.

El hombre es la medida de todas las cosas, como decía el filósofo clásico. Pero ahora la manía es olvidarse de él, sepultarlo bajo un alud de cosas. Se debe viajar con el Kodak, pues se trata de que la cámara vea; se enferma de fracaso si no se tienen papeles en el banco o automóvil impresionante; se agotan las vidas en acumular títulos, pesetas, cintajos, chirimbolos, citas en los periódicos… ¡Como si lo esencial no fuese justamente lo contrario: rodear cosas del hombre!

When I was your age, I would go to plays all the time, just sit in the darkness and try to take it all in inside me. Contain everything in some corner of my heart so that when I had my shot, it could all come pouring out - all the lights and moments and colour.

In June 1940, immediately after France surrendered to the invading Nazis, Rieber and Westrick took part in a celebratory dinner in a private room at New York’s Waldorf-Astoria Hotel, where executives of Ford, General Motors, Eastman Kodak, and other companies talked about the prospects for American cooperation with the Nazi regime that seemed certain to dominate Europe for the foreseeable future. Germany would be a good credit risk for American loans, Westrick said, and there should definitely be no more of this nonsense of selling US arms to the British.

Tendedero Mi madre cuelga ropa en la soga, echa al sol nuestras cosas: blusitas, pañales, toallones... (... ya no azula las prendas con azul de lavar) A veces se queda mirando la espuma y en el fondo de su corazón grita una niña. Ella la friega, la estruja, (... y la niña tiembla en la tarde limpia)

Malcolm Muggeridge, once a keen British social and cultural critic who in his old age became something of a religious fanatic. While working on his own documentary on Mother Teresa for the BBC, aired in 1969, he felt he had experienced an authentic miracle: After filming footage in a dark residence called the House of the Dying, Muggeridge was astounded to discover, when later viewing the footage, that the images were in fact clearly visible. Muggeridge himself exclaimed: "It's divine light! It's Mother Teresa. You'll find that it's divine light, old boy" (MT 27). (I like that "old boy" remark-so distinctively British.) Unfortunately, Muggeridge's cameraman, Ken Macmillan, calmly pointed out that the effect was the result of a new kind of film created by Kodak. But Muggeridge's "miracle" had by this time already spread and is still being talked about. To Hitchens, however, the significance of the episode is very different: "It is the first unarguable refutation of a claimed miracle to come not merely from another supposed witness to said miracle but from its actual real-time author. As such, it deserves to be more widely known than it is" (MT 27). But, alas, the average person is far more inclined to believe in "miracles," however fake, than in the debunking of miracles, however real.

Later, some evil-disposed person invented Kodaks, and Begglely went everywhere slung on to a thing that looked like an overgrown missionary box, and that bore a legend to the effect that if Begglely would pull the button, a shameless Company would do the rest. Life became a misery to Begglely’s friends. Nobody dared to do anything for fear of being taken in the act. He took an instantaneous photograph of his own father swearing at the gardener, and snapped his youngest sister and her lover at the exact moment of farewell at the garden gate. Nothing was sacred to him. He Kodaked his aunt’s funeral from behind, and showed the chief mourner but one whispering a funny story into the ear of the third cousin as they stood behind their hats beside the grave.

Fast-forward nearly a hundred years, and Prufrock’s protest is enshrined in high school syllabi, where it’s dutifully memorized, then quickly forgotten, by teens increasingly skilled at shaping their own online and offline personae. These students inhabit a world in which status, income, and self-esteem depend more than ever on the ability to meet the demands of the Culture of Personality. The pressure to entertain, to sell ourselves, and never to be visibly anxious keeps ratcheting up. The number of Americans who considered themselves shy increased from 40 percent in the 1970s to 50 percent in the 1990s, probably because we measured ourselves against ever higher standards of fearless self-presentation. “Social anxiety disorder”—which essentially means pathological shyness—is now thought to afflict nearly one in five of us. The most recent version of the Diagnostic and Statistical Manual (DSM-IV), the psychiatrist’s bible of mental disorders, considers the fear of public speaking to be a pathology—not an annoyance, not a disadvantage, but a disease—if it interferes with the sufferer’s job performance. “It’s not enough,” one senior manager at Eastman Kodak told the author Daniel Goleman, “to be able to sit at your computer excited about a fantastic regression analysis if you’re squeamish about presenting those results to an executive group.” (Apparently it’s OK to be squeamish about doing a regression analysis if you’re excited about giving speeches.)

