Merging Companies Quotes

If you make human company too important you will not discover your true Self. Relationships not based in truth are never entirely reliable and are rarely enduring. Taking time to discover yourself is the best use of time. Prioritize this. One should not excessively seek partners or friends, one should seek to know and be oneself. As you begin to awaken to the Truth, you start noticing how well life flows by itself and how well you are cared for. Life supports the physical, emotional, mental and spiritual needs of the one who is open to self-discovery. Trust opens your eyes to the recognition of this. Surrender allows you to merge in your own eternal being.

In good company there is never such discourse between two, across the table, as takes place when you leave them alone. In good company, the individuals merge their egotism into a social soul exactly coextensive with the several consciousnesses there present. No partialities of friend to friend, no fondnesses of brother to sister, of wife to husband, are there pertinent, but quite otherwise. Only he may then speak who can sail on the common thought of the party, and not poorly limited to his own. Now this convention, which good sense demands, destroys the high freedom of great conversation, which requires an absolute running of two souls into one.

When a forty-minute swim in the Hendrix's underground pool failed to dispel either the longing for Miriam Bancroft's torrid company or the Merge Nine hangover, I did the only thing I felt equipped for. I ordered painkillers from room service, and went shopping.

There is something strange about agony; the memory of it can be terribly short-lived when the contrast of revival and a pretty spring afternoon have dispelled the regrets. One drink of vodka in a cheerful glass, in the company of good poetry and the scent of blossoms and earth might entice the most well intended to forgo promise of atonement until a worse time. I have at times been just less than amazed how one drink merges with the second, where at some unknown point a mental transformation sets in. I have never been able to ascertain at what point that is--not precisely--and I have been conscious of trying to catch that moment, to try and understand it, to try and prevent it from happening, or at least have a fair chance to decide wheather or not to cross over into that other realm. Such an elusive thing, this is.

In the wink of an eye, all quaint days of the past, the present, and future will meld together into the bottomless unknown of perpetuity. Only trace evidence of our invertebrate existence will anoint future generations. In the crinkle of time, our houses will crumble apart. Companies that we worked for will go out of business or merge with other nameless conglomerates. What will survive us are our children and our words.

The differential phrasing might seem minor, but it is critical to achieving the company’s unitization goal. Providing advice puts a person in a merging state of mind, which stimulates a linking of one’s own identity with another party’s.

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

Warren Buffett, quoting Henry Ford, often talks about the importance of keeping all your eggs in one basket, then watching that basket very carefully. One thing that appalled me and that I’d seen too many times was the Wall Street practice of having many eggs in many baskets. Even the most reputable mutual fund companies have a practice of selling multiple funds. The ones that do well are those that then get the marketing dollars and raise more money from investors. The ones that do poorly are either shut down or merged into the better-performing funds. In the process, the failures are buried as if they’d never existed while

To be together is for us to be at once as free as in solitude, as gay as in company. We talk, I believe, all day long: to talk to each other is but a more animated and an audible thinking. All my confidence is bestowed on him, all his confidence devoted to me; we are precisely suited in character. -perfect concord is the result.

My reading has been lamentably desultory and immedthodical. Odd, out of the way, old English plays, and treatises, have supplied me with most of my notions, and ways of feeling. In everything that relates to science, I am a whole Encyclopaedia behind the rest of the world. I should have scarcely cut a figure among the franklins, or country gentlemen, in King John's days. I know less geography than a schoolboy of six weeks standing. To me a map of old Ortelius is as authentic as Arrowsmith. I do not know whereabout Africa merges into Asia, whether Ethiopia lie in one or other of those great divisions, nor can form the remotest, conjecture of the position of New South Wales, or Van Diemen's Land. Yet do I hold a correspondence with a very dear friend in the first named of these two Terrae Incognitae. I have no astronomy. I do not know where to look for the Bear or Charles' Wain, the place of any star, or the name of any of them at sight. I guess at Venus only by her brightness - and if the sun on some portentous morn were to make his first appearance in the west, I verily believe, that, while all the world were grasping in apprehension about me, I alone should stand unterrified, from sheer incuriosity and want of observation. Of history and chronology I possess some vague points, such as one cannot help picking up in the course of miscellaneous study, but I never deliberately sat down to a chronicle, even of my own country. I have most dim apprehensions of the four great monarchies, and sometimes the Assyrian, sometimes the Persian, floats as first in my fancy. I make the widest conjectures concerning Egypt, and her shepherd kings. My friend M., with great pains taking, got me to think I understood the first proposition in Euclid, but gave me over in despair at the second. I am entirely unacquainted with the modern languages, and, like a better man than myself, have 'small Latin and less Greek'. I am a stranger to the shapes and texture of the commonest trees, herbs, flowers - not from the circumstance of my being town-born - for I should have brought the same inobservant spirit into the world with me, had I first seen it, 'on Devon's leafy shores' - and am no less at a loss among purely town objects, tool, engines, mechanic processes. Not that I affect ignorance - but my head has not many mansions, nor spacious, and I have been obliged to fill it with such cabinet curiosities as it can hold without aching. I sometimes wonder how I have passed my probation with so little discredit in the world, as I have done, upon so meagre a stock. But the fact is, a man may do very well with a very little knowledge, and scarce be found out, in mixed company; everybody is so much more ready to produce his own, than to call for a display of your acquisitions. But in a tete-a-tete there is no shuffling. The truth will out. There is nothing which I dread so much, as the being left alone for a quarter of an hour with a sensible, well-informed man that does not know me.

