Manufacturing Company Quotes

Here's the news: I am going to sue the Brown & Williamson Tobacco Company, manufacturers of Pall Mall cigarettes, for a billion bucks! Starting when I was only twelve years old, I have never chain-smoked anything but unfiltered Pall Malls. And for many years now, right on the package, Brown & Williamson have promised to kill me. But I am eighty-two. Thanks a lot, you dirty rats. The last thing I ever wanted was to be alive when the three most powerful people on the whole planet would be named Bush, Dick and Colon.

if, like many people, you tend to be vaguely unhappy much of the time, it can be very helpful to manufacture a feeling of gratitude by simply contemplating all the terrible things that have not happened to you, or to think of how many people would consider their prayers answered if they could only live as you are now. The mere fact that you have the leisure to read this book puts you in very rarefied company. Many people on earth at this moment can’t even imagine the freedom that you currently take for granted.

The American Academy of Pediatrics officially supports breastfeeding, but receives about half a million dollars from Ross, manufacturers of Similac infant formula.

China’s ruling party, as firmly in control of the government as ever, attracts foreign companies and enormous direct investment by guaranteeing the stability of a police state and by supplying a docile workforce that labors with minimum rights, commonly for extended hours under severe discipline, and is housed in substandard conditions.

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.

Since many of today’s best-known manufacturers no longer produce products and advertise them, but rather buy products and “brand” them, these companies are forever on the prowl for creative new ways to build and strengthen their brand images.

Well, I don’t. Not absolutely. But adopting "making money’’ as the goal of a manufacturing organization looks like a pretty good assumption. Because, for one thing, there isn’t one item on that list that’s worth a damn if the company isn’t making money.

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.

Only the Christian Church can offer any rational objection to a complete confidence in the rich. For she has maintained from the beginning that the danger was not in man's environment, but in man. Further, she has maintained that if we come to talk of a dangerous environment, the most dangerous environment of all is the commodious environment. I know that the most modern manufacture has been really occupied in trying to produce an abnormally large needle. I know that the most recent biologists have been chiefly anxious to discover a very small camel. But if we diminish the camel to his smallest, or open the eye of the needle to its largest — if, in short, we assume the words of Christ to have meant the very least that they could mean, His words must at the very least mean this — that rich men are not very likely to be morally trustworthy. Christianity even when watered down is hot enough to boil all modern society to rags. The mere minimum of the Church would be a deadly ultimatum to the world. For the whole modern world is absolutely based on the assumption, not that the rich are necessary (which is tenable), but that the rich are trustworthy, which (for a Christian) is not tenable. You will hear everlastingly, in all discussions about newspapers, companies, aristocracies, or party politics, this argument that the rich man cannot be bribed. The fact is, of course, that the rich man is bribed; he has been bribed already. That is why he is a rich man. The whole case for Christianity is that a man who is dependent upon the luxuries of this life is a corrupt man, spiritually corrupt, politically corrupt, financially corrupt. There is one thing that Christ and all the Christian saints have said with a sort of savage monotony. They have said simply that to be rich is to be in peculiar danger of moral wreck. It is not demonstrably un-Christian to kill the rich as violators of definable justice. It is not demonstrably un-Christian to crown the rich as convenient rulers of society. It is not certainly un-Christian to rebel against the rich or to submit to the rich. But it is quite certainly un-Christian to trust the rich, to regard the rich as more morally safe than the poor.

We are not a great manufacturing company that develops people, we are a great manufacturing company BECAUSE we develop people.

My company has had a safety program for 150 years. The program was instituted as a result of a French law requiring an explosives manufacturer to live on the premises with his family.

My grandfather's short employ at the Ford Motor Company marked the only time any Stephanides has ever worked in the automotive industry. Instead of cars, we could become manufacturers of hamburger platters and Greek salads, industrialists of spanakopita and grilled cheese sandwiches, technocrats of rice pudding and banana cream pie. Our assembly line was the grill; our heavy machinery, the soda fountain.

Only recently, glancing at the novel, I realized that Montag is named after a paper manufacturing company. And Faber, of course, is a maker of pencils! What a sly thing my subconscious was, to name them thus.

Companies with new technologies are free to disrupt almost any industry they choose—journalism, television, music, manufacturing—so long as they don’t disrupt the financial operating system churning beneath it all. Hell,

Peter Lynch doesn’t advise you to buy stock in your favorite store just because you like shopping in the store, nor should you buy stock in a manufacturer because it makes your favorite product or a restaurant because you like the food. Liking a store, a product, or a restaurant is a good reason to get interested in a company and put it on your research list, but it’s not enough of a reason to own the stock! Never invest in any company before you’ve done the homework on the company’s earnings prospects, financial condition, competitive position, plans for expansion, and so forth.

The famous field altar came from the Jewish firm of Moritz Mahler in Vienna, which manufactured all kinds of accessories for mass as well as religious objects like rosaries and images of saints. The altar was made up of three parts, lberally provided with sham gilt like the whole glory of the Holy Church. It was not possible without considerable ingenuity to detect what the pictures painted on these three parts actually represented. What was certain was that it was an altar which could have been used equally well by heathens in Zambesi or by the Shamans of the Buriats and Mongols. Painted in screaming colors it appeared from a distance like a coloured chart intended for colour-blind railway workers. One figure stood out prominently - a naked man with a halo and a body which was turning green, like the parson's nose of a goose which has begun to rot and is already stinking. No one was doing anything to this saint. On the contrary, he had on both sides of him two winged creatures which were supposed to represent angels. But anyone looking at them had the impression that this holy naked man was shrieking with horror at the company around him, for the angels looked like fairy-tale monsters and were a cross between a winged wild cat and the beast of the apocalypse. Opposite this was a picture which was meant to represent the Holy Trinity. By and large the painter had been unable to ruin the dove. He had painted a kind of bird which could equally well have been a pigeon or a White Wyandotte. God the Father looked like a bandit from the Wild West served up to the public in an American film thriller. The Son of God on the other hand was a gay young man with a handsome stomach draped in something like bathing drawers. Altogether he looked a sporting type. The cross which he had in his hand he held as elegantly as if it had been a tennis racquet. Seen from afar however all these details ran into each other and gave the impression of a train going into a station.