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

In short the only fully rational world would be the world of wishing-caps, the world of telepathy, where every desire is fulfilled instanter, without having to consider or placate surrounding or intermediate powers. This is the Absolute's own world. He calls upon the phenomenal world to be, and it IS, exactly as he calls for it, no other condition being required. In our world, the wishes of the individual are only one condition. Other individuals are there with other wishes and they must be propitiated first. So Being grows under all sorts of resistances in this world of the many, and, from compromise to compromise, only gets organized gradually into what may be called secondarily rational shape. We approach the wishing-cap type of organization only in a few departments of life. We want water and we turn a faucet. We want a kodak-picture and we press a button. We want information and we telephone. We want to travel and we buy a ticket. In these and similar cases, we hardly need to do more than the wishing—the world is rationally organized to do the rest. But this talk of rationality is a parenthesis and a digression. What we were discussing was the idea of a world growing not integrally but piecemeal by the contributions of its several parts. Take the hypothesis seriously and as a live one. Suppose that the world's author put the case to you before creation, saying: "I am going to make a world not certain to be saved, a world the perfection of which shall be conditional merely, the condition being that each several agent does its own 'level best.' I offer you the chance of taking part in such a world. Its safety, you see, is unwarranted. It is a real adventure, with real danger, yet it may win through. It is a social scheme of co-operative work genuinely to be done. Will you join the procession? Will you trust yourself and trust the other agents enough to face the risk?" Should you in all seriousness, if participation in such a world were proposed to you, feel bound to reject it as not safe enough? Would you say that, rather than be part and parcel of so fundamentally pluralistic and irrational a universe, you preferred to relapse into the slumber of nonentity from which you had been momentarily aroused by the tempter's voice? Of course if you are normally constituted, you would do nothing of the sort. There is a healthy- minded buoyancy in most of us which such a universe would exactly fit. We would therefore accept the offer—"Top! und schlag auf schlag!" It would be just like the world we practically live in; and loyalty to our old nurse Nature would forbid us to say no. The world proposed would seem 'rational' to us in the most living way. Most of us, I say, would therefore welcome the proposition and add our fiat to the fiat of the creator. Yet perhaps some would not; for there are morbid minds in every human collection, and to them the prospect of a universe with only a fighting chance of safety would probably make no appeal. There are moments of discouragement in us all, when we are sick of self and tired of vainly striving. Our own life breaks down, and we fall into the attitude of the prodigal son. We mistrust the chances of things. We want a universe where we can just give up, fall on our father's neck, and be absorbed into the absolute life as a drop of water melts into the river or the sea. The peace and rest, the security desiderated at such moments is security against the bewildering accidents of so much finite experience. Nirvana means safety from this everlasting round of adventures of which the world of sense consists. The hindoo and the buddhist, for this is essentially their attitude, are simply afraid, afraid of more experience, afraid of life. And to men of this complexion, religious monism comes with its consoling words: "All is needed and essential—even you with your sick soul and heart. All are one

Weston, having been born in Chicago, was raised with typical, well-grounded, mid-western values. On his 16th birthday, his father gave him a Kodak camera with which he started what would become his lifetime vocation. During the summer of 1908, Weston met Flora May Chandler, a schoolteacher who was seven years older than he was. The following year the couple married and in time they had four sons. Weston and his family moved to Southern California and opened a portrait studio on Brand Boulevard, in the artsy section of Glendale, California, called Tropico. His artistic skills soon became apparent and he became well known for his portraits of famous people, such as Carl Sandburg and Max Eastman. In the autumn of 1913, hearing of his work, Margrethe Mather, a photographer from Los Angeles, came to his studio, where Weston asked her to be his studio assistant. It didn’t take long before the two developed a passionate, intimate relationship. Both Weston and Mather became active in the growing bohemian cultural scene in Los Angeles. She was extremely outgoing and artistic in a most flamboyant way. Her bohemian sexual values were new to Weston’s conventional thinking, but Mather excited him and presented him with a new outlook that he found enticing. Mather was beautiful, and being bisexual and having been a high-class prostitute, was delightfully worldly. Mather's uninhibited lifestyle became irresistible to Weston and her photography took him into a new and exciting art form. As Mather worked and overtly played with him, she presented a lifestyle that was in stark contrast to Weston’s conventional home life, and he soon came to see his wife Flora as a person with whom he had little in common. Weston expanded his horizons but tried to keep his affairs with other women a secret. As he immersed himself further into nude photography, it became more difficult to hide his new lifestyle from his wife. Flora became suspicious about this secret life, but apparently suffered in silence. One of the first of many women who agreed to model nude for Weston was Tina Modotti. Although Mather remained with Weston, Tina soon became his primary model and remained so for the next several years. There was an instant attraction between Tina Modotti, Mather and Edward Weston, and although he remained married, Tina became his student, model and lover. Richey soon became aware of the affair, but it didn’t seem to bother him, as they all continued to remain good friends. The relationship Tina had with Weston could definitely be considered “cheating,” since knowledge of the affair was withheld as much as possible from his wife Flora May. Perhaps his wife knew and condoned this new promiscuous relationship, since she had also endured the intense liaison with Margrethe Mather. Tina, Mather and Weston continued working together until Tina and Weston suddenly left for Mexico in 1923. As a group, they were all a part of the cozy, artsy, bohemian society of Los Angeles, which was where they were introduced to the then-fashionable, communistic philosophy.