5-4-10 Tuesday 8:00 A.M. Made a large batch of chili and spaghetti to freeze yesterday. And some walnut fudge! Relieved the electricity is still on. It’s another beautiful sunny day with fluffy white clouds drifting by. The last cloud bank looked like a dog with nursing pups. I open the window and let in some fresh air filled with the scent of apple and plum blossoms and flowering lilacs. Feels like it’s close to 70 degrees. There’s a boy on a skate board being pulled along by his St. Bernard, who keeps turning around to see if his young friend is still on board. I’m thinking of a scene still vividly displayed in my memory. I was nine years old. I cut through the country club on my way home from school and followed a narrow stream, sucking on a jawbreaker from Ben Franklins, and I had some cherry and strawberry pixie straws, and banana and vanilla taffy inside my coat pocket. The temperature was in the fifties so it almost felt like spring. There were still large patches of snow on the fairways in the shadows and the ground was soggy from the melt off. Enthralled with the multi-layers of ice, thin sheets and tiny ice sickles gleaming under the afternoon sun, dripping, streaming into the pristine water below, running over the ribbons of green grass, forming miniature rapids and gently flowing rippling waves and all the reflections of a crystal cathedral, merging with the hidden world of a child. Seemingly endless natural sculptures. Then the hollow percussion sounds of the ice thudding, crackling under my feet, breaking off little ice flows carried away into a snow-covered cavern and out the other side of the tunnel. And I followed it all the way to bridge under Maple Road as if I didn't have a care in the world.

The multinational is in the position of the bank robber in the old West; all he has to do is ride straight and hard to be safe, because the posse can’t cross the border. We have taken over the roles that nations recently held; we wage war, collect taxes through debt service, protect our areas of property and the worker/citizens within those areas, and we distribute power as we see fit.” Think of it this way. I am the baron. Templar international and Margrave Corporation and Avalon State Bank and so on are the castles I have built in different parts of my territory, for defense and expansion. The subsidiary companies we’ve bought or merged with owe their allegiance not to America but to Margrave. We reward loyalty and punish disloyalty. When necessary, we can protect our most important people from the laws of the state, just as the earlier barons could protect their most important vassal knights from the laws of the Catholic Church. The work force is tied to us by profit-sharing and pension plans. I don’t expect national governments to disappear, any more than the British or Dutch royal families have disappeared, but they will become increasingly irrelevant pageants. More and more, actors will play the parts of politicians and statesmen, while the real work goes on elsewhere.

It floats!” These two words threatened to sink Woodrow Wilson. Soap had been part of civilization for at least four thousand years, going as far back as the Babylonians, who had discovered a formula for water, alkali, and oils that could dissolve dirt and grease. In the 1830s, a man named Alexander Norris suggested that his two sons-in-law—one of whom made candles, the other soap—merge their companies. William Procter and James Gamble did just that, making a small fortune together as purveyors to the Union army during the Civil War. A decade later, Gamble’s son created a phenomenon, combining a strong laundry detergent and a gentle cleaner and whipping in enough air to keep the white cake of soap from sinking. Its two-word advertising campaign helped turn Ivory soap into an American household staple for another century and Procter & Gamble into one of America’s leading manufacturers.

Inspired by the punched railway tickets of the time, an inventor by the name of Herman Hollerith devised a system of punched manila cards to store information, and a machine, which he called the Hollerith Machine, to count and sort them. Hollerith was awarded a patent in 1889, and the government adopted the Hollerith Machine for the 1890 census. No one had ever seen anything like it. Wrote one awestruck observer, “The apparatus works as unerringly as the mills of the Gods, but beats them hollow as to speed.” Another, however, reasoned that the invention was of limited use: “As no one will ever use it but governments, the inventor will not likely get very rich.” This prediction, which Hollerith clipped and saved, would not prove entirely correct. Hollerith’s firm merged with several others in 1911 to become the Computing-Tabulating-Recording Company. A few years later it was renamed—to International Business Machines, or IBM.

In E-CENT counselling, we teach our clients to explore the stories they are living, which mainly come from their family of origin. Even some novelists understand this process, as illustrated by Donna Tartt, writing about the family of Charlotte Cleve: “…the Cleves loved to recount among themselves even the minor events of their family history – repeating word for word, with stylized narrative and rhetorical interruptions, entire death-bed scenes, or marriage proposals that had occurred a hundred years before… … (T)hese family discussions were how the Cleves made sense of the world. Even the cruellest and most random disasters … were constantly rehearsed among them, her grandmother’s gentle voice and her mother’s stern one merging harmoniously with her grandfather’s baritone and the babble of her aunts, and certain ornamental bits, improvised by daring soloists, eagerly seized upon and elaborated by the chorus, until finally, by group effort, they arrived together at a single song which was then memorized, and sung by the entire company again and again, which slowly eroded memory and came to take the place of truth”. Donna Tartt, 2003. The Little Friend, London: Bloomsbury. Pages 3-4.