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.

A monopoly granted either to an individual or to a trading company, has the same effect as a secret in trade or manufactures. The monopolists, by keeping the market constantly understocked by never fully supplying the effectual demand, sell their commodities much above the natural price, and raise their emoluments, whether they consist in wages or profit, greatly above their natural rate. The price of monopoly is upon every occasion the highest which can be got. The natural price, or the price of free competition, on the contrary, is the lowest which can be taken, not upon every occasion indeed, but for any considerable time together. The

Why do insurance companies, when they want to describe an act of God, invariably pick on something which sounds much more like an act of the Devil? One would think that God was exclusively concerned in making hurricanes, smallpox, thunderbolts, and dry rot. They seem to forget that He also manufactures rainbows, apple-blossom, and Siamese kittens. However, that is, perhaps, a diversion.

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.

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.

an advertising-based system will tend to drive out of existence or into marginality the media companies and types that depend on revenue from sales alone. With advertising, the free market does not yield a neutral system in which final buyer choice decides. The advertisers’ choices influence media prosperity and survival.

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.

It was speculated that a car manufacturing company like Ford, or a space or aircraft project like NASA’s Manned Orbiting Laboratory Project, or millionaires like the Rockefellers or Howard Hughes were secretly purchasing the land. One account even suggested the Mafia was buying land to launder ill-gotten gains or dump bodies in the swamps. However,

Across organizations in services, manufacturing, healthcare and government, eighty percent of an organization’s improvement potential lies in front-line ideas.

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

The emergence of markets abroad put Americans to work, but it distorted the economies of poor countries in ways that greatly increased their poverty. As American companies accumulated vast sugar and fruit plantations in the Pacific, Central America, and the Caribbean, they forced countless small farmers off their land. Many became contract laborers who worked only when Americans needed them, and naturally came to resent the United States. At the same time, American companies flooded these countries with manufactured goods, preventing the development of local industry.

Consider the results of a study conducted at Northwestern University. Researchers gave online participants information about a pair of sofas we’ll call the Dream and the Titan. The two, manufactured by different furniture companies, were comparable in all respects except for their cushions. The Dream’s cushions were softer and more comfortable than the Titan’s but less durable. In

These are what they call ‘real fakes.’ The factories in China are commissioned by all the luxury brands to manufacture the leather. Say the company places an order for ten thousand units, but they actually make twelve thousand units. Then they can sell the remaining two thousand off the books on the black market as ‘fakes,’ even though they are made with the exact same material as the real ones.

He doesn’t flinch or react. As far as I can tell, he hasn’t even heard me. “Do you remember Kurt Claymore?” I swallow. The infamous Kurt. Of all the things he might say, this really wasn’t on my radar. “Yeah,” I say blandly. “I have a vague recollection.” “He’s been working the past five years as a manager at a Houston-based manufacturing company.” “So?” “So your friend Damien had him fired this morning.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

Low-fat had become the new mantra of the times, something we like to call the “Snackwell Phenomenon.” Food companies rushed to create low-fat versions of every food imaginable, all marketed as “heart-healthy,” with no cholesterol. (No one seemed to notice that manufacturers replaced the missing fat with tons of sugar and processed carbs, both of which are far more dangerous to our hearts than fat ever was.)

Toyota would be credited for its just-in-time theory of manufacturing, in which parts arrived from suppliers just in time to be part of the final assembly. But in any real sense that process began at the Rouge. Toasting Philip Caldwell, the head of Ford who in 1982 was visiting Japan, Eiji Toyoda, of the Toyota company, said, “There is no secret to how we learned to do what we do, Mr. Caldwell. We learned it at the Rouge.

When the NSSF fights against legislation designed to prevent mass shootings because it “won’t work and is a violation of rights,” we understand that many people agree with that argument. But that’s not, at all, even a little bit why the organization lobbies so hard. It works hand in hand with the NRA and certain senators, and spends millions of dollars per year for one reason and one reason only: to make more money. And every time a shooting happens, it makes even more money. Yes. For real. When a mass shooting makes national headlines, the gun lobby purposefully stokes up fear and paranoia over proposed new gun laws so that scared citizens get out their checkbooks and buy a new AR-15 (or sporting rifle). So why would the NSSF have any interest in stopping mass shootings? Why would it engage politically and invest in compromise, a reform plan that attempts to make all Americans safer, or any sort of reckoning of the role guns play in gun violence? It won’t. However you feel about guns and their place in America—whether we’re talking about rifles for hunting or assault rifles, or anything in between—it’s undeniable that the gun lobby has refused to acknowledge or entertain any sort of regulation or reform aimed at making us a safer and saner nation. The reason why: because that does not make it more money. A customer base kept terrified at all times that this will be “the last chance before the government bans” whatever gun manufacturers are peddling is much more valuable. A customer base absolutely convinced that the just-about-anyone-can-buy culture we have is politically necessary without seeing that it serves those companies is what they’re after. They have achieved it.

It’s hard enough to invent and manufacture and market a product, but then the logistics, the mechanics, the hydraulics of getting it to the people who want it, when they want it—this is how companies die, how ulcers are born.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

The Sussexes were cheered for urging manufacturers to donate free vaccines to poor countries. ‘The ultra-wealthy pharmaceutical companies are not sharing the recipes to make them,’ Harry told the crowd. ‘Recipes’ is the word he used.