Most of the world’s most successful innovators see problems through a different lens from the rest of us. Why didn’t Hertz come up with a Zipcar-like product first? Kodak came close to creating a kind of Facebook product long before Mark Zuckerberg did. Major yogurt manufacturers understood that there might be a demand for Greek yogurt well before Chobani founder Hamdi Ulukaya launched what is now a $ 1 billion business. AT& T introduced a “picture phone” at the 1964 World’s Fair, decades before Apple’s iPhone. Instead of looking at the way the world is and assuming that’s the best predictor of the way the world will be, great innovators push themselves to look beyond entrenched assumptions to wonder if, perhaps, there was a better way. And there is.

In the early days of exponentials, disruptions were of the Kodak variety. Companies that made digitizable goods and services—the publishing business, the music business, the memory business, etc.—were threatened.

¿Por qué no creó Rupert Murdoch The Huffington Post? ¿Por qué no lanzó AT&T Skype, ni Visa creó PayPal? La CNN podría haber creado Twitter, visto que de frases cortas e impactantes como titulares se trata, ¿no? General Motors o Hertz podrían haber lanzado Uber, y Marriott, Airbnb. Gannett podría haber creado Craigslist o Kijiji. Yellow Pages podría haber fundado perfectamente eBay. Microsoft tenía la posibilidad de crear Google o cualquier modelo de negocio basado en internet más que en el ordenador personal. ¿Por qué no inventó la NBC YouTube? Sony podría haberse adelantado al iTunes de Apple. ¿Dónde estaba Kodak cuando se inventaron Instagram o Pinterest? ¿Y si People o Newsweek hubieran creado BuzzFeed o Mashable?

Google was in the water when the waves of Internet traffic came because it was tinkering with new ideas under the umbrella of Google’s famous “20% Time.” “20% Time” is not Google indigenous. It was borrowed from a company formerly known as Minnesota Mining and Manufacturing, aka 3M, which allowed its employees to spend 15 percent of their work hours experimenting with new ideas, no questions asked. 3M’s “15% Time” brought us, among other things, Post-it Notes. Behind this concept (which is meticulously outlined in an excellent book by Ryan Tate called The 20% Doctrine) is the idea of constantly tinkering with potential trends—having a toe in interesting waters in case waves form. This kind of budgeted experimentation helps businesses avoid being disrupted, by helping them harness waves on which younger competitors might otherwise use to ride past them. It’s helped companies like Google, 3M, Flickr, Condé Nast, and NPR remain innovative even as peer companies plateaued. In contrast, companies that are too focused on defending their current business practice and too fearful to experiment often get overtaken. For example, lack of experimentation in digital media has cost photo brand Kodak nearly $ 30 billion in market capitalization since the digital photography wave overwhelmed it in the late ’90s. The best way to be in the water when the wave comes is to budget time for swimming.