Here is another example that demonstrates the tightly linked interests that both cause and treat cancer. In 1978, Imperial Chemical Industries (ICI), one of the largest companies in the world, specializing in agrochemicals and pharmaceuticals, developed the cancer drug tamoxifen. In 1985, along with the American Cancer Society, ICI founded the National Breast Cancer Awareness Month with the aim of promoting mammography as the most effective tool against breast cancer. In 1990 Imperial Chemical Industries was accused of dumping DDT and PCBs, known carcinogens, into the Long Beach and Los Angeles harbors. Zeneca, producer of tamoxifen, demerged from ICI in 1993, and later merged with Astra AB in 1999 to form AstraZeneca. Astra AB had developed the herbicide acetochlor, classified by the EPA as a probable carcinogen. In 1997 Zeneca purchased Salick Health Care, a chain of for-profit outpatient cancer clinics. Subsequently AstraZeneca launched a major publicity campaign encouraging women to assess their risk factors for breast cancer, downplaying the dangers of tamoxifen in order to create a market for its prophylactic, or chemopreventative, use and, more recently, for the breast cancer drug Arimidex (anastrozole), approved in 2002 and used as an alternative to tamoxifen (Arimidex went off patent in 2010).

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

At Apple his status revived. Instead of seeking ways to curtail Jobs’s authority, Sculley gave him more: The Lisa and Macintosh divisions were folded together, with Jobs in charge. He was flying high, but this did not serve to make him more mellow. Indeed there was a memorable display of his brutal honesty when he stood in front of the combined Lisa and Macintosh teams to describe how they would be merged. His Macintosh group leaders would get all of the top positions, he said, and a quarter of the Lisa staff would be laid off. “You guys failed,” he said, looking directly at those who had worked on the Lisa. “You’re a B team. B players. Too many people here are B or C players, so today we are releasing some of you to have the opportunity to work at our sister companies here in the valley.” Bill Atkinson, who had worked on both teams, thought it was not only callous, but unfair. “These people had worked really hard and were brilliant engineers,” he said. But Jobs had latched onto what he believed was a key management lesson from his Macintosh experience: You have to be ruthless if you want to build a team of A players. “It’s too easy, as a team grows, to put up with a few B players, and they then attract a few more B players, and soon you will even have some C players,” he recalled. “The Macintosh experience taught me that A players like to work only with other A players, which means you can’t indulge B players.

The power of the big fish in general to regroup is hardly restricted to banking. When Standard Oil was broken up in 1911, the immediate effect was to replace a national monopoly with a number of regional monopolies controlled by many of the same Wall Street interests. Ultimately, the regional monopolies regrouped: In 1999 Exxon (formerly Standard Oil Company of New Jersey) and Mobil (formerly Standard Oil Company of New York) reconvened in one of the largest mergers in US history. In 1961 Kyso (formerly Standard Oil of Kentucky) was purchased by Chevron (formerly Standard Oil of California); and in the 1960s and 1970s Sohio (formerly Standard Oil of Ohio) was bought by British Petroleum (BP), which then, in 1998, merged with Amoco (formerly Standard Oil of Indiana). The tale of AT&T is similar. As the result of an antitrust settlement with the government, on January 1, 1984, AT&T spun off its local operations so as to create seven so-called Baby Bells. But the Baby Bells quickly began to merge and regroup. By 2006 four of the Baby Bells were reunited with their parent company AT&T, and two others (Bell Atlantic and NYNEX) merged to form Verizon. So the hope that you can make a banking breakup stick (even if it were to be achieved) flies in the face of some pretty daunting experience. Also, note carefully a major political fact: The time when traditional reformers had enough power to make tough banking regulation really work was the time when progressive politics still had the powerful institutional backing of strong labor unions. But as we have seen, that time is long ago and far away.

In the tumultuous business of cutting-in and attending to a whale, there is much running backwards and forwards among the crew. Now hands are wanted here, and then again hands are wanted there. There is no staying in any one place; for at one and the same time everything has to be done everywhere. It is much the same with him who endeavors the description of the scene. We must now retrace our way a little. It was mentioned that upon first breaking ground in the whale’s back, the blubber-hook was inserted into the original hole there cut by the spades of the mates. But how did so clumsy and weighty a mass as that same hook get fixed in that hole? It was inserted there by my particular friend Queequeg, whose duty it was, as harpooneer, to descend upon the monster’s back for the special purpose referred to. But in very many cases, circumstances require that the harpooneer shall remain on the whale till the whole flensing or stripping operation is concluded. The whale, be it observed, lies almost entirely submerged, excepting the immediate parts operated upon. So down there, some ten feet below the level of the deck, the poor harpooneer flounders about, half on the whale and half in the water, as the vast mass revolves like a tread-mill beneath him. On the occasion in question, Queequeg figured in the Highland costume—a shirt and socks—in which to my eyes, at least, he appeared to uncommon advantage; and no one had a better chance to observe him, as will presently be seen. Being the savage’s bowsman, that is, the person who pulled the bow-oar in his boat (the second one from forward), it was my cheerful duty to attend upon him while taking that hard-scrabble scramble upon the dead whale’s back. You have seen Italian organ-boys holding a dancing-ape by a long cord. Just so, from the ship’s steep side, did I hold Queequeg down there in the sea, by what is technically called in the fishery a monkey-rope, attached to a strong strip of canvas belted round his waist. It was a humorously perilous business for both of us. For, before we proceed further, it must be said that the monkey-rope was fast at both ends; fast to Queequeg’s broad canvas belt, and fast to my narrow leather one. So that for better or for worse, we two, for the time, were wedded; and should poor Queequeg sink to rise no more, then both usage and honor demanded, that instead of cutting the cord, it should drag me down in his wake. So, then, an elongated Siamese ligature united us. Queequeg was my own inseparable twin brother; nor could I any way get rid of the dangerous liabilities which the hempen bond entailed. So strongly and metaphysically did I conceive of my situation then, that while earnestly watching his motions, I seemed distinctly to perceive that my own individuality was now merged in a joint stock company of two; that my free will had received a mortal wound; and that another’s mistake or misfortune might plunge innocent me into unmerited disaster and death. Therefore, I saw that here was a sort of interregnum in Providence; for its even-handed equity never could have so gross an injustice. And yet still further pondering—while I jerked him now and then from between the whale and ship, which would threaten to jam him—still further pondering, I say, I saw that this situation of mine was the precise situation of every mortal that breathes; only, in most cases, he, one way or other, has this Siamese connexion with a plurality of other mortals. If your banker breaks, you snap; if your apothecary by mistake sends you poison in your pills, you die. True, you may say that, by exceeding caution, you may possibly escape these and the multitudinous other evil chances of life. But handle Queequeg’s monkey-rope heedfully as I would, sometimes he jerked it so, that I came very near sliding overboard. Nor could I possibly forget that, do what I would, I only had the management of one end of it.

