Manufacturing Business Quotes

If God is omnipotent and omniscient, why didn't he start the universe out in the first place so it would come out the way he wants? Why's he constantly repairing and complaining? No, there's one thing the Bible makes clear: The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business, if there was any competition.

If people in the media cannot decide whether they are in the business of reporting news or manufacturing propaganda, it is all the more important that the public understand that difference, and choose their news sources accordingly.

I wish that all nations may recover and retain their independence; that those which are overgrown may not advance beyond safe measures of power, that a salutary balance may be ever maintained among nations, and that our peace, commerce, and friendship, may be sought and cultivated by all. It is our business to manufacture for ourselves whatever we can, to keep our markets open for what we can spare or want; and the less we have to do with the amities or enmities of Europe, the better. Not in our day, but at no distant one, we may shake a rod over the heads of all, which may make the stoutest of them tremble. But I hope our wisdom will grow with our power, and teach us, that the less we use our power, the greater it will be.

You see, the religious people — most of them — really think this planet is an experiment. That's what their beliefs come down to. Some god or other is always fixing and poking, messing around with tradesmen's wives, giving tablets on mountains, commanding you to mutilate your children, telling people what words they can say and what words they can't say, making people feel guilty about enjoying themselves, and like that. Why can't the gods leave well enough alone? All this intervention speaks of incompetence. If God didn't want Lot's wife to look back, why didn't he make her obedient, so she'd do what her husband told her? Or if he hadn't made Lot such a shithead, maybe she would've listened to him more. If God is omnipotent and omniscient, why didn't he start the universe out in the first place so it would come out the way he wants? Why's he constantly repairing and complaining? No, there's one thing the Bible makes clear: The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business if there was any competition.

Firestarters aren’t born lucky. They manufacture it.

Get off the treadmill of consumption, replication, and mediocrity. Begin lifting the weights of creativity, originality, and success.

I think the iPod is the true face of Republican politics, and I’m in favor of the music industry … standing up proud and saying it out loud: We in the Chiclet-manufacturing business are not about social justice, …we’re not about a coherent set of national ideals, we’re not about wisdom. We’re about choosing what WE want to listen to and ignoring everything else…. We’re about giving ourselves a mindless feel-good treat every five minutes. …We’re about persuading ten-year-old children to spend twenty-five dollars on a cool little silicone iPod case that costs a licensed Apple Computer subsidiary thirty-nine cents to manufacture.

Additive manufacturing has a major role to play in the circular economy.

The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business if there was any competition.

Do not compromise on the quality and your customers will not negotiate on the price.

For the first time in architectural history, we're approaching the resolution and complexity of the natural world by creating new technologies that will ultimately enable us to design a beam as if it were a branch or an HVAC and waste removal system as if it were a photosynthetic GI tract engineered to convert carbon into biofuel.

There's magic at the intersection of quantum computing, Artificial Intelligence, and additive manufacturing.

Most Business Processes Are 90% Waste and 10% Value-Added Work

Opportunity is manufactured

Writing ought either to be the manufacture of stories for which there is a market demand—a business as safe and commendable as making soap or breakfast foods—or it should be an art, which is always a search for something for which there is no market demand, something new and untried, where the values are intrinsic and have nothing to do with standardized values.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

No, there's one thing the Bible makes clear: The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business.

I have come more and more to the belief that we owe our arts a thousand times what we are paying them. We support our cigarette factories, soap manufacturers, beauticians, all the luxury and pleasure businesses of our over-indulged civilization, but we pay our painters an average wage... and yet when the future digs us from the past they won't care how we smell, what we smoke, or if we bathed. All they’ll know of us will be our architecture, our paintings, sculpture, poems, laws, philosophy, drama, our pottery and fabrics, the things which our hands made and our minds thought up - oh, the machines they’ll dig up too, but perhaps they’ll point to them as our destruction, the wheels that drove us down to death.

In a system that integrates additive manufacturing at scale, shipping will be less about getting products from one place to another and more about getting commodities from each place to the other.

A propaganda model has a certain initial plausibility on guided free-market assumptions that are not particularly controversial. In essence, the private media are major corporations selling a product (readers and audiences) to other businesses (advertisers). The national media typically target and serve elite opinion, groups that, on the one hand, provide an optimal “profile” for advertising purposes, and, on the other, play a role in decision-making in the private and public spheres. The national media would be failing to meet their elite audience’s needs if they did not present a tolerably realistic portrayal of the world. But their “societal purpose” also requires that the media’s interpretation of the world reflect the interests and concerns of the sellers, the buyers, and the governmental and private institutions dominated by these groups.

If we want a circular economy; a permaculture economy - we need to design decay into products and processes as opposed to disposability. Manufacturers should design materials and products to programmatically biodegrade back into an economic ecosystem. This will allow for more efficient upcycling and the cultivation of various business opportunities in the process.

The construction industry doesn't have to be so resource intensive. If construction companies start using better materials like mushroom bricks or upcycled prefab bricks and better systems like additive manufacturing using locally sourced natural materials... Then a lot of progress will be made.