For example, people ask me about Eastman Kodak’s slow disintegration and financial struggle. Let me tell you that people at Kodak knew where the wind was blowing. The decline in sales of photographic film and its slowness in transitioning to digital photography was no surprise to anybody who studied it intensively or was directly involved. Listen to your intuition and sell, or even better, don't invest in it at all.   Selling

Brand Category Year of launch Schweppes Soft drinks 1783 Cadbury Chocolate 1831 Budweiser Beer 1876 Coca-Cola Soft drinks 1886 Heineken Beer 1886 Kodak Photo 1888 Lipton Tea 1890 Wrigley Chewing gum 1892 Colgate Toothpaste 1896 Campbell’s Soup 1898 Marlboro Tobacco 1902 Pepsi Soft drinks 1903 Gillette Shaving products 1908 Camel Tobacco 1913 Danone Yogurt 1919 Kellogg’s Cereal 1922 Duracell Batteries 1930 Nescafé Coffee 1938 Fanta Soft drinks 1940 Tropicana Juices 1952 Friskies Pet food 1956 Pampers Nappies (diapers) 1961 Sprite Soft drinks 1961 Huggies Nappies (diapers) 1978 Red Bull Energy drink 1987

Kodak made its founder, George Eastman, a rich man, but it also provided middle-class jobs for generations of people and created a substantial share of the wealth created in the city of Rochester after company’s founding in 1880. But 132 years later, a few months before Instagram was sold to Facebook, Kodak filed for bankruptcy. 8 Photography has never been more popular.

The best photographers do not need 50000 dollars worth of gear. Look what Ansel Adams did with a Kodak brownie camera. A good photographer has a way of seeing (perspective) that is different from the mundane.

Contrast these figures with pre-digital behemoth Kodak, which also helped customers share billions of photos. Kodak employed 145,300 people at one point, one-third of them in Rochester, New York, while indirectly employing thousands more via the extensive supply chain and retail distribution channels required by companies in the first machine age.

The mental Images were liquifying So I could no longer separate what I was recalling from the past from what I'd seen in detailed photos that afternoon. Like life. I've long suspected that many of my memories from childhood Are actually drawn from old pictures, That they are composed of snapshots, A mosaic of celluloids Images reworked into a remembered reality. Kodak cast backwards. Maybe it's better to recall The pass that way. We rarely take pictures of sad occasions.

Kodak collapsed not because it did not succeed in its transformation into a digital printing company, but because digital printing became largely irrelevant with the rise of digital viewing and sharing. Kodak’s value creation was upended not by a rival or a direct substitute, but by shifts elsewhere in its ecosystem. It fell victim to the ecosystem dynamic of value inversion.

In short, Kodak won its hard-fought battle to become a digital printing company only to be crushed by digital viewing. This is a different kind of disruption.

Kodak was focused on managing technology disruption—mastering a transition across technology regimes. What it missed was the dynamic of ecosystem disruption—the shift at the very foundation of its value creation.

Kodak was not defeated by other printer makers, but by the rise of screens. Nokia was not defeated by traditional handset makers, but by the rise of mobile software applications. And taxi fleets were not defeated by other medallion holders but by the rise of ridesharing platforms. The nature of competition, and of competitors, is changing.

But companies like Instagram and Facebook employ a tiny fraction of the people that were needed at Kodak. Nonetheless, Facebook has a market value several times greater than Kodak ever did and has created at least seven billionaires so far, each of whom has a net worth ten times greater than George Eastman did.

2. Don’t trade penny stocks. A penny stock is any stock that trades under $5. Unless you are an advanced trader, you should avoid all penny stocks. I would extend this by encouraging you to also avoid all stocks priced under $10. Even if you have a small trading account ($5,000) or less, you are better off buying fewer shares of a higher-priced stock than a lot of shares of a penny stock. That is because low-priced stocks are most often associated with lower quality companies. As a result, they are not usually allowed to trade on the NYSE or the Nasdaq. Instead, they trade on the OTCBB ("over the counter bulletin board") or Pink Sheets, both of which have much less stringent financial reporting requirements than the major exchanges do. Many of these companies have never made a profit. They may be frauds or shell companies that are designed solely to enrich management and other insiders. They may also include former “blue chips” that have fallen on hard times like Eastman Kodak or Lehman Brothers. In addition, penny stocks are inherently more volatile than higher-priced stocks. Think of it this way: if a $100 stock moves $1, that is a 1% move. If a $5 stock moves $1, that is a 20% move. Many new traders underestimate the kind of emotional and financial damage that this kind of volatility can cause. In my experience, penny stocks do not trend nearly as well as higher-priced stocks. They tend to be more mean-reverting (Mean reversion occurs when a stock moves up sharply from its average trading price, only to fall right back down again to its average trading price). Many of them are eventually headed to zero, but they are still not good short candidates. Most brokers will not let you short them. And even if you do find a broker who will let you short a penny stock, how would you like to wake up to see your penny stock trading at $10 when you just shorted it at $2 a few days before? I learned that lesson the hard way. It turned out that I was risking $8 to make $2, which is not a good way to make money over the long term. To add injury to insult, a penny stock might appear to be liquid one day, and the next day, the liquidity dries up and you are confronted by a $2 bid/ask spread. Or the bid might completely disappear. Imagine owning