The company has also used its object recognition technology to analyze the characteristics of 160,000 people in the US who posted photos of cats or dogs. The public study found that “cat people” are more likely to enjoy sci-fi films, less likely to be in a relationship and have 26 fewer friends on average than “dog people”.

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our love of this humble device intensified so fast that research from intelligence company Delvv found that one in three Americans would rather give up sex for three months than go without their beloved smartphone for just one week.

Climbing the corporate ladder is not the barometer of career achievement that it once was. Instead, it’s yesterday’s dream. At a time when the global economy oscillates from one economic crisis to another with disturbing regularity, few people expect to stick around a company long enough to collect a gold watch upon retirement. Economic cycles aside, it’s nearly impossible to plan for the future thanks to the merging, offshoring, outsourcing, and downsizing that continually reshape the contours of the modern workplace.

DC Comics is the present day publisher of Superman, Batman, Wonder Woman, and other well-known superheroes. DC is the amalgamation of two different publishing concerns: National Comics, which produced Superman and Batman, and sister company All-American Comics, which produced Wonder Woman, Flash, and Green Lantern. The two companies merged in 1944 to form National Periodical Publications, whose comic books bore the “Superman-DC” logo. The publisher was known colloquially as “DC,” which it later adopted as its official name.

This applies as well when opportunities come to merge an existing portfolio company with another private company. Entrepreneurs and investors can get carried away when a private firm offers shares in its company to acquire yours. There’s a momentary feeling of exultation if the pricing seems on the face of it to represent a good exchange. But the fact is that no one really knows what one private company is worth versus another private company. This is another example of a “my cat for your dog” transaction. Selling to a public company whose price is established through daily trading offers a more objective exchange of value.

Leverage Integrations as a Service In a start-up, you always need to be on the lookout for shortcuts to save you time and money. Don’t corners that will have a negative effect—just look for ways to triple your productivity. No matter how fast I could build integrations, I could never build them all. But in 2012, a new company called Zapier was building a platform to integrate web services together. This was perfect for WebMerge, as I could essentially build an integration to every one of their connected apps, with one single integration. WebMerge was one of the first 100 apps on Zapier, and it instantly allowed WebMerge customers to integrate their documents with each of those 100 apps. Over the years, Zapier blew up and now has thousands of apps available. Zapier was by far our largest integration partner with over 50 percent of our revenue coming from customers using Zapier. Investing in this early platform was crucial and sped up our integration releases by many years. What’s your Zapier story? Is there a partner out there that can open your business to a whole new market—or just help you get your product in front of new customers years ahead of schedule?

Meanwhile, privatization of the occupation is gathering speed. AnyVision is an Israeli start-up that secretly monitors Palestinians across the West Bank with a range of cameras, the locations of which are not acknowledged by the company or Israel. Artificial intelligence thus merges with biometrics and facial recognition at dozens of Israeli checkpoints throughout the West Bank. AnyVision claims that its technology does not discriminate on the basis of race or gender and that it creates only “ethical” products. When asked by NBC News in 2019 about its work in the West Bank, CEO Eylon Etshtein initially threatened to sue them, denied there even was an occupation, and accused the NBC reporter of being paid by Palestinian activists.42 He later apologized for the outburst.

Some Black Americans who were accused of crimes during the Jim Crow era were thrown into work camps while in prison. There they labored decades after slavery had been abolished. People in convict work camps in Atlanta are known to have helped construct buildings that still exist today, like the federal penitentiary and homes in the upscale neighborhood Inman Park. That legacy in Atlanta is tied to a former mayor from the 1880s, James W. English. He owned the Chattahoochee Brick factory, among other businesses, and according to a book by the journalist Douglas Blackmon, English’s companies managed 1,206 of Georgia’s 2,881 convict laborers, who made bricks, among other manual jobs. English’s “great personal wealth was inextricably linked to the enslavement of thousands of men” decades after slavery had been outlawed, Blackmon wrote. In addition to the convict-staffed brick factory, English owned a bank that merged into Wachovia, which is now part of Wells Fargo. From these businesses, his descendants had money and opportunities to build more wealth: a great-grandson, James D. Robinson III, went on to serve for twenty years as the chief executive of American Express, and then he had wealth and connections to help his son, James IV, found a venture capital firm in 1994. That firm, RRE Ventures, became one of the most successful and lucrative venture capital firms in the world. Robinson III referred our question about the era of convict leasing to a relative by marriage, who told us, “It was a black mark, and history is messy.