According to a study by the Associated Press and the Center for Public Integrity, Purdue and other drug companies that manufacture opioid painkillers spent over $700 million between 2006 and 2015 on lobbying in Washington and in all fifty states. The combined spending of these groups amounted to roughly eight times what the gun lobby spent. (By comparison, during the same period, the small handful of groups pushing for limits on opioid prescribing spent $4 million

The notion that evil is non-rational is a more significant claim for Eagleton than at first appears, because he is (in this book [On Evil] as in others of his recent 'late period' prolific burst) anxious to rewrite theology: God (whom he elsewhere tells us is nonexistent, but this is no barrier to his being lots of other things for Eagleton too, among them Important) is not to be regarded as rational: with reference to the Book of Job Eagleton says, 'To ask after God's reasons for allowing evil, so [some theologians] claim, is to imagine him as some kind of rational or moral being, which is the last thing he is.' This is priceless: with one bound God is free of responsibility for 'natural evil'—childhood cancers, tsunamis that kill tens of thousands—and for moral evil also even though 'he' is CEO of the company that purposely manufactured its perpetrators; and 'he' is incidentally exculpated from blame for the hideous treatment meted out to Job.

The pharmaceutical companies that fund med schools don’t want this fact realized, and therefore the information is suppressed. Many pharmaceutical companies and doctors make money by treating symptoms rather than causations. When causations are understood, cures are oftentimes a given. Cures don’t make money. Why was Aspartame released into the population despite evidence of the damage it causes while Donald Rumsfeld was CEO of Searle? Why do you think George Bush was on the board of directors for Eli Lilly9 drug manufacturing? To counteract the mass genocide he perpetuates? Why do you think politicians are so healthy and live so long? What do they know that they aren’t telling us? I’m not saying this is all a conspiracy to thin the population, but pertinent health information should be public knowledge rather than deliberately suppressed. If this information were taught in schools, unethical drug companies would loose their control on the world.

When you talk about combat leadership under fire on the beach at Normandy,” Ellery concluded, “I don’t see how the credit can go to anyone other than the company-grade officers and senior NCOs who led the way. It is good to be reminded that there are such men, that there always have been and always will be. We sometimes forget, I think, that you can manufacture weapons, and you can purchase ammunition, but you can’t buy valor and you can’t pull heroes off an assembly line.”18 •   •

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.

The trillion-dollar pharmaceutical industry puts its research money into the search for magic bullets in the form of chemicals because pills mean money. If energy healing could be made into tablet form, drug manufacturers would get interested quickly. Instead, they identify deviations in physiology and behavior that vary from some hypothetical norm as unique disorders or dysfunctions, and then they educate the public about the dangers of these menacing disorders. Of course, the over-simplified symptomology used in defining the dysfunctions prevalent in drug company advertisements has viewers convinced they are afflicted by that particular malady. “Do you worry? Worry is a primary symptom of ‘medical condition’ called anxiety disorder. Stop your worry. Tell your doctor you want Addictazac, the new passion-pink drug.

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.

In the wake of the country’s newfound wealth, a religion of consumerism had spurred a mindless pursuit for greater corporate profits. This greed-fueled race eventually led to companies sending millions of manufacturing jobs overseas, resulting in the decline of the cherished middle class who made their living making things. For the first time, America’s children were looking at a lower standard of living than their parents. Corporate profit and material possessions were the new idolatry, shoving God’s message of ‘love thy neighbor’ into a dusty corner.

This much is clear to me: insofar as I am capable of feeling such pleasures as I believe Nick felt, I am strong; insofar as I am dependent on the pleasures made available by my salary and the things I own, I am weak. I feel much more secure in those pleasures for which I am dependent on the world, as Nick was for most of his, than in those for which I am dependent on the government or on a power company or on the manufacturers of appliances. And I am far from conceding anything to those who assume that the poor or anyone else can be improved by recourse to that carnival of waste and ostentation and greed known as “our high standard of living.” As Thoreau so well knew, and so painstakingly tried to show us, what a man most needs is not a knowledge of how to get more, but a knowledge of the most he can do without, and of how to get along without it. The essential cultural discrimination is not between having and not having or haves and have-nots, but between the superfluous and the indispensable. Wisdom, it seems to me, is always poised upon the knowledge of minimums; it might be thought to be the art of minimums.

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.

Four years ago, when I started writing this book, my hypothesis was mostly based on a hunch. I had been doing some research on university campuses and had begun to notice that many students I was meeting were preoccupied with the inroads private corporations were making into their public schools. They were angry that ads were creeping into cafeterias, common rooms, even washrooms; that their schools were diving into exclusive distribution deals with soft-drink companies and computer manufacturers, and that academic studies were starting to look more and more like market research.

According to an article in the Washington Post: The Food and Drug Administration has repeatedly urged antidepressant manufacturers not to disclose to physicians and the public that some clinical trials of the medications in children found that drugs were no better than sugar pills, according to documents and testimony released at a congressional hearing yesterday. Regulators supressed the negative information on the grounds that it might scare families and physicians away from the drugs, according to testimony by drug company executives. For at least three medications, they said, the FDA blocked the companies' plans to reveal the negative studies in drug labels.

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

commodity. Understanding the difference between the two is what creating a great business is all about. 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.

Apple doesn’t own the saw, and it doesn’t own the company that owns the saw. It also doesn’t staff the factory where the saw will be used. But it absolutely has an opinion as to which saw its supplier will use. It’s a new form of vertical integration. Where once a manufacturer would own every step of the process, Apple now controls each step without owning any of it.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

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.

Companies that manufactured aspirin petitioned the White House. “The White House called and told us to cease and desist,” recalled Foege. “Do a new study.” The aspirin makers had been able to force the CDC to scrap its findings and slow down science. Foege had resigned after that. “The fact that they would risk the lives of children—it just bothered me so much,” he said.

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A new president came, talked with the head of sales, design, manufacturing, consumer research, and so forth. Everybody was doing a superb job, and had been doing so for years. Nobody had any problems. Yet somehow or other the company was going down the tube. Why? The answer was simple. Each staff area was sub-optimizing its own work, but not working as a team for the company.

Suppose I feel I have no friends, and I’m very lonely. What happens if I sit with that? I begin to see that my feelings of loneliness are really just thoughts. As a matter of fact, I’m simply sitting here. Maybe I’m sitting alone in my room, without a date. Nobody has called me, and I feel lonely. In fact, however, I’m simply sitting. The loneliness and the misery are simply my thoughts, my judgments that things should be other than what they are. I haven’t seen through them; I haven’t recognized that my misery is manufactured by me. The truth of the matter is, I’m simply sitting in my room. It takes time before we can see that just to sit there is okay, just fine. I cling to the thought that if I don’t have pleasant and supportive company, I am miserable.