Inevitably, the manufacturers of processed food argue that they have allowed us to become the people we want to be, fast and busy, no longer slaves to the stove. But in their hands, the salt, sugar, and fat they have used to propel this social transformation are not nutrients as much as weapons—weapons they deploy, certainly, to defeat their competitors but also to keep us coming back for more.

Everything we do at Mayflower-Plymouth is viewed through the lens of capital allocation. Whether it's Blockchain or Quantum Computing or DeFi or Additive Manufacturing or Logistics, we channel that toward helping businesses fulfill solutions and solve problems concerning the allocation of capital.

Partially undermining the manufacturer's ability to assert that its work constituted a meaningful contribution to mankind was the frivolous way in which it went about marketing its products. Grief was the only rational response to the news that an employee had spent three months devising a supermarket promotion based on an offer of free stickers of cartoon characters called the Fimbles. Why had the grown-ups so churlishly abdicated their responsibilities? Were there not more important ambitions to be met before Death showed himself on the horizon in his hooded black cloak, his scythe slung over his shoulder?

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

The value we provide at Mayflower exists at the convergence of various new technologies and studies including Blockchain, cryptography, quantum computing, artificial intelligence, stigmergy, additive manufacturing, big data, advanced logistics and more.

When we apply additive manufacturing at scale and fully integrate it into society from a systems perspective, it can revolutionize the flow of products in the supply chains. Logistically, we can get products to their destination instantly and with greater efficiency.

Every kind of misery that human beings are going through is manufactured in their minds.

The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.

The most dangerous myth is the demagoguery that business can be made to pay a larger share, thus relieving the individual. Politicians preaching this are either deliberately dishonest, or economically illiterate, and either one should scare us. Business doesn't pay taxes, and who better than business to make this message known? Only people pay taxes, and people pay as consumers every tax that is assessed against a business. Begin with the food and fiber raised in the farm, to the ore drilled in a mine, to the oil and gas from out of the ground, whatever it may be -- through the processing, through the manufacturing, on out to the retailer's license. If the tax cannot be included in the price of the product, no one along that line can stay in business.

3d printers use less material, labor and energy yet they're more effective than substractive manufacturing machines. At full potential and systems scale, they achieve greater results in less time. When something does more with less, it's a good investment. And when that's employed on a systems level, theres a multiplicative benefit effect.

Sales is a constant state of information gathering and analysis. There are numerous factors that will affect your sale – from market position, to manufacturing capacity, to a seemingly harmless tidbit of information received over lunch. The more quality information you have, the better your analysis, and the better your sales results will be.

One of the great challenges in healthcare technology is that medicine is at once an enormous business and an exquisitely human endeavor; it requires the ruthless efficiency of the modern manufacturing plant and the gentle hand-holding of the parish priest; it is about science, but also about art; it is eminently quantifiable and yet stubbornly not.

In dated Industrial models, products and services flowed linearly from suppliers to manufacturers to distributors to consumers. But in a permaculture economy model, people and businesses are involved in a value web whereby they may each hold more than one of those roles and each entities role is more hybridized. It’s about cyclical co-creation and cyclical co-consumption.

One: An end to cross-ownership in businesses. For example: weapons manufacturers cannot own TV stations, mining corporations cannot run newspapers, business houses cannot fund universities, drug companies cannot control public health funds. Two: Natural resources and essential infrastructure—water supply, electricity, health, and education—cannot be privatized. Three: Everybody must have the right to shelter, education, and health care. Four: The children of the rich cannot inherit their parents’ wealth.

It was the power of Business, not the deliberations of statesman, that shaped the destinies of nations. The Foreign Ministers of the great powers might make the actual declarations of their Governments' policies; but it was the Big Business men, the bankers and their dependents, the arms manufacturers, the oil companies, the big industrialists, who determined what those policies should be.

I asked what had brought her to San Francisco, and she said she was here on business—handbag manufacturing, boring stuff. She waved a hand laden with emerald and sapphire eternity bands. To think I’d left my engagement ring at home for fear of appearing too flashy.

He eventually became an executive for a firm. This meant that he actually executed persons with showers of legal documents proving that they owed him quantities of money which they did not have. 'Firm' actually means the manufacture of useless objects which people are foolish enough to buy. The firmer the firm the more senseless talk is needed to prevent anyone noticing the unsafe structure of the business. Sometimes these firms actually sell nothing at all for a lot of money, like 'Life Insurance', a pretense that it is a soothing and useful event to have a violent and painful death.

For too long we’ve been suffering the tyranny of lowest-common-denominator fare, subjected to brain-dead summer blockbusters and manufactured pop. Why? Economics. Many of our assumptions about popular taste are actually artifacts of poor supply-and-demand matching—a market response to inefficient distribution.