Table 1: Change in compensation Source: British Columbia Power, 1962 annual report. Figures in thousands other than per share data. The second key legislation was the British Columbia Hydro and Power Authority Act. This act merged the British Columbia Power Commission, a government-owned public utility that served smaller communities unserved by BC Electric, with BC Electric into a single corporation named the British Columbia Hydro and Power Authority. This maneuver cemented the two entities together, creating an additional complication if the Court later reversed the takeover.188 With the Amending Act payment in hand, BC Power had cash—less all liabilities—of C$19.30 per share. The stock sold for less than this, closing at C$16.75 the day after the payment and then fluctuated around this number over the coming months.189 At this price, the stock traded at a 13.2% discount to net cash, held around C$2.10 of additional assets, and possessed continued upside if litigation went the company’s way.

It is hard to keep track of the nation’s ever-changing and merging providers of backup care—companies with names like Visiting Angels, Home Alone, and Comfort Keepers; some are franchises, and others are centrally managed. One of the leaders was the Work Options Group, based in Superior, Colorado, whose clients included

When I look back on Pixar’s history, I have to recognize that so many of the good things that happened could easily have gone a different way. Steve could have sold us—he tried more than once. Toy Story 2 could have been deleted for good, bringing the company down. For years, Disney was trying to steal John back, and they could have succeeded. I am distinctly aware that Disney Animation’s success in the 1990s gave Pixar its chance with Toy Story and also that their later struggles enabled us to join together and ultimately merge.

The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

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

[Kildall] couldn’t imagine being knifed in the back—certainly not by Gates. The two had known each other since Gates was a thirteen-year-old hacker in Seattle and Kildall was getting his doctorate. . . . They discussed merging their young companies . .

It is always rather dismal work walking over the great snow plain when sky and surface merge in one pall of dead whiteness, but it is cheering to be in such good company with everything going on steadily and well.

WhatsApp user base crosses 70 million in India The total user base for WhatsApp is 600 million, according to a a vice-president of the company. Photo: AFP By PTI | 328 words Mumbai: Mobile messenger service WhatsApp's user base in India has grown to 70 million active users, which is over a 10th of its global users, its business head Neeraj Arora said on Sunday. "We have 70 million active users here who use the application at least once a month," Arora, a vice-president with WhatsApp, said at the fifth annual INK Conference in Mumbai. He said the total user base for the company, which was bought by Facebook in a $19-billion deal earlier this year, is 600 million. With over a 10th of the users from the country, India is one of the biggest markets for WhatsApp, he said, adding connecting billions of people in markets like India and Brazil is the aim of the company. Arora, an alumnus of Indian Institute of Technology (IIT)-Delhi and ISB Hyderabad, said WhatsApp will continue to hold a distinct identity even after the takeover by Facebook and will not get merged with the social networking giant. He said WhatsApp, which has only 80 employees, will benefit through learnings from the social networking giant. Arora, who first heard of WhatsApp as a business development executive for the Internet search firm Google Inc. and later joined as its business head, said it took two years to stitch the $19 billion deal announced this April. Interestingly, Arora said he would have paid a fraction of the sum to buy WhatsApp three years back. It would have been in "low tens of million" dollars, he said stressing that the company has grown a lot since then. Arora said the user-base has doubled to 600 million from the 30 million when he joined three years ago. The company has flourished because of its focus on the product, rather than the business side of things, he said. "The founders wanted to develop a cool product which will be used by millions and did not have business things like valuations," he said, stressing that this continues to be a motto of the company.

With over a 10th of the users from the country, India is one of the biggest markets for WhatsApp, he said, adding connecting billions of people in markets like India and Brazil is the aim of the company. Arora, an alumnus of Indian Institute of Technology (IIT)-Delhi and ISB Hyderabad, said WhatsApp will continue to hold a distinct identity even after the takeover by Facebook and will not get merged with the social networking giant. He said WhatsApp, which has only 80 employees, will benefit through learnings from the social networking giant. Arora, who first heard of WhatsApp as a business development executive for the Internet search firm Google Inc. and later joined as its business head, said it took two years to stitch the $19 billion deal announced this April.

do is make the revenue and profit projections rise 5 to 10 percent per year. If this seems simplistic or silly, just look around for a company that forecasts it will grow 7 percent, then drop 4 percent, then merge with a competitor, then rise 8 percent, and then fall another 11 percent. I’ve never seen a business forecast like that, even though that’s how most end up. They all show their numbers getting bigger every year, rendering the exercise useless.

The most successful online “learning” environment in which my daughter has found herself was created by a doll company, not by a public library. There is no public library that I (or my daughter, for that matter) have encountered that has been as effective at merging the physical and the digital as the American Girl company.