My former boss Dan Burke once handed me a note that said: “Avoid getting into the business of manufacturing trombone oil. You may become the greatest trombone-oil manufacturer in the world, but in the end, the world only consumes a few quarts of trombone oil a year!” He was telling me not to invest in small projects that would sap my and the company’s resources and not give much back.

those manufacturing companies: America! With our pocket money we bought flat packets of chewing gum, beautifully wrapped, that included a picture of a movie star – we collected those – and it all smelled strange and rosy: America! On short-wave radio an army station crackled into the room, with an announcer who might start talking right over a swing band: America! Lionel Hampton came to the Netherlands in September 1953 and his saxophonist lay on his back onstage and carried on playing. Hampton abandoned his vibraphone to play drums for a while and to do an improvised dance to ‘Hey-Ba-Ba-Re-Bop’. De Gelderlander, our provincial newspaper, wrote: ‘How vast must be the emptiness of those hearts that have lost any longing for values more exalted than those of Negro moaning.’ But

that country became a center for making mobile phone components and handsets. 5. The controller board is made in China because U.S. companies long ago transferred manufacture of printed circuit boards to Asia. 6. The lithium polymer battery is made in China because battery development and manufacturing migrated to China along with the development and manufacture of consumer electronics and notebook

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.

The results of decades of neurotransmitter-depletion studies point to one inescapable conclusion: low levels or serotonin, norepinephrine or dopamine do not cause depression. here is how the authors of the most complete meta-analysis of serotonin-depletion studies summarized the data: "Although previously the monoamine systems were considered to be responsible for the development of major depressive disorder (MDD), the available evidence to date does not support a direct causal relationship with MDD. There is no simple direct correlation of serotonin or norepinephrine levels in the brain and mood.' In other words, after a half-century of research, the chemical-imbalance hypothesis as promulgated by the drug companies that manufacture SSRIs and other antidepressants is not only with clear and consistent support, but has been disproved by experimental evidence.

Fittingly, Harald's name today is ubiquitous as a technology that unites disparate devices. Begun in 1994 by the Swedish company Ericsson, Bluetooth passes information wirelessly between phones and computers regardless of operating system or manufacturer. Just as the tenth century Viking king united fierce rivals, a Samsung phone will now communicate with an Apple computer. The two runes that make up the modern symbol for Bluetooth technology are the king's initials. 176.

No psychic powers; I just happen to know how several of the big toy companies jack up their January and February sales. They start prior to Christmas with attractive TV ads for certain special toys. The kids, naturally, want what they see and extract Christmas promises for these items from their parents. Now here’s where the genius of the companies’ plan comes in: They undersupply the stores with the toys they’ve gotten the parents to promise. Most parents find those things sold out and are forced to substitute other toys of equal value. The toy manufacturers, of course, make a point of supplying the stores with plenty of these substitutes. Then, after Christmas, the companies start running the ads again for the other, special toys. That juices up the kids to want those toys more than ever. They go running to their parents whining, ‘You promised, you promised,’ and the adults go trudging off to the store to live up dutifully to their words.

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

fad is a wave in the ocean, and a trend is the tide. A fad gets a lot of hype, and a trend gets very little. Like a wave, a fad is very visible, but it goes up and down in a big hurry. Like the tide, a trend is almost invisible, but it’s very powerful over the long term. A fad is a short-term phenomenon that might be profitable, but a fad doesn’t last long enough to do a company much good. Furthermore, a company often tends to gear up as if a fad were a trend. As a result, the company is often stuck with a lot of staff, expensive manufacturing facilities, and distribution networks. (A fashion, on the other hand, is a fad that repeats itself. Examples: short skirts for women and double-breasted suits for men. Halley’s Comet is a fashion because it comes back every 75 years or so.) When the fad disappears, a company often goes into a deep financial shock. What happened to Atari is typical in this respect. And look how Coleco Industries handled the Cabbage Patch Kids. Those homely dolls hit the market in 1983 and started to take off. Coleco’s strategy was to milk the kids for all they were worth. Hundreds of Cabbage Patch novelties flooded the toy stores. Pens, pencils, crayon boxes, games, clothing. Two years later, Coleco racked up sales of $776 million and profits of $83 million. Then the bottom dropped out of the Cabbage Patch Kids. By 1988 Coleco went into Chapter 11. Coleco died, but the kids live on. Acquired by Hasbro in 1989, the Cabbage Patch Kids are now being handled conservatively. Today they’re doing quite well.

We seem unwilling to allow for the possibility that the glory of our species may lie not only in the launch of satellites, the founding of companies and the manufacture of miraculously thin semi-conductors, but also in an ability -- even if it is widely distributed among billions -- to spoon yoghurt into small mouths, find missing socks, clean toilets, deal with tantrums and wipe congealed things off tables. Here, too, there are trials worthy not of condemnation or sarcastic ridicule but of a degree of glamour, so that they may be endured with greater sympathy and fortitude.

The oligarchy was divided into Liberals and Conservatives, who were united in their terror of communism after the success of the Cuban Revolution, especially since many of them had had interests in the brothels and casinos of Havana; others had had interests in pharmaceutical companies that manufactured drugs to cure the diseases spread by the former, and some in supplying guns to be used by gangs struggling for control of the latter. However, the Liberals and Conservatives differed over how to combat the spread of such appalling beliefs as “equality,” “fair pay,” and “democracy.” The Conservatives believed in coming down hard on them; this involved being curt with your campesinos, keeping them illiterate, and paying them a fixed wage of 150 pesos a week. The Liberals, on the other hand, believed in being jolly with your campesinos, teaching them to read bits of paper with instructions on them, and paying them a fixed wage of 150 pesos a week. In this way they hoped that the peasants would become too contented to bother to be Communists. The whole situation became infinitely confused by the Conservatives’ habit of describing the Liberals as “Communists.