Publishing is a business based on fiction—and not only the fiction that is packaged between book covers or sold as digital downloads. In order to convince harried, distracted people to set aside hours or even days to read hundreds of pages of non-animated words, we in the publishing business must manufacture an aura of success around a book, a glowing sheen that purrs I am worth your time. This aura is conveyed through breathless jacket copy, seductive cover imagery, and blurbs dripping with praise so thick the words seem painted on with honey. This fiction of success is stoked by the fiction of buzz and sustained by the fiction of social media.

The Winkles were in the business of manufacturing sensations for people who were so removed from any sensations of their own making or circumstances that only high (but simulated) adventure could provoke response from them at all. Dr. Larch was not impressed with the Winkles' "business"; he knew they were simply rich people who did exactly what they wanted to do and needed to call what they did something more serious-sounding than play. What impressed Larch with the Winkles was that they were deliriously happy.

Making a product is just an activity, making a profit on a product is the achievement.

You remain a follower for life when you pay for what people do while nobody pays you for what you do. Do something impressive and become a leader!

To take an example, therefore, from a very trifling manufacture, but one in which the division of labour has been very often taken notice of, the trade of a pin-maker: a workman not educated to this business (which the division of labour has rendered a distinct trade), nor acquainted with the use of the machinery employed in it (to the invention of which the same division of labour has probably given occasion), could scarce, perhaps, with his utmost industry, make one pin in a day, and certainly could not make twenty. But in the way in which this business is now carried on, not only the whole work is a peculiar trade, but it is divided into a number of branches, of which the greater part are likewise peculiar trades. One man draws out the wire; another straights it; a third cuts it; a fourth points it; a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on is a peculiar business; to whiten the pins is

Because one must produce, one must by all possible means of activity replace nature wherever it can be replaced, one must find a major field of action for human inertia, the worker must have something to keep him busy, new fields of activity must be created, in which we shall see at last the reign of all the fake manufactured products, of all the vile synthetic substitutes in which beautiful real nature has no part, and must give way finally and shamefully before all the victorious substitute products in which the sperm of all the artificial insemination factories will make a miracle in order to produce armies and battleships. No more fruit, no more trees, no more vegetables, no more plants pharmaceutical or otherwise and consequently no more food, but synthetic products to satiety, amid the fumes, amid the special humors of the atmosphere, on the particular axes of atmospheres wrenched violently and synthetically from the resistances of a nature which has known nothing of war except fear.

As manufactured products have become increasingly commoditylike, and therefore less valuable to customers, GE has not been alone in discovering that often more money can be made from the services related to a product

supernatural, and my own rational philosophy is founded on proven science. But I still believe in hell." The dark man smiled. "For every man manufactures his own private hell and peoples it with demons of his own creation, to torment him for his own secret sins, imagined or real. It's my business to explore those personal hells and expose their demons for what they are. Usually they turn out to be much less terrifying than they seem.

Online shopping with discount coupons It is quite frequent that most manufacturers are using marketing and advertising strategies to be able to attract customers in their business. It is so usual that all of us want to save money on every product that we purchase inorder to incur extra saving. Thus the concept of online discount coupons came into effect and Saverr has in its credential reliable discount coupons from every possible big brands.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

There are a lot of business opportunities in space. From manufacturing to tourism to real estate... New kinds of businesses will emerge and new ways to do business will emerge because whole new value propositions will become possible.

It seems wrong to call it "business". It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that "stakes" didn't mean "money". For some, I realize, business is the all-out pursuit of profits, period, full stop, but for use business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day of the human body isn't our mission as human beings. It's a basic process that enables our higher aims, and life always strives to transcend the basic processes of living–and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great business do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the life of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you're participating more fully in the whole grand human drama. More than simply alive, you're helping other to live more fully, and if that's business, all right, call me a businessman.

Charles Revson, the founder of Revlon and an extraordinarily successful entrepreneur, once said about his company: “In the factory Revlon manufactures cosmetics, but in the store Revlon sells hope.” The commodity is cosmetics; the product, hope.

The effects of the division of labour, in the general business of society, will be more easily understood by considering in what manner it operates in some particular manufactures. It is commonly supposed to be carried furthest in some very trifling ones; not perhaps that it really is carried further in them than in others of more importance: but in those trifling manufactures which are destined to supply the small wants of but a small number of people, the whole number of workmen must necessarily be small; and those employed in every different branch of the work can often be collected into the same workhouse, and placed at once under the view of the spectator. In those great manufactures, on the contrary, which are destined to supply the great wants of the great body of the people, every different branch of the work employs so great a number of workmen that it is impossible to collect them all into the same workhouse. We can seldom see more, at one time, than those employed in one single branch. Though in such manufactures, therefore, the work may really be divided into a much greater number of parts than in those of a more trifling nature, the division is not near so obvious, and has accordingly been much less observed.

This crusading spirit of the managers and engineers, the idea of designing and manufacturing and distributing being sort of a holy war: all that folklore was cooked up by public relations and advertising men hired by managers and engineers to make big business popular in the old days, which it certainly wasn't in the beginning. Now, the engineers and managers believe with all their hearts the glorious things their forebears hired people to say about them. Yesterday's snow job becomes today's sermon.