For an example of empathy in action, consider what happened when two giant brokerage companies merged, creating redundant jobs in all their divisions. One division manager called his people together and gave a gloomy speech that emphasized the number of people who would soon be fired. The manager of another division gave his people a different kind of speech. He was up-front about his own worry and confusion, and he promised to keep people informed and to treat everyone fairly.

His other deals had tended to bring together companies from the same industry horizontally, or merge customers with their suppliers vertically, or bring together firms involved in different steps of manufacturing or marketing: this was known as a circular merger. But the merger that had produced C-T-R was, as Flint put it when he looked back on it later in his career, neither horizontal nor vertical nor circular. In fact, it was so uncommon as to almost justify the description sui generis—in a class by itself. Flint soon turned out to be right yet again. The C-T-R merger was a success from the outset. Flint was careful to ensure that a gospel of technical excellence and constant improvement of the new organization’s products was fundamental to its business philosophy.

Corporations go through cycles of growth and retrenching, what I call corporate yo-yo dieting. Companies that expand continually are companies that grow fat. Then they’re forced to diet, or downsize in “corp” speak, until they can grow again and reengineer (a new body in ninety days!), merge and acquire other companies (weightlifting and muscle training) until the cycle starts anew, and they’re forced to reduce again (lose twenty pounds in six weeks!).

investors, and perhaps even customers. As senior writer Austin Carr reports in “Under Fire,” beginning on page 64, failure will be an unavoidable part of defining that future. We also explain the clashing relationship between Twitter and Facebook (page 27), how TV and the web continue to merge (through the eyes of Katie Couric, page 80), and what the evolving science of microbiomes can teach us about human health (page 86). None of these topics would have been predicted by Fast Company’ s founders—a

The Mergers and Acquisitions Framework You might use the mergers and acquisitions framework to address cases in which one company wants to acquire or merge with another company. It is best used to determine the conceptual “fit” between two companies: Does joining these two companies have a multiplicative effect, where the whole is more valuable than the sum of its parts?

however, the round trip was a very long one (fourteen months was in fact well below the average). It was also hazardous: of twenty-two ships that set sail in 1598, only a dozen returned safely. For these reasons, it made sense for merchants to pool their resources. By 1600 there were around six fledgling East India companies operating out of the major Dutch ports. However, in each case the entities had a limited term that was specified in advance – usually the expected duration of a voyage – after which the capital was repaid to investors.10 This business model could not suffice to build the permanent bases and fortifications that were clearly necessary if the Portuguese and their Spanish allies* were to be supplanted. Actuated as much by strategic calculations as by the profit motive, the Dutch States-General, the parliament of the United Provinces, therefore proposed to merge the existing companies into a single entity. The result was the United East India Company – the Vereenigde Nederlandsche Geoctroyeerde Oostindische Compagnie (United Dutch Chartered East India Company, or VOC for short), formally chartered in 1602 to enjoy a monopoly on all Dutch trade east of the Cape of Good Hope and west of the Straits of Magellan.11 The structure of the VOC was novel in a number of respects. True, like its predecessors, it was supposed to last for a fixed period, in this case twenty-one years; indeed, Article 7 of its charter stated that investors would be entitled to withdraw their money at the end of just ten years, when the first general balance was drawn up. But the scale of the enterprise was unprecedented. Subscription to the Company’s capital was open to all residents of the United Provinces and the charter set no upper limit on how much might be raised. Merchants, artisans and even servants rushed to acquire shares; in Amsterdam alone there were 1,143 subscribers, only eighty of whom invested more than 10,000 guilders, and 445 of whom invested less than 1,000. The amount raised, 6.45 million guilders, made the VOC much the biggest corporation of the era. The capital of its English rival, the East India Company, founded two years earlier, was just £68,373 – around 820,000 guilders – shared between a mere 219 subscribers.12 Because the VOC was a government-sponsored enterprise, every effort was made to overcome the rivalry between the different provinces (and particularly between Holland, the richest province, and Zeeland). The capital of the Company was divided (albeit unequally) between six regional chambers (Amsterdam, Zeeland, Enkhuizen, Delft, Hoorn and Rotterdam). The seventy directors (bewindhebbers), who were each substantial investors, were also distributed between these chambers. One of their roles was to appoint seventeen people to act as the Heeren XVII – the Seventeen Lords – as a kind of company board. Although Amsterdam accounted for 57.4 per cent of the VOC’s total capital, it nominated only eight out of the Seventeen Lords.

the closure of Irish whiskey’s two biggest markets and the general restriction of trade from the two world wars, combined with most Irish distillers’ steadfast refusal to adopt the milder blended style of Scotch whisky, pushed Irish distilling to the brink in the 1960s. The remaining distillers in the Republic merged in 1966 to form Irish Distillers Ltd. They built a modern joint distillery in Midleton in 1975, and 11 years later they bought out Bushmills in the north. All Irish whiskey was now made by one company — one company, against the world.