The key of brotherhood and sisterhood is that brothers and sisters carry the same genetic code. Together, united, they carry the legacy of their forefathers. Our bond (through our shared blood/DNA) as Ba Ga Mohlala family/clan is our insurance for the future. As Ba Ga Mohlala we can have our own Law firms, Auditing Firms, Doctors's Medical Surgeries, Private School, Private Clinics or Private Hospital, farms and lot of small to medium manufacturing, service, retail and wholesale companies and become self relient. All it takes to achieve that is unity, willpower and commitment.

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.

different subject. The story of the serotonin hypothesis for depression, and its enthusiastic promotion by drug companies, is part of a wider process that has been called ‘disease-mongering’ or ‘medicalisation’, where diagnostic categories are widened, whole new diagnoses are invented, and normal variants of human experience are pathologised, so they can be treated with pills. One simple illustration of this is the recent spread of ‘checklists’ enabling the public to diagnose, or help diagnose, various medical conditions. In 2010, for example, the popular website WebMD launched a new test: ‘Rate your risk for depression: could you be depressed?’ It was funded by Eli Lilly, manufacturers of the antidepressant duloxetine, and this was duly declared on the page, though that doesn’t reduce the absurdity of what followed. The test consisted of ten questions, such as: ‘I feel sad or down most of the time’; ‘I feel tired almost every day’; ‘I have trouble concentrating’; ‘I feel worthless or hopeless’; ‘I find myself thinking a lot about dying’; and so on. If you answered ‘no’ to every single one of these questions – every single one – and then pressed ‘Submit’, the response was clear: ‘You may be at risk for major depression’.

Hypothetically, then, you may be picking up in someone a certain very strange type of sadness that appears as a kind of disassociation from itself, maybe, Love-o.’ ‘I don’t know disassociation.’ ‘Well, love, but you know the idiom “not yourself” — “He’s not himself today,” for example,’ crooking and uncrooking fingers to form quotes on either side of what she says, which Mario adores. ‘There are, apparently, persons who are deeply afraid of their own emotions, particularly the painful ones. Grief, regret, sadness. Sadness especially, perhaps. Dolores describes these persons as afraid of obliteration, emotional engulfment. As if something truly and thoroughly felt would have no end or bottom. Would become infinite and engulf them.’ ‘Engulf means obliterate.’ ‘I am saying that such persons usually have a very fragile sense of themselves as persons. As existing at all. This interpretation is “existential,” Mario, which means vague and slightly flaky. But I think it may hold true in certain cases. My own father told stories of his own father, whose potato farm had been in St. Pamphile and very much larger than my father’s. My grandfather had had a marvelous harvest one season, and he wanted to invest money. This was in the early 1920s, when there was a great deal of money to be made on upstart companies and new American products. He apparently narrowed the field to two choices — Delaware-brand Punch, or an obscure sweet fizzy coffee substitute that sold out of pharmacy soda fountains and was rumored to contain smidgeons of cocaine, which was the subject of much controversy in those days. My father’s father chose Delaware Punch, which apparently tasted like rancid cranberry juice, and the manufacturer of which folded. And then his next two potato harvests were decimated by blight, resulting in the forced sale of his farm. Coca-Cola is now Coca-Cola. My father said his father showed very little emotion or anger or sadness about this, though. That he somehow couldn’t. My father said his father was frozen, and could feel emotion only when he was drunk. He would apparently get drunk four times a year, weep about his life, throw my father through the living room window, and disappear for several days, roaming the countryside of L’Islet Province, drunk and enraged.’ She’s not been looking at Mario this whole time, though Mario’s been looking at her. She smiled. ‘My father, of course, could himself tell this story only when he was drunk. He never threw anyone through any windows. He simply sat in his chair, drinking ale and reading the newspaper, for hours, until he fell out of the chair. And then one day he fell out of the chair and didn’t get up again, and that was how your maternal grandfather passed away. I’d never have gotten to go to University had he not died when I was a girl. He believed education was a waste for girls. It was a function of his era; it wasn’t his fault. His inheritance to Charles and me paid for university.’ She’s been smiling pleasantly this whole time, emptying the butt from the ashtray into the wastebasket, wiping the bowl’s inside with a Kleenex, straightening straight piles of folders on her desk.

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.

True, the Web produces acute concentration. A large number of users visit just a few sites, such as Google, which, at the time of this writing, has total market dominance. At no time in history has a company grown so dominant so quickly—Google can service people from Nicaragua to southwestern Mongolia to the American West Coast, without having to worry about phone operators, shipping, delivery, and manufacturing. This is the ultimate winner-take-all case study. People forget, though, that before Google, Alta Vista dominated the search-engine market. I am prepared to revise the Google metaphor by replacing it with a new name for future editions of this book.

Tis with great Pleasure I observe, That Men of Letters, in this Age, have lost, in a great Measure, that Shyness and Bashfulness of Temper, which kept them at a Distance from Mankind; and, at the same Time, That Men of the World are proud of borrowing from Books their most agreeable Topics of Conversation. ’Tis to be hop’d, that this League betwixt the learned and conversible Worlds, which is so happily begun, will be still farther improv’d to their mutual Advantage; and to that End, I know nothing more advantageous than such Essays as these with which I endeavour to entertain the Public. In this View, I cannot but consider myself as a Kind of Resident or Ambassador from the Dominions of Learning to those of Conversation; and shall think it my constant Duty to promote a good Correspondence betwixt these two States, which have so great a Dependence on each other. I shall give Intelligence to the Learned of whatever passes in Company, and shall endeavour to import into Company whatever Commodities I find in my native Country proper for their Use and Entertainment. The Balance of Trade we need not be jealous of, nor will there be any Difficulty to preserve it on both Sides. The Materials of this Commerce must chiefly be furnish’d by Conversation and common Life: The manufacturing of them alone belongs to Learning. As