Footnote 164: "I finally hooked up with Ashley. I went over to her place yesterday morning. Early. She lives in Venice. Her eyebrows look like flakes of sunlight. Her smile, I'm sure, burnt Rome to the ground. And for the life of me I didn't know who she was or where we met... We sat down and I wanted to talk. I wanted to ask her who she was, where we'd met, been before, but she just smiled and held my hand as we lay down on the hammock and started to swing above all those dead leaves... Before I left she told me our story: where we met - Texas - kissed, but never made love and this had confused and haunted her and she had needed it before she got married which was in four months to a man she loved who made a living manufacturing TNT exclusively for a highway construction firm up in Colorado where he frequently went on business trips and where one night, drunk, angry and disappointed he had invited a hooker back to his motel room and so on and who cared and what was I doing here anyway?... I was still hurting, abandoned, drank three glasses of bourbon and fumed on some weed, then came here, thinking of voices, real and imagined, of ghosts, my ghost, of her, at long last, in this idiotic footnote, when she gently pushed me out her door and I said quietly 'Ashley' causing her to stop pushing me and ask 'yes?' her eyes bright with something she saw that I could never see though what she saw was me, and me not caring now at least knowing the truth and telling her the truth: 'I've never been to Texas.'" - House of Leaves

In North America, some companies rotated purchasing agents so they didn’t get buddy-buddy with suppliers, for fear of kickbacks. I found company relationships in Japan to be so close that a Japanese manufacturer might have only one supplier for any one part.

I am writing today to tell you that love cannot be manufactured. This should be the most basic knowledge to anybody who claims love as their business. We do not always choose who and how we love. In my case, we do not always love the people we are supposed to.

There is nothing in the world which an artist cannot recreate into something poetic, ennobling. And why do we read these things? They are not facts, they do not improve our business skills, our techniques in manufacturing goods, the management of a home. That is what most of you will be doing anyway. We read these because they teach us about people, we can see ourselves in them, in their problems. And by seeing ourselves in them, we clarify ourselves, we explain ourselves to ourselves, so we can live with ourselves…

Today's capitalist economic order is a monstrous cosmos, into which the individual is born and which in practice is for him, at least as an individual, simply a given, an immutable shell in which he is obliged to live. It forces on the individual, to the extent that he is caught up in the relationships of the "market," the norms of its economic activity. The manufacturer who consistently defies these norms will just as surely be forced out of business as the worker who cannot or will not conform will be thrown out of work.

I believe that sociable technology will always disappoint because it promises what it can’t deliver,” Turkle writes. “It promises friendship but can only deliver ‘performances.’ Do we really want to be in the business of manufacturing friends that will never be friends?

Abiding time is extravagant daily time with Jesus. This extravagant time is the center of abiding. Not legalism, not dry discipline, not manufactured spirituality, but joyous soaking in the presence of Jesus, lavish spending of time with Him who is most precious, Him from whom all life flows. In a world that is over-connected yet lonely, frantically busy yet accomplishing little of eternal value, super-informed but egregiously ignorant on what really matters, abiding gives Jesus the best of our time, in which He leads us to the best of times.

and nominally a cigar manufacturer. He never came to the club except on nights like this, when Mr. and Mrs. Ammermann would entertain a few of their—her—friends at a smaller table. Mildred, towering above Losch, the club steward, and pointing, daintily for her, with one finger as she held a small stack of place-cards in her left hand, apparently was one woman who had not heard about the business of the night before. It was axiomatic in Gibbsville that you could tell Mill Ammermann anything and be sure it wouldn’t be repeated; because Mill probably was thinking of the mashie-niblick approach over the trees to the second green. Julian derived some courage from her smile. He always had liked Mill anyway. He was fragmentarily glad over again that Mill did not live in New York, for in New York she would have been marked Lesbian on sight.

These deep thinkers were the only people he could not stand to be around for long, these people who’d never manufactured anything or seen anything manufactured, who did not know what things were made of or how a company worked, who, aside from a house or a car, had never sold anything and didn’t know how to sell anything, who’d never hired a worker, fired a worker, trained a worker, been fleeced by a worker—people who knew nothing of the intricacies or the risks of building a business or running a factory but who nonetheless imagined that they knew everything worth knowing.

For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE

Google has lucrative partnerships with all the large vaccine manufacturers, including a $715 million partnership with GlaxoSmithKline.52 Verily also owns a business that tests for COVID infection.53 Google was not the only social media platform to ban content that contradicts the official HCQ narrative. Facebook, Pinterest, Instagram, YouTube, MailChimp, and virtually every other Big Tech platform began scrubbing information demonstrating HCQ’s efficacy, replacing it with industry propaganda generated by one of the Dr. Fauci/Gates-controlled public health agencies: HHS, NIH and WHO. When President Trump later suggested that Dr. Fauci was not being truthful about hydroxychloroquine, social media responded by removing his posts.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

The country of Croatia was lifted from recession when Kandinsky took a liking to its beaches and built a vacation home, plus several manufacturing plants; certain historians pin America’s downfall to a tax that chased Kandinsky’s California business away. Moreover, Kandinsky boasted a blue-blood pedigree: the right schools, the right clubs, actual royals in the roots of his family tree.