The occasion for all of this excitement was the world’s first cold-storage banquet: a meal at which only previously refrigerated foods were to be served. On Monday, October 23, 1911, more than four hundred guests sat down amid the drapery and gilt of the Hotel Sherman’s Louis XVI room, unfolded their white linen napkins, and, over the course of two hours of what The Egg Reporter later described as “unalloyed pleasure,” consumed a five-course meal in which everything except for the olives in their dry martinis had spent between six months and a year in the refrigerated rooms of local cold-storage companies. Rather than the grower or variety, the menu proudly listed each item’s most recent address: the salmon came from a short stay at Booth’s Cold Storage, the chicken had resided at Chicago Cold Storage since December 1910, and the turkey and eggs had spent the past eleven and seven months, respectively, at the Monarch refrigeration plant. Addressing a reporter from the Bulletin of the American Warehouseman’s Association, Meyer Eichengreen, vice president of the National Poultry, Butter and Egg Association, one of the event’s sponsors, was happy to provide more detail. “Your capon received its summons to the great unknown along about last St. Valentine’s day,” he explained. “And the egg in your salad—go right on and eat—well, some happy hen arose from her nest and clucked over that egg when winter was just merging into spring.

Just as I write this, this technology is spreading to the United States, where in 2021 a company called Alquist 3D completed the first owner-occupied 3D-printed home,

The project became an independent company called Waymo, which by 2020 was offering fully autonomous ride-hailing taxis to the public in the Phoenix area, followed by expansion to San Francisco.

Sadly, senescent companies can’t be euthanized. Instead, semi-comatose, they hang on, closing facilities, killing brands, throttling R&D, shedding staff, merging with lethargic rivals, and lobbying for regulatory help. These are “treadmill companies,” and there are more of them than you think.

Minimize the Single Point of Failure Risk As a sole founder, you are the business. Your customers know you. Your partners know you. Without you, there’s probably no business. That’s a risk you have to deal with. Since I was the only founder of WebMerge (and the only employee for many years), there was a major risk that I could get hit by a bus someday and the business would be destroyed. This was a major concern, so I set up a backup plan just in case something ever happened to me. I put together a lot of documentation around how everything worked behind the scenes. I even had a secret USB drive hidden in my house that someone could use to get all the crucial info to run the company. I also had contact information for people who could help take over the business (developers, businesspeople, etc.). I was confident this backup plan would be good enough to keep the business running without interruption. I worked hard over the years to make the business self-sustaining, so with exception of answering support tickets, the app could pretty much run itself.

...he saw Quotinir floating in front of him. Deep in the darkest parts of the ocean, he was lit only by a single, yellow light that swung from a fin atop his head. His grey skin sickly under the swinging bulb, he looked as much like a man as he did a monster, scarred and chipped around the edges, with strands of white hair like seaweed flowing around his narrow face. His human waist merged with the rubbery flesh of a shark, the tail larger than any fish or man Elf had ever seen. Though, Quotinir himself was four times larger than any man - the last true giant - trapped under the pressure of the ocean with only his light for company. Slitted, white eyes locked onto Elf as they both floated, suspended in the darkness. ‘Hey, ugly,’ Elf said.

While the factories of Europe worked overnight to produce war materials, Ivar quietly purchased match factories throughout Sweden.13 He was a pioneer of vertical integration, buying timber tracts and chemical factories to secure the raw materials needed to make matches. Finally, he merged the leading Swedish competitors to form Swedish Match, a single dominant business with initial capital of about $10 million. Ivar owned half of Swedish Match, held all of the senior executive positions, and controlled the company’s board.

Scarlett never sold her movie rights,” I said slowly. “Not until six years ago.” “Bingo. And then she only sold ten books’ worth of rights for almost no money to a brand-new, no-name production company that’s owned by…” “Damian Ellsworth. Fuck me.” “No thanks, you’re not my type. But do you get it now?” We reached the edge of the park and threw our empty bottles into the recycling before merging onto the crowded sidewalk. Ellsworth was more than a decade older than Georgia but had only managed to get his foot through the Hollywood door… Shit. It had been right around the time they’d gotten married. “He used his marriage to Georgia to get to Scarlett.” Asshole.

Henrik Poulsen, who now advises an investment company, described how his firm recently bought a Danish company that makes control systems for wind farms: “Now we want to expand this company and we’re looking for companies that we could merge into this platform.” Naturally, they’re looking around the world. But the prospects they’ve found “are all located within a few hundred kilometers” of each other in Jutland. “Which is a bit crazy,” said Poulsen. Economic geographers like myself call this “clustering” or “economies of agglomeration.” It’s what happened for film in Hollywood in the 1920s and for tech in Silicon Valley in the mid–twentieth century. Jutland is now the Silicon Valley of wind energy—which is striking for a country whose population is just over half that of Los Angeles County.

I write in order to live and I live in order to write, and I've come close to imagining that writing and living might merge completely: I would live in the company of dictionaries, deep in some provincial retreat, in the mornings I would go for a walk in the woods, in the afternoons I would blacken a few sheets of paper, in the evenings I would relax perhaps by listening to a bit of music.

reminder. I still remember the day my parents told me they wanted to retire and decided to merge their independent movie production company, Dreamessence, with Windsor Media. The Windsors and the Du Ponts had been business rivals right until that point, but the proposed merger changed everything — and not just for my parents.

But Obert Tanner’s greatest gift to his employees was contained in the provisions he made for the company after his death. He arranged for his 65-percent interest—the other 35 percent was owned by his nephew and the nephew’s family—to be put into a so-called one-hundred-year trust, under the terms of which the company could not be sold, merged, or taken public. Tanner’s express purpose was to protect his employees by ensuring that, as long as the trust remained in effect, their jobs would not be subject to the financial priorities of outside shareholders. (By law, the trust could last only as long as the lifetime of any descendants alive at the time of Obert’s death, plus twenty-one years.)