However hyped the risk of germs may be, it is at least real. Some corporations go so far as to conjure threats where there are none. A television ad for Brita, the German manufacturer of water-filtration systems, starts with a close-up of a glass of water on a kitchen table. The sound of a flushing toilet is heard. A woman opens a door, enters the kitchen, sits at the table and drinks the water. The water in your toilet and the water in your faucet "come from the same source," the commercial concludes. Sharp-eyed viewers will also see a disclaimer a the start of the ad printed in tiny white letters: MUNICIPAL WATER IS TREATED FOR CONSUMPTION. This is effectively an admission that the shared origin of the water in the glass and the toilet is irrelevant and so the commercial makes no sense--at least not on a rational level. As a pitch aimed at Gut, however, it makes perfect sense. The danger of contaminated drinking water is as old as humanity, and the worst contaminant has always been feces. Our hardwired defense against contamination is disgust, an emotion that drives us to keep our distance from the contaminant. By linking the toilet and the drinking glass, the commercial connects feces to our home's drinking water and raises an ancient fear--a fear that can be eased with the purchase of one of the company's many fine products.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

It is the old practice of bear-baiting, new and improved by modern innovation. A company in Maine makes a similar device called the “Phantom Whitetail,” digitally reproducing “12 different sounds proven to arouse the curiosity of Whitetail Deer,” including the “estrus bleat” and “fawn distress.’’35 And here again every free-market justification can be found for such products. People freely buy and sell them. Government should stay out of it. The manufacturer needs to make a living. They’re a time-saver, and on and on. But we’re left with the same moral question. What sort of dominion is that? What kind of person would use such a thing, drawing in animals by the sounds of their helpless young?

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.

These examinations and certificates and so on--what did they matter? And all this efficiency and up-to-dateness--what did that matter, either? Ralston was trying to run Brookfield like a factory--a factory for turning out a snob culture based on money and machines. The old gentlemanly traditions of family and broad acres were changing, as doubtless they were bound to; but instead of widening them to form a genuine inclusive democracy of duke and dustman, Ralston was narrowing them upon the single issue of a fat banking account. There never had been so many rich men's sons at Brookfield. The Speech Day Garden Party was like Ascot. Ralston met these wealthy fellows in London clubs and persuaded them that Brookfield was the coming school, and, since they couldn't buy their way into Eton or Harrow, they greedily swallowed the bait. Awful fellows, some of them--though others were decent enough. Financiers, company promoters, pill manufacturers. One of them gave his son five pounds a week pocket money. Vulgar . . . ostentatious . . . all the hectic rotten-ripeness of the age. . . . And once Chips had got into trouble because of some joke he had made about the name and ancestry of a boy named Isaacstein. The boy wrote home about it, and Isaacstein père sent an angry letter to Ralston. Touchy, no sense of humor, no sense of proportion--that was the matter with them, these new fellows. . . . No sense of proportion. And it was a sense of proportion, above all things, that Brookfield ought to teach--not so much Latin or Greek or Chemistry or Mechanics. And you couldn't expect to test that sense of proportion by setting papers and granting certificates...

Many people take this as evidence of duplicity or cynicism. But they don’t know what it’s like to be expected to make comments, almost every working day, on things of which they have little or no reliable knowledge or about which they just don’t care. They don’t appreciate the sheer number of things on which a politician is expected to have a position. Issues on which the governor had no strong opinions, events over which he had no control, situations on which it served no useful purpose for him to comment—all required some kind of remark from our office. On a typical day Aaron might be asked to comment on the indictment of a local school board chairman, the ongoing drought in the Upstate, a dispute between a power company and the state’s environmental regulatory agency, and a study concluding that some supposedly crucial state agency had been underfunded for a decade. Then there were the things the governor actually cared about: a senate committee’s passage of a bill on land use, a decision by the state supreme court on legislation applying to only one county, a public university’s decision to raise tuition by 12 percent. Commenting on that many things is unnatural, and sometimes it was impossible to sound sincere. There was no way around it, though. Journalists would ask our office about anything having remotely to do with the governor’s sphere of authority, and you could give only so many minimalist responses before you began to sound disengaged or ignorant or dishonest. And the necessity of having to manufacture so many views on so many subjects, day after day, fosters a sense that you don’t have to believe your own words. You get comfortable with insincerity. It affected all of us, not just the boss. Sometimes I felt no more attachment to the words I was writing than a dog has to its vomit.

As people come to understand the environmental damages being caused by carbon and industry pollutants, there is a call for "full-cost accounting." This is an effort to include the adverse environmental costs of manufacturing and other production in the price of producing those items--from the cost of cleanup to the health impacts of carbon pollution. Currently, companies' profit-and-loss statements don't account for these and other costs, which are paid for by us all, and disproportionately by the poor and vulnerable. By failing to pay for the real cost of production, by misrepresenting or ignoring the vast consequences of some of their work, certain businesses and corporations have pursued paths that are at odds with the interests of society. A greater movement toward full-cost accounting is critical if we are going to align business decisions with what is in the best interests of future generations...

Dear Mr. Vermylen: Your company has been one of our good customers for fourteen years. Naturally, we are very grateful for your patronage and are eager to give you the speedy, efficient service you deserve. However, we regret to say that it isn’t possible for us to do that when your trucks bring us a large shipment late in the afternoon, as they did on November 10. Why? Because many other customers make late afternoon deliveries also. Naturally, that causes congestion. That means your trucks are held up unavoidably at the pier and sometimes even your freight is delayed. That’s bad, but it can be avoided. If you make your deliveries at the pier in the morning when possible, your trucks will be able to keep moving, your freight will get immediate attention, and our workers will get home early at night to enjoy a dinner of the delicious macaroni and noodles that you manufacture. Regardless of when your shipments arrive, we shall always cheerfully do all in our power to serve you promptly. You are busy. Please don’t trouble to answer this note.