God created all things and is interested in all things. All truth, then, is God’s truth, and all areas of learning and all ethical jobs are legitimate areas of service to him and are part of what goes into building his kingdom. We must develop a kingdom perspective on our work in every sector of the economy, whether manufacturing, service industries, business, finance, education, health care, arts, or media. On a social level, we need to provide meaningful work for others and seek to eliminate drudgery as much as possible, and so to affirm the dignity of the people around us. We also have the right to enjoy the fruits of our labor. Government has its legitimate functions and can collect taxes for those purposes, but we should be permitted to keep the bulk of what we earn.

Of course the post-war development of cheap luxuries has been a very fortunate thing for our rulers. It is quite likely that fish-and-chips, art-silk stockings, tinned salmon, cut-price chocolate (five two-ounce bars for sixpence), the movies, the radio, strong tea, and the Football Pools have between them averted revolution. Therefore we are some-times told that the whole thing is an astute manoeuvre by the governing class–a sort of 'bread and circuses' business–to hold the unemployed down. What I have seen of our governing class does not convince me that they have that much intelligence. The thing has happened, buy by an un-conscious process–the quite natural interaction between the manufacturer's need for a market and the need of half-starved people for cheap palliatives.

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

This, then, is the global significance of Chungking Mansions. It is a building of the periphery within a city of the core, a city located between the developing world’s manufacturing hub and its poorest nether regions. It is a ghetto of middle-class striving within a city of wealthier middle-class striving, viewing its denizens with fear and scorn yet letting business as usual be the law of the day. Chungking

It was exciting and intellectually gratifying to speculate on what might lie waiting in the black gulfs when one was behind the business end of a telescope, quite another to do so isolated on an unpleasant little speck of a world such as this, confronted by a ship of non-human manufacture that uncomfortably resembled a growth instead of a familiar device for manipulating and overcoming the neat laws of physics.

Every pregnancy results in roughly two years of lost menstruation. If you are a manufacturer of menstrual pads, this is bad for business. So you ought to know about, and be so happy about, the drop in babies per woman across the world. You ought to know and be happy too about the growth in the number of educated women working away from home. Because these developments have created an exploding market for your products over the last few decades among billions of menstruating women now living on Levels 2 and 3. But, as I realized when I attended an internal meeting at one of the world’s biggest manufacturers of sanitary wear, most Western manufacturers have completely missed this. Instead, when hunting for new customers they are often stuck dreaming up new needs among the 300 million menstruating women on Level 4. “What if we market an even thinner pad for bikinis? What about pads that are invisible, to wear under Lycra? How about one pad for each kind of outfit, each situation, each sport? Special pads for mountain climbers!” Ideally, all the pads are so small they need to be replaced several times a day. But like most rich consumer markets, the basic needs are already met, and producers fight in vain to create demand in ever-smaller segments. Meanwhile, on Levels 2 and 3, roughly 2 billion menstruating women have few alternatives to choose from. These women don’t wear Lycra and won’t spend money on ultrathin pads. They demand a low-cost pad that will be reliable throughout the day so they don’t have to change it when they are out at work. And when they find a product they like, they will probably stick to that brand for their whole lives and recommend it to their daughters.

Although Herbert Hoover in many ways prefigured him, it was Franklin D. Roosevelt who first tried to create an explicit corporate state in America with his National Recovery Administration (NRA). With its fascist-style Blue Eagle emblem, the NRA coordinated big business and labor in a central plan, and outlawed competition. The NRA even employed vigilante groups to spy on smaller businesses and report if they violated the plan. Just as in Mussolini’s Italy, the beneficiaries of the U.S. corporate state were—in addition to the government itself—established economic interest groups. NRA cheerleaders included the National Association of Manufacturers, the U.S. Chamber of Commerce, the American Bar Association, the United Mine Workers, the Amalgamated Clothing Workers, and—above all—Gerard Swope of General Electric, who helped draft the NRA act.

Christian missions to India imply that India is a land of heathens, and, therefore, stands on the same level with the Andaman or the Fiji Islands. That a country which has been recognised in all ages the world over as the mother of all religions and the cradle of civilisation should be considered as pagan, shows how much ignorance prevails in Christendom. Since the Parliament of Religions, I have been studying Christian institutions, and I have also studied the way in which the Christian ministers and the missionaries are manufactured in this country, and have learned to pity them. We must not blame them too severely, because their education is too narrow to make them broad-minded. I grant that they are good-hearted, that they are good husbands and often fathers of large families, but generally they are very ignorant, especially of the history of civilisation and of the philosophy of religion of India. Most of them do not even know the history of ancient India. We know that in this age of competition, centralisation, and monopoly, very many people are forced out of business. The English say, 'The fool of the family goes into the Church'; so that when a youth is unable to make a living, he takes to missionary work, goes to India, and helps to introduce among the Hindus the doctrines of his church, which have long since been exploded by science.