Perhaps the most incredible deal of the time was Excite@Home’s acquisition of Blue Mountain Arts for $740 million dollars in cash and stock. Excite@Home was a company formed when the broadband ISP @Home merged with the search portal Excite.com. Blue Mountain Arts operated the website Bluemountain.com, where users could send each other electronic greeting cards by email. That’s right. Bluemountain did nothing but send Grandma electronic “get-well-soon” greetings. But Bluemountain.com was getting 9 million unique users a month to do this, and at the time, traffic was the sine qua non for a Yahoo-chasing portal player like the Excite half of Excite@Home.50 As the New York Times noted in its article announcing the deal, Excite@Home “predicted that the acquisition would increase its audience by 40%, to encompass approximately 34% of Internet traffic.”51 So, Excite@Home was willing to pay $82 per user to attract additional eyeballs to its network of properties and try to keep pace in the portal race.

In 1993, a group of ICC member companies formed the World Industry Council for the Environment (WICE), which, in the beginning of 1995, merged with the BCSD to form the WBCSD

It’s completely different. The Amazon Bookstore, completely different. And we have ideas about how to merge Prime and Whole Foods to make Whole Foods a very differentiated experience. Amazon buys a lot of companies. Usually they’re much smaller than Whole Foods, but we buy a bunch of companies every year. When I meet with the entrepreneur who founded the company, I’m always trying to figure out one thing first and foremost: Is this person a missionary or a mercenary? The mercenaries are trying to flip their stock. The missionaries love their product or their service and love their customers, and they’re trying to build a great service. By the way, the great paradox here is that it’s usually the missionaries who make more money, and you can tell really quickly just by talking to people. Whole Foods is a missionary company, and John Mackey, the

Companies don’t even need to merge in order to pay workers less than they’d have to pay in a truly free labor market. I’d assumed only high-end employees were ever required to sign noncompete contracts—an HBO executive prohibited from going to work at Netflix, a coder at Lyft who can’t take a job coding for Uber. But no: shockingly, noncompetes have come to be used just as much to prevent a $10-an-hour fry cook at Los Pollos Hermanos from quitting to work for $10.75 at Popeyes. Of all American workers making less than $40,000 a year, one in eight are bound by noncompete agreements. As another way to reduce workers’ leverage, three-quarters of fast-food franchise chains have contractually prohibited their restaurant operators from hiring workers away from fellow franchisees.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

a human app store could theoretically materialize where brands could build implants that give people new skills – such as additional memory, more acute hearing or even a higher willingness to exercise or eat the right foods. Could tech companies sell you more short-term memory, much like they do with cloud space today? Or could Skype create a translation prosthetic that automatically deciphers different languages? The company has already built a tool (Skype

Facebook and Google (now known as Alphabet) are together worth $1.3 trillion. You could merge the world’s top five advertising agencies (WPP, Omnicom, Publicis, IPG, and Dentsu) with five major media companies (Disney, Time Warner, 21st Century Fox, CBS, and Viacom) and you’d still need to add five major communications companies (AT&T, Verizon, Comcast, Charter, and Dish) to get only 90 percent of what Google and Facebook are worth together.

The other major oil industry suppliers were similarly weary, trying to shore up earnings by slashing jobs, trimming project costs, and squeezing their own customers and suppliers wherever they could. (The wildcatters had it worse: many of the mom-and-pop operators of the American oil patch started to file for bankruptcy.) One year later, GE would merge its oil and gas unit into the oil-field giant Baker Hughes, keeping for itself a more than 50 percent stake in the company and spinning out a new public company to be run by Simonelli, under GE’s control. The transaction eased GE’s exposure to the ongoing oil rout and gave the new company, dubbed “Baker Hughes, a GE company,” vast new areas of redundant employees and operations to eliminate. With Baker Hughes, GE changed its tone a bit. The deal was transformational, but in which intended direction wasn’t made clear. GE execs like Bornstein would proclaim that the deal gave them “optionality,” but the reality was that investors were left in the dark on the strategy: Was GE doubling down on oil? Or was it preparing to exit the industry? The idea of holding such a long-term option was nice, but the game pieces in the positioning were people, and those who didn’t leave their job had no idea where the future of the company might be. The new arrangement didn’t spare Lufkin. The historic foundry was closed. The city’s annual financial report now just shows a blank line when listing the company’s employment tally, evidence of the more than four thousand jobs that evaporated after GE came to town. Between two Mondays—the day GE announced it was coming to Lufkin and the day the company said it would move on, leaving a shuttered foundry at the center of town—just 868 days had passed.

Realizing that solar had become essential to oil production, petroleum firms set up their own photovoltaic subsidiaries. Exxon became, in 1973, the first commercial manufacturer of solar panels; the second, a year later, was a joint venture with the oil giant Mobil. (Exxon and Mobil merged in 1999.) The Atlantic Richfield Company (ARCO), another oil colossus, ran the world’s biggest solar company until it was acquired by Royal Dutch Shell, the oil and gas multinational. Later the title of world’s biggest solar company passed to British Petroleum (now known as BP). By 1980 petroleum firms owned six of the ten biggest U.S. solar firms, representing most of the world’s photovoltaic manufacturing capacity.