We already have eight hundred million people living in hunger—and population is growing by eighty million a year. Over a billion people are in poverty—and present industrial strategies are making them poorer, not richer. The percentage of old people will double by 2050—and already there aren’t enough young people to care for them. Cancer rates are projected to increase by seventy percent in the next fifteen years. Within two decades our oceans will contain more microplastics than fish. Fossil fuels will run out before the end of the century. Do you have an answer to those problems? Because I do. Robot farmers will increase food production twentyfold. Robot carers will give our seniors a dignified old age. Robot divers will clear up the mess humans have made of our seas. And so on, and so on—but every single step has to be costed and paid for by the profits of the last.” He paused for breath, then went on, “My vision is a society where autonomous, intelligent bots are as commonplace as computers are now. Think about that—how different our world could be. A world where disease, hunger, manufacturing, design, are all taken care of by AI. That’s the revolution we’re shooting for. The shopbots get us to the next level, that’s all. And you know what? This is not some binary choice between idealism or realism, because for some of us idealism is just long-range realism. This shit has to happen. And you need to ask yourself, do you want to be part of that change? Or do you want to stand on the sidelines and bitch about the details?” We had all heard this speech, or some version of it, either in our job interviews, or at company events, or in passionate late-night tirades. And on every single one of us it had had a deep and transformative effect. Most of us had come to Silicon Valley back in those heady days when it seemed a new generation finally had the tools and the intelligence to change the world. The hippies had tried and failed; the yuppies and bankers had had their turn. Now it was down to us techies. We were fired up, we were zealous, we felt the nobility of our calling…only to discover that the general public, and our backers along with them, were more interested in 140 characters, fitness trackers, and Grumpy Cat videos. The greatest, most powerful deep-learning computers in humanity’s existence were inside Google and Facebook—and all humanity had to show for it were adwords, sponsored links, and teenagers hooked on sending one another pictures of their genitals.

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

What’s the best thing you’ve done in your work and career? In business decision-making, certainly one of your highlights was licensing your computer operating system to IBM for almost no money, provided you could retain the right to license the system to other computer manufacturers as well. IBM was happy to agree because, after all, nobody would possibly want to compete with the most powerful company in the world, right? With that one decision, your system and your company became dominant throughout the world, and you, Bill Gates, were on your way to a net worth of more than $60 billion. Or maybe you’d like to look at your greatest career achievement from a different angle. Instead of focusing on the decision that helped you make so much money, maybe you’d like to look at the decision to give so much of it away. After all, no other person in history has become a philanthropist on the scale of Bill Gates. Nations in Africa and Asia are receiving billions of dollars in medical and educational support. This may not be as well publicized as your big house on Lake Washington with its digitalized works of art, but it’s certainly something to be proud of. Determining your greatest career achievement is a personal decision. It can be something obvious or something subtle. But it should make you proud of yourself when you think of it. So take a moment, then make your choice.

On May 31, 1921, the Ford Motor Company turned out Car No. 5,000,000. It is out in my museum along with the gasoline buggy that I began work on thirty years before and which first ran satisfactorily along in the spring of 1893. I was running it when the bobolinks came to Dearborn and they always come on April 2nd. There is all the difference in the world in the appearance of the two vehicles and almost as much difference in construction and materials, but in fundamentals the two are curiously alike—except that the old buggy has on it a few wrinkles that we have not yet quite adopted in our modern car. For that first car or buggy, even though it had but two cylinders, would make twenty miles an hour and run sixty miles on the three gallons of gas the little tank held and is as good to-day as the day it was built. The development in methods of manufacture and in materials has been greater than the development in basic design. The whole design has been refined; the present Ford car, which is the "Model T," has four cylinders and a self starter—it is in every way a more convenient and an easier riding car. It is simpler than the first car. But almost every point in it may be found also in the first car. The changes have been brought about through experience in the making and not through any change in the basic principle—which I take to be an important fact demonstrating that, given a good idea to start with, it is better to concentrate on perfecting it than to hunt around for a new idea.

Staying at Home during this lockdown period is the right time to find your life purpose within Ba Ga Mohlala family/clan. This is an opportunity to know yourself better and to understand what motivates and feeds your mind and your soul, and also to find out as to where you fit in the bigger Ba Ga Mohlala family/clan. All members of each family/clan possess characteristics, abilities, and qualities specific to that family/clan. It is up to the family/clan to distinguish itself amongst other families/clans. Ba Ga Mohlala has become an institution to build cooperation in order to build and forge unity for social and economic benefits for Ba Ga Mohlala and Banareng in general. An institution is social structure in which people cooperate and which influences the behavior of people and the way they live. intelligence and assertiveness comes to us as our nature, it is in our blood (DNA) and all there is for us to do is to nature it and it will shine, otherwise it will gather dust and rust in us. The key of brotherhood and sisterhood is that brothers and sisters carry the same genetic code. Together, united, they carry the legacy of their forefathers. Our bond (through our shared blood/DNA) as Ba Ga Mohlala family/clan is our insurance for the future. As Ba Ga Mohlala we can have our own Law firms, Auditing Firms, Doctors's Medical Surgeries, Private School, Private Clinics or Private Hospital, farms and lot of small to medium manufacturing, service, retail and wholesale companies and become self relient. All it takes to achieve that is unity, willpower and commitment.

Let’s begin with this notion that society, not entrepreneurs, is primarily responsible for the success of an enterprise. What is the evidence for that? Actually there is very little. Consider the great inventions and innovations of the nineteenth century that made possible the Industrial Revolution and the rising standard of living that propelled America into the front ranks of the world by the mid-twentieth century. Who built the telegraph, and the great shipping lines, and the railroads, and the airplanes? Who produced the tractors and the machinery that made America the manufacturing capital of the world? Who built and then made available home appliances like the vacuum cleaner, the automatic dishwasher, and the microwave oven? More recent, who built the personal computer, the iPhone, and the software and search engines that power the electronic revolution? Entrepreneurs, that’s who. Government played a role, but that role was extremely modest. In the nineteenth century, the government did little more than grant licenses to companies to operate on the high seas or to go ahead and build railroads. As is often the case when there are government favors to be had, such licenses and contracts were attended with the usual lobbying, cajoling, and corruption. In the twentieth century, the government refused to help the Wright brothers because it had its own cockamamie idea about how airplanes should be built; the Wright brothers, on their own, actually went ahead and built one that could fly, and the government was so angry that for a long time it simply ignored this stunning new invention.