The conscious and intelligent manipulation of the organized habits and opinions of the masses is an important element in democratic society. Those who manipulate this unseen mechanism of society constitute an invisible government, which is the true ruling power of our country.” Some people might now call that the deep state. I wouldn’t, but some people might. “We are governed, our minds are molded, our tastes formed, our ideas suggested largely by men we have never heard of” (1928). He is referring to himself and other people who are behind the scenes manipulating public opinion, which is another phrase for common sense. “In almost every act of our daily lives, whether in the sphere of politics or business, in our social conduct or ethical thinking, we are dominated by the relatively small number of persons … who understand the mental processes and social patterns of the masses. It is they who pull the wires which control the public mind

The true potential of additive manufacturing is not with industry but with individuals. Instead of a system where giant factories manufacture products in mass then ship them on giant boats planes and trucks all around the earth just so a bunch of individuals each get a few things they ordered… we'll have a system where product designs are instantly sold purchased or licensed and manufactured instantly in millions of tiny factories in a decentralized network of production and consumption.

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

The essential point is that a worker is also a consumer (and may support other consumers). These people drive final demand. When a worker is replaced by a machine, that machine does not go out and consume. The machine may use energy and spare parts and require maintenance, but again, those are business inputs, not final demand. If there is no one to buy what the machine is producing, it will ultimately be shut down. An industrial robot in an auto manufacturing plant will not continue running if no one is buying the cars it is assembling.

i get why manufacturers play to pink- it makes good business sense. A marketing executive i spoke with at LeapFrog which is based in Emeryville, California, told me that her company even had a name for it> the pink factor. If you make a pink baseball bat, parents will buy one for their daughter, she explained. then if they subsequently have a son, they'll have to buy a second bat in a different color. Or, if they have a boy first and then a daughter, they'll want to buy a pink one for their precious little girl. Either way, you double the sales.

Some technologies take several decades to reach mainstream adaptation because they were waiting on many other things to reach a certain level of maturity or accessibility. For example, in order for video conferencing technologies like Facetime and Zoom to reach mainstream adaptation, it needed the following things to reach greater maturity and accessibility — camera technology, smartphone popularity, computer chip manufacturing, silica mining, copper mining, fiber optic cable distribution, 4G communication technology and more. The magic happens in the convergence.

I won’t dwell on other glamorous businesses that dramatically changed our lives but concurrently failed to deliver rewards to U.S. investors: the manufacture of radios and televisions, for example. But I will draw a lesson from these businesses: The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage. The products or services that have wide, sustainable moats around them are the ones that deliver rewards to investors.

To take an example, therefore, from a very trifling manufacture; but one in which the division of labour has been very often taken notice of, the trade of the pin-maker; a workman not educated to this business (which the division of labour has rendered a distinct trade), nor acquainted with the use of the machinery employed in it (to the invention of which the same division of labour has probably given occasion), could scarce, perhaps, with his utmost industry, make one pin in a day, and certainly could not make twenty. But in the way in which this business is now carried on, not only the whole work is a peculiar trade, but it is divided into a number of branches, of which the greater part are likewise peculiar trades. One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving, the head; to make the head requires two or three distinct operations; to put it on is a peculiar business, to whiten the pins is another; it is even a trade by itself to put them into the paper; and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them. I have seen a small manufactory of this kind where ten men only were employed, and where some of them consequently performed two or three distinct operations. But though they were very poor, and therefore but indifferently accommodated with the necessary machinery, they could, when they exerted themselves, make among them about twelve pounds of pins in a day. There are in a pound upwards of four thousand pins of a middling size. Those ten persons, therefore, could make among them upwards of forty-eight thousand pins in a day. Each person, therefore, making a tenth part of forty-eight thousand pins, might be considered as making four thousand eight hundred pins in a day. But if they had all wrought separately and independently, and without any of them having been educated to this peculiar business, they certainly could not each of them have made twenty, perhaps not one pin in a day; that is, certainly, not the two hundred and fortieth, perhaps not the four thousand eight hundredth part of what they are at present capable of performing, in consequence of a proper division and combination of their different operations.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

Probably the first book that Hamilton absorbed was Malachy Postlethwayt’s Universal Dictionary of Trade and Commerce, a learned almanac of politics, economics, and geography that was crammed with articles about taxes, public debt, money, and banking. The dictionary took the form of two ponderous, folio-sized volumes, and it is touching to think of young Hamilton lugging them through the chaos of war. Hamilton would praise Postlethwayt as one of “the ablest masters of political arithmetic.” A proponent of manufacturing, Postlethwayt gave the aide-de-camp a glimpse of a mixed economy in which government would both steer business activity and free individual energies. In the pay book one can see the future treasury wizard mastering the rudiments of finance. “When you can get more of foreign coin, [the] coin for your native exchange is said to be high and the reverse low,” Hamilton noted. He also stocked his mind with basic information about the world: “The continent of Europe is 2600 miles long and 2800 miles broad”; “Prague is the principal city of Bohemia, the principal part of the commerce of which is carried on by the Jews.” He recorded tables from Postlethwayt showing infant-mortality rates, population growth, foreign-exchange rates, trade balances, and the total economic output of assorted nations.