back when the internet first exploded onto the scene, we faced the dot-com bubble, where excitement outstripped reality and a lot of businesses failed. And it wasn’t just small businesses. Nokia was once invincible, dominating the mobile phone market in the 90s. It looked unassailable, as did Blackberry, as did Kodak. Now, they’re museum pieces. “Then we had the social media bubble. For the first time, the world was united on one global platform. Facebook had more users than the ten largest countries in the world combined. And then disinformation set in, and the bubble of confidence burst, followed by a pandemic where lies took lives. “Then we had the AI bubble. AI was the future. AI would replace all our menial jobs and usher in utopia. Only it didn’t. It left the menial jobs untouched and stripped out the talent from where it was needed most. And then, like Ouroboros, the snake began eating its own tail.

Eastman wanted something stickier, something that people would remember and talk about. One of his favorite letters was K. In 1892, the Eastman Kodak Company was born.

Hidden in a toolbox, in the rafters of his four-car garage, was an envelope full of pictures taken by a private detective...They were pictures of a scrawny, boyish looking nine year old with a wide mouth and a tangle of brown hair...Her eyes were oblong and deep set, their color hidden from the camera by the slant of the sun. The angles and planes of her face were oddly beautiful just then, in that moment, frozen on Kodak paper. A hint of the woman she would someday become.

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

Welcome to the New Kodak Moment—the moment when an exponential force puts a linear company out of business.

Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera?

Kids started having their own cameras, en masse, in the 1960s. Kodak Instamatics, which came out in 1963, were inexpensive ($16) and easy to use, durable and small, the perfect size to fit in a child’s pocket or the upper tray of a footlocker on its way to summer camp. The Instagram logo, in a conscious nod, echoes the look of the early Instamatics—a dark stripe on top, metallic on the bottom, with a round flat lens and viewfinder in the middle. The

The Young & Rubicam analysis explored changes in EVA and MVA from 1993 to 1999 for a set of 50 well-known and highly regarded brands, such as American Express, American Greetings, Fruit of the Loom, Disney, Kodak, Sears, Heinz, Harley-Davidson, and The Gap. The relationship of changes in these fundamental financial indicators was profiled among two sets of brands: those with “tightly defined” archetypal identities, whose closest secondary relationship was 10% or more below the first, and a “confused” set of brands, whose secondary archetype was within this 10% boundary. Each set consisted of an equal number of brands. The analysis showed that the MVA of those brands strongly aligned with a single archetype rose by 97% more than the MVA of confused brands. Also, over the six-year period under study, the EVA of strongly aligned brands grew at a rate 66% greater than that of the EVA of weakly aligned brands.

Over west to Elephant Butte, up off the Rio Grande. Just a greenhorn, sleepin’ out where we was movin’ cattle. July of ’forty-five. They was a high wind that night and rain, and I didn’t get much sleep. Curled up against a big rock out of the wind. I was still in my bedroll at daybreak when come a god-terrible flash. I jumped up figurin’ one of the boys took a flashbulb pitcher of me sleepin’ on the job. Course nobody had a Kodak. Couple minutes later the ground started rumblin’. We heard plenty of TNT goin’ off to Almagordy before, but we never heard nothin’ like that noise. Sound just kept roarin’. ‘Oh, Jesus,’ I says, ‘what’d they go and do now?’ Next month we saw wheres they bombed Heerosaykee, Japan. We never knowed what an A-tomic bomb was, but we knowed that one flash wasn’t no TNT blockbuster.” “The

Free Kodak.

I wonder if we would ever switch back to old photo albums we got printed from photography shops. A Kodak KB10 camera with 36 photos worth of film roll, waiting for it to complete before sending the photos for developing. Nothing was instant, it would sometimes take months to compete a film and weeks to get the prints. The joy of seeing the photos, the disappointment to find a ruined image due to shaky hands. Even after having lots of camera and GBs of memory cards will never bring the same feeling.