By March, front-line doctors around the world were spontaneously reporting miraculous results following early treatment with HCQ, and this prompted growing anxiety for Pharma. On March 13, a Michigan doctor and trader, Dr. James Todaro, M.D., tweeted his review of HCQ as an effective COVID treatment, including a link to a public Google doc.48,49 Google quietly scrubbed Dr. Todaro’s memo. This was six days before the President endorsed HCQ. Google apparently didn’t want users to think Todaro’s message was missing; rather, the Big Tech platform wanted the public to believe that Todaro’s memo never even existed. Google has a long history of suppressing information that challenges vaccine industry profits. Google’s parent company Alphabet owns several vaccine companies, including Verily, as well as Vaccitech, a company banking on flu, prostate cancer, and COVID vaccines.50,51 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.

Peugeot belongs to a particular genre of legal fictions called ‘limited liability companies’. The idea behind such companies is among humanity’s most ingenious inventions. Homo sapiens lived for untold millennia without them. During most of recorded history property could be owned only by flesh-and-blood humans, the kind that stood on two legs and had big brains. If in thirteenth-century France Jean set up a wagon-manufacturing workshop, he himself was the business. If a wagon he’d made broke down a week after purchase, the disgruntled buyer would have sued Jean personally. If Jean had borrowed 1,000 gold coins to set up his workshop and the business failed, he would have had to repay the loan by selling his private property – his house, his cow, his land. He might even have had to sell his children into servitude. If he couldn’t cover the debt, he could be thrown in prison by the state or enslaved by his creditors. He was fully liable, without limit, for all obligations incurred by his workshop. If you had lived back then, you would probably have thought twice before you opened an enterprise of your own. And indeed this legal situation discouraged entrepreneurship. People were afraid to start new businesses and take economic risks. It hardly seemed worth taking the chance that their families could end up utterly destitute. This is why people began collectively to imagine the existence of limited liability companies. Such companies were legally independent of the people who set them up, or invested money in them, or managed them. Over the last few centuries such companies have become the main players in the economic arena, and we have grown so used to them that we forget they exist only in our imagination.

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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 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.

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.

There are kinds of food we’re hard wired to love. Salt, sugars, and fats. Food that, over the course of the history of our species, has helped us get through some long winters, and plow through some extreme migrations. There are also certain kinds of information we’re hard wired to love: affirmation is something we all enjoy receiving, and the confirmation of our beliefs helps us form stronger communities. The spread of fear and its companion, hate, are clearly survival instincts, but more benign acts like gossip also help us spread the word about things that could be a danger to us. In the world of food, we’ve seen massive efficiencies leveraged by massive corporations that have driven the cost of a calorie down so low that now obesity is more of a threat than famine. Those same kinds of efficiencies are now transforming our information supply: we’ve learned how to produce and distribute information in a nearly free manner. The parallels between what’s happened to our food and what’s happened to our information are striking. Driven by a desire for more profits, and a desire to feed more people, manufacturers figured out how to make food really cheap; and the stuff that’s the worst for us tends to be the cheapest to make. As a result, a healthy diet — knowing what to consume and what to avoid — has gone from being a luxury to mandatory for our longevity. Just as food companies learned that if they want to sell a lot of cheap calories, they should pack them with salt, fat, and sugar — the stuff that people crave — media companies learned that affirmation sells a lot better than information. Who wants to hear the truth when they can hear that they’re right? Because of the inherent social nature of information, the consequences of these new efficiencies are far more dramatic than even the consequence of physical obesity. Our information habits go beyond affecting the individual. They have serious social consequences. Much as a poor diet gives us a variety of diseases, poor information diets give us new forms of ignorance — ignorance that comes not from a lack of information, but from overconsumption of it, and sicknesses and delusions that don’t affect the underinformed but the hyperinformed and the well educated.

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.

propose that we consider our farmers on a spectrum, let’s say, of agrarianism. On one end of the spectrum we have farmers like James, interested in producing the finest foodstuffs that they can, given the soil, the climate, the water, the budget, and their talent. They observe how efficacious or not their efforts are proving, and they adapt accordingly. Variety is one of the keys to this technique, eschewing the corporate monocultures for a revolving set of plants and animals, again, to mimic what was already happening on the land before we showed up with our earth-shaving machinery. It’s tough as hell, and in many cases impossible, to farm this way and earn enough profit to keep your bills paid and your family fed, but these farmers do exist. On the other end of the spectrum is full-speed-ahead robo-farming, in which the farmer is following the instructions of the corporation to produce not food but commodities in such a way that the corporation sits poised to make the maximum financial profit. Now, this is the part that has always fascinated me about us as a population: This kind of farmer is doing all they can to make their factory quota for the company, of grain, or meat, or what have you, despite their soil, climate, water, budget, or talent. It only stands to reason that this methodology is the very definition of unsustainable. Clearly, this is an oversimplification of an issue that requires as much of my refrain (nuance!) as any other human endeavor, but the broad strokes are hard to refute. The first farmer is doing their best to work with nature. The second farmer is doing their best despite nature. In order for the second farmer to prosper, they must defeat nature. A great example of this is the factory farming of beef/pork/chicken/eggs/turkey/salmon/etc. The manufacturers of these products have done everything they can to take the process out of nature entirely and hide it in a shed, where every step of the production has been engineered to make a profit; to excel at quantity. I know you’re a little bit ahead of me here, but I’ll go ahead and ask the obvious question: What of quality? If you’re willing to degrade these many lives with impunity—the lives of the animals themselves, the workers “growing” them, the neighbors having to suffer the voluminous poisons being pumped into the ecosystem/watershed, and the humans consuming your products—then what are you about? Can that even be considered farming? Again, I’m asking this of us. Of you and me, because what I have just described is the way a lot of our food is produced right now, in the system that we all support with our dollars. How did we get here, in both the US and the UK? How can we change our national stance toward agriculture to accommodate more middle-size farmers and less factory farms? How would Aldo Leopold feel about it?

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.