There is a tendency among environmentalists to single out the big players in the market as the principal culprits: to pin environmental crime on those – like oil companies, motor manufacturers, logging corporations, agribusinesses, supermarkets – that make their profits by exporting their costs to others (including others who are not yet born). But this is to mistake the effect for the cause. In a free economy such ways of making money emerge by an invisible hand from choices made by all of us. It is the demand for cars, oil, cheap food and expendable luxuries that is the real cause of the industries that provide these things. Of course it is true that the big players externalize their costs whenever they can. But so do we. Whenever we travel by air, visit the supermarket, or consume fossil fuels, we are exporting our costs to others, and to future generations. A free economy is driven by individual demand. And in a free economy individuals, just as much as big businesses, strive to pass on their costs to others, while keeping the benefits. The solution is not the socialist one, of abolishing the free economy, since this merely places massive economic power in the hands of unaccountable bureaucrats, who are equally in the business of exporting their costs, while enjoying secure rents on the social product.16 The solution is to adjust our demands, so as to bear the costs of them ourselves, and to find the way to put pressure on businesses to do likewise. And

Richard Lovelace makes a compelling case that the best defense is a good offense. “The ultimate solution to cultural decay is not so much the repression of bad culture as the production of sound and healthy culture,” he writes. “We should direct most of our energy not to the censorship of decadent culture, but to the production and support of healthy expressions of Christian and non-Christian art.”10 Public protests and boycotts have their place. But even negative critiques are effective only when motivated by a genuine love for the arts. The long-term solution is to support Christian artists, musicians, authors, and screenwriters who can create humane and healthy alternatives that speak deeply to the human condition. Exploiting “Talent” The church must also stand against forces that suppress genuine creativity, both inside and outside its walls. In today’s consumer culture, one of the greatest dangers facing the arts is commodification. Art is treated as merchandise to market for the sake of making money. Paintings are bought not to exhibit, nor to grace someone’s home, but merely to resell. They are financial investments. As Seerveld points out, “Elite art of the New York school or by approved gurus such as Andy Warhol are as much a Big Business today as the music business or the sports industry.”11 Artists and writers have been reduced to “talent” to be plugged into the manufacturing process. That approach may increase sales, but it will suppress the best and highest forms of art. In the eighteenth century, the world nearly lost the best of Mozart’s music because the adults in the young man’s life treated him primarily as “talent” to exploit.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

R.J. Reynolds owns a subsidiary called RJR Packaging, which produces packaging used on many food products for both human and pet consumption.[276] They also produce packaging for many medical devices and over-the-counter medications, as well as personal care, coffee, and confectionary products.[277] In order to remain in business, a company must be profitable. In order to remain profitable in the face of extensive, long-term compulsory levies by state governments via the tobacco settlement, the costs of products must go up so that income remains higher than expenses. Thus, Altria can raise prices on their Kraft food products you buy in order to pay off their tobacco settlement. R.J. Reynolds can pass along the cost by raising packaging costs for manufacturers of many different types of consumer products, who pass the increased production costs along to you.

I read Dickens and Shakespear without shame or stint; but their pregnant observations and demonstrations of life are not co-ordinated into any philosophy or religion: on the contrary, Dickens's sentimental assumptions are violently contradicted by his observations; and Shakespear's pessimism is only his wounded humanity. Both have the specific genius of the fictionist and the common sympathies of human feeling and thought in pre-eminent degree. They are often saner and shrewder than the philosophers just as Sancho-Panza was often saner and shrewder than Don Quixote. They clear away vast masses of oppressive gravity by their sense of the ridiculous, which is at bottom a combination of sound moral judgment with lighthearted good humor. But they are concerned with the diversities of the world instead of with its unities: they are so irreligious that they exploit popular religion for professional purposes without delicacy or scruple (for example, Sydney Carton and the ghost in Hamlet!): they are anarchical, and cannot balance their exposures of Angelo and Dogberry, Sir Leicester Dedlock and Mr Tite Barnacle, with any portrait of a prophet or a worthy leader: they have no constructive ideas: they regard those who have them as dangerous fanatics: in all their fictions there is no leading thought or inspiration for which any man could conceivably risk the spoiling of his hat in a shower, much less his life. Both are alike forced to borrow motives for the more strenuous actions of their personages from the common stockpot of melodramatic plots; so that Hamlet has to be stimulated by the prejudices of a policeman and Macbeth by the cupidities of a bushranger. Dickens, without the excuse of having to manufacture motives for Hamlets and Macbeths, superfluously punt his crew down the stream of his monthly parts by mechanical devices which I leave you to describe, my own memory being quite baffled by the simplest question as to Monks in Oliver Twist, or the long lost parentage of Smike, or the relations between the Dorrit and Clennam families so inopportunely discovered by Monsieur Rigaud Blandois. The truth is, the world was to Shakespear a great "stage of fools" on which he was utterly bewildered. He could see no sort of sense in living at all; and Dickens saved himself from the despair of the dream in The Chimes by taking the world for granted and busying himself with its details. Neither of them could do anything with a serious positive character: they could place a human figure before you with perfect verisimilitude; but when the moment came for making it live and move, they found, unless it made them laugh, that they had a puppet on their hands, and had to invent some artificial external stimulus to make it work.

Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. Doctors have obligations to their patients, teachers to their students, pastors to their congregations, curators to the public, and journalists to their readers--obligations that lie outside the realm of earnings, and are fundamentally different from the obligations that a business executive has to employees, partners, and investors. Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.

Bell resisted selling Texas Instruments a license. “This business is not for you,” the firm was told. “We don’t think you can do it.”38 In the spring of 1952, Haggerty was finally able to convince Bell Labs to let Texas Instruments buy a license to manufacture transistors. He also hired away Gordon Teal, a chemical researcher who worked on one of Bell Labs’ long corridors near the semiconductor team. Teal was an expert at manipulating germanium, but by the time he joined Texas Instruments he had shifted his interest to silicon, a more plentiful element that could perform better at high temperatures. By May 1954 he was able to fabricate a silicon transistor that used the n-p-n junction architecture developed by Shockley. Speaking at a conference that month, near the end of reading a thirty-one-page paper that almost put listeners to sleep, Teal shocked the audience by declaring, “Contrary to what my colleagues have told you about the bleak prospects for silicon transistors, I happen to have a few of them here in my pocket.” He proceeded to dunk a germanium transistor connected to a record player into a beaker of hot oil, causing it to die, and then did the same with one of his silicon transistors, during which Artie Shaw’s “Summit Ridge Drive” continued to blare undiminished. “Before the session ended,” Teal later said, “the astounded audience was scrambling for copies of the talk, which we just happened to bring along.”39 Innovation happens in stages. In the case of the transistor, first there was the invention, led by Shockley, Bardeen, and Brattain. Next came the production, led by engineers such as Teal. Finally, and equally important, there were the entrepreneurs who figured out how to conjure up new markets. Teal’s plucky boss Pat Haggerty was a colorful case study of this third step in the innovation process.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Kanya looks away. "You deserve it. It's your kamma. Your death will be painful." "Karma? Did you say karma?" The doctor leans closer, brown eyes rolling, tongue lolling. "And what sort of karma is it that ties your entire country to me, to my rotting broken body? What sort of karma is it that behooves you to keep me, of all people, alive?" He grins. "I think a great deal about your karma. Perhaps it's your pride, your hubris that is being repaid, that forces you to lap seedstock from my hand. Or perhaps you're the vehicle of my enlightenment and salvation. Who knows? Perhaps I'll be reborn at the right hand of Buddha thanks to the kindnesses I do for you." "That's not the way it works." The doctor shrugs. "I don't care. Just give me another like Kip to fuck. Throw me another of your sickened lost souls. Throw me a windup. I don't care. I'll take what flesh you throw me. Just don't bother me. I'm beyond worrying about your rotting country now." He tosses the papers into the pool. They scatter across the water. Kanya gasps, horrified, and nearly lunges after them before steeling herself and forcing herself to draw back. She will not allow Gibbons to bait her. This is the way of the calorie man. Always manipulating. Always testing. She forces herself to look away from the parchment slowly soaking in the pool and turn her eyes to him. Gibbons smiles slightly. "Well? Are you going to swim for them or not?" He nods at Kip. "My little nymph will help you. I'd enjoy seeing you two little nymphs frolicking together." Kanya shakes her head. "Get them out yourself." "I always like it when an upright person such as yourself comes before me. A woman with pure convictions." He leans forward, eyes narrowed. "Someone with real qualifications to judge my work." "You were a killer." "I advanced my field. It wasn't my business what they did with my research. You have a spring gun. It's not the manufacturer's fault that you are likely unreliable. That you may at any time kill the wrong person. I built the tools of life. If people use them for their own ends, then that is their karma, not mine." "AgriGen paid you well to think so." "AgriGen paid me well to make them rich. My thoughts are my own." He studies Kanya. "I suppose you have a clean conscience. One of those upright Ministry officers. As pure as your uniform. As clean as sterilizer can make you." He leans forward. "Tell me, do you take bribes?" Kanya opens her mouth to retort, but words fail her. She can almost feel Jaidee drifting close. Listening. Her skin prickles. She forces himself not to look over her shoulder. Gibbons smiles. "Of course you do. All of your kind are the same. Corrupt from top to bottom.

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

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.