In many cases, unproven ideas carry too much risk and uncertainty. Managers know that if they bet on a bad idea, it might be a career-limiting move, but if they pass on a good idea, it’s unlikely anyone will ever find out. And even if managers are supportive of an idea, if they perceive leaders above them as opposed to it, they tend to see it as a losing proposition. All it takes is one gatekeeper to close off a new frontier. That kind of hierarchy is set up to reject ideas with hidden potential. You can see it clearly in the tech world. Xerox programmers pioneered the personal computer but struggled to get managers to commercialize it. An engineer at Kodak invented the first digital camera but couldn’t persuade management to prioritize it.

Mr. Armstrong was a salesman for the Eastman Kodak Company and the story goes that Mrs. Armstrong discovered he had a whole nother family in Des Moines, Iowa, which was both shocking and logical, when you thought about it, trains being as slow as they were, and men being as weak.

L’heure n’est plus au tangible, au corporel, au physique. Les instruments avec un manche, un bracelet, un afficheur ont rejoint le Polaroid Kodak, le bonnet de nuit et les Jeunes giscardiens dans les caves de l’histoire humaine. L’avenir est à la virtualité, au dématérialisé – au décérébré, a ajouté mon encéphale en ricanant.

En otros casos, lo “nuevo” no es considerado una amenaza por los viejos medios y las reacciones llegan con retraso, cuando ya es demasiado tarde. La acelerada emergencia de nuevas formas de comunicación desde la década de 1990 está plagada de este tipo de malentendidos, por ejemplo, cuando Kodak despreció la llegada de las cámaras digitales para seguir apostando por los procesos analógicos que la habían convertido en la empresa de referencia durante más de un siglo (Minniti, 2018).

And I’ve got to tell you, for a 1965 Kodak Instamatic, it took one hell of a picture.

The mental images were liquifying so I could no longer separate what I was recalling from the past from what I'd seen in detailed photos that afternoon. Like life. I've long suspected that many of my memories from childhood are actually drawn from old pictures, That they are composed of snapshots, A mosaic of celluloids Images reworked into a remembered reality. Kodak cast backwards. Maybe it's better to recall the past that way. We rarely take pictures of sad occasions.

While Kodak hired men with advanced science degrees, Land sought a more diverse workforce, employing women with artistic backgrounds and men straight out of the navy. Just like the Silicon Valley founders with commitment blueprints, he didn’t worry about the specific skills or star qualities of the people he took on; his focus was rather on whether they would value generating novel ideas and dedicate themselves to the mission.

Eastman Kodak went from its late-1980s peak of 145,000 employees to fewer than 20,000, and filed for Chapter 11 protection in 2012. Polaroid, already struggling with longstanding debt and other problems, got clobbered. Between 2001 and 2009 the company declared bankruptcy twice and was sold three times; one of those buyers went to federal prison for fraud. Polaroid film was discontinued forever in 2008.

It is easy to underrate how long it takes to implement a new idea. Researchers estimate that it takes 30 years for a groundbreaking development to progress from initial idea to a commercially viable product. Middle management often extols the value of short-term strategies that react to market circumstances. Kodak used short-term strategies to keep its analogue photography business going. But the expression 'short-term strategy' is in fact an oxymoron, because trying to reach short-term goals is not strategic by definition.

We're building a technology that takes the magic of Kodak, mixes moving images and sound, and adds a space for commentary and an opportunity to spread that creativity everywhere. But we're building the law to close down that technology. (p. 47)

I’ve long suspected that many of my memories of childhood are actually drawn from old pictures, that they are a composite of snapshots, a mosaic of celluloid images reworked into a remembered reality. Kodak cast backward. Maybe it’s better to recall the past that way. We rarely take pictures of sad occasions.

Going public is a sign a company has found enough competitive advantages to scale into a large corporation. But almost 40% of all public companies lost all their value from 1980-2014. A list of top ten fortune 500 companies that went bankrupts includes: General Motors, Crysler, Kodak and Sears. General Electric, Time Warner, AIG and Motorola. Countries follow similar fates. At various points in the past, the world scientific and economic progress has been dominate by Asia, Europe and the Middle East. Whenever a once-powerful thing loses an advantage, it's tempting to ridicule the mistakes of it's leaders but it's easy to overlook how many forces pull you away from a competitive advantage simply BECAUSE you have one. Success has it's own gravity. The higher the monkey climbs a tree, the easier to see it's ass.