Migration Business Quotes

Now, we ain't got nothing to do with God's business," she says, sitting back in her seat. She adjusts herself and straightens her scarf, contenting herself with whatever the day has in store.

Their progeny has blossomed into adulthood they’ve left the haven of the nest bound to their mates busy crafting a new abode afar.

American diplomats had been slow to understand the scope of the change being driven by Chinese migration to Africa. The phenomenon had been flagged in State Department cables as early as 2005, with diplomats identifying the budding, large-scale movement of people from China to Africa as part of a campaign to expand Beijing’s political influence and simultaneously advance China’s business interests and overall clout. These early, classified warnings also spoke of the spread, via emigration, of Chinese organized crime, particularly in smuggling and human trafficking. For the most part, however, it seemed that American diplomats were still in search of the right voice, the right message. All too often, Washington struck a paternalistic tone that came across as: Listen up children, you must be careful about these tricky Chinese.

In that one exchange, Robert experienced a by-product of integration that would affect nearly every black business and institution when the doors of segregation flung open—rejection by a black customer base for the wide-open new world. It didn’t take Robert long to realize that he would have to work doubly hard to win over his own people and get any patients at all. But at the moment, he was so hurt and rattled by the woman’s rejection that he couldn’t think straight.

Dallas pointed out to me once that there is a world of difference between being busy and being hurried. Being busy is an outward condition, a condition of the body. It occurs when we have many things to do. Busy-ness is inevitable in modern culture. If you are alive today in North America, you are a busy person. There are limits to how much busy-ness we can tolerate, so we wisely find ways to slow down whenever we can. We take vacations, we sit in a La-Z-Boy® with a good book, we enjoy a leisurely meal with friends. By itself, busy-ness is not lethal. Being hurried is an inner condition, a condition of the soul. It means to be so preoccupied with myself and my life that I am unable to be fully present with God, with myself, and with other people. I am unable to occupy this present moment. Busy-ness migrates to hurry when we let it squeeze God out of our lives. Note the differences between the two: Busy Hurried A full schedule Preoccupied Many activities Unable to be fully present An outward condition An inner condition of the soul Physically demanding Spiritually draining Reminds me I need God Causes me to be unavailable to God I cannot live in the kingdom of God with a hurried soul. I cannot rest in God with a hurried soul.

Know then that the arbitrary appropriation by the government of men’s property results in the loss of all incentive to gain, when men realize that what they have accumulated will be taken away firom them. A loss of incentive will lead to a slackening in enterprise, the slackening being proportional to the extent and degree of confiscation. Thus if confiscation is widespread, covering all forms of economic activity, there will be a general slackening, owing to the feeling that no branch offers any longer any hope of gain. If however confiscation be mild, there will be only a relatively slight falling off in economic activity. Now the state of a society and the prosperity of business depend on the intensity of human efforts and the search for gain; should, therefore, men slacken in their economic activity the markets would slump and the state of society deteriorate. People would forsake that country and migrate elsewhere in search of gain, the result being a general depopulation and the desertion of cities. And this deterioration in society would be followed by a weakening of the State, for the State is as the Form whose condition follows that of its Matter, Society. . . Oppression ruins society, while the ruin of society leads to the weakening and destruction of the State.

The Montreux Palace Hotel was built in an age when it was thought that things would last. It is on the very shores of Switzerland's Lake Geneva, its balconies and iron railings look across the water, its yellow-ocher awnings are a touch of color in the winter light. It is like a great sanitarium or museum. There are Bechstein pianos in the public rooms, a private silver collection, a Salon de Bridge. This is the hotel where the novelist Vladimir Vladimirovich Nabokov and his wife, Véra, live. They have been here for 14 years. One imagines his large and brooding reflection in the polished glass of bookcases near the reception desk where there are bound volumes of the Illustrated London News from the year 1849 to 1887, copies of Great Expectations, The Chess Games of Greco and a book called Things Past, by the Duchess of Sermoneta. Though old, the hotel is marvelously kept up and, in certain portions, even modernized. Its business now is mainly conventions and, in the summer, tours, but there is still a thin migration of old clients, ancient couples and remnants of families who ask for certain rooms when they come and sometimes certain maids. For Nabokov, a man who rode as a child on the great European express trains, who had private tutors, estates, and inherited millions which disappeared in the Russian revolution, this is a return to his sources. It is a place to retire to, with Visconti's Mahler and the long-dead figures of La Belle Epoque, Edward VII, d'Annunzio, the munitions kings, where all stroll by the lake and play miniature golf, home at last.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

The period before fifty thousand years ago was a busy time in Eurasia, with multiple human populations arriving from Africa beginning at least 1.8 million years ago. These populations split into sister groups, diverged, and mixed again with each other and with new arrivals. Most of those groups have since gone extinct, at least in their “pure” forms. We have known for a while, from skeletons and archaeology, that there was some impressive human diversity prior to the migration of modern humans out of Africa. However, we did not know before ancient DNA was extracted and studied that Eurasia was a locus of human evolution that rivaled Africa. Against this background, the fierce debates about whether modern humans and Neanderthals interbred when they met in western Eurasia—which have been definitively resolved in favor of interbreeding events that made a contribution to billions of people living today—seem merely anticipatory. Europe is a peninsula, a modest-sized tip of Eurasia. Given the wide diversity of Denisovans and Neanderthals—already represented in DNA sequences from at least three populations separated from each other by hundreds of thousands of years, namely Siberian Denisovans, Australo-Denisovans, and Neanderthals—the right way to view these populations is as members of a loosely related family of highly evolved archaic humans who inhabited a vast region of Eurasia.

My morning schedule saw me first in Cannan’s office, conferring with my advisor, but our meeting was interrupted within minutes by Narian, who entered without knocking and whose eyes were colder than I had seen them in a long time. “I thought you intended to control them,” he stated, walking toward the captain’s desk and standing directly beside the chair in which I sat.” He slammed a lengthy piece of parchment down on the wood surface, an unusual amount of tension in his movements. I glanced toward the open door and caught sight of Rava. She stood with one hand resting against the frame, her calculating eyes evaluating the scene while she awaited orders. Cannan’s gaze went to the parchment, but he did not reach for it, scanning its contents from a distance. Then he looked at Narian, unruffled. “I can think of a dozen or more men capable of this.” “But you know who is responsible.” Cannan sat back, assessing his opposition. “I don’t know with certainty any more than you do. In the absence of definitive proof of guilt on behalf of my son and his friends, I suggest you and your fellows develop a sense of humor.” Then the captain’s tone changed, becoming more forbidding. “I can prevent an uprising, Narian. This, you’ll have to get used to.” Not wanting to be in the dark, I snatched up the parchment in question. My mouth opened in shock and dismay as I silently read its contents, the men waiting for me to finish. On this Thirtieth Day of May in the First Year of Cokyrian dominance over the Province of Hytanica, the following regulations shall be put into practice in order to assist our gracious Grand Provost in her effort to welcome Cokyri into our lands--and to help ensure the enemy does not bungle the first victory it has managed in over a century. Regulation One. All Hytanican citizens must be willing to provide aid to aimlessly wandering Cokyrian soldiers who cannot on their honor grasp that the road leading back to the city is the very same road that led them away. Regulation Two. It is strongly recommended that farmers hide their livestock, lest the men of our host empire become confused and attempt to mate with them. Regulation Three. As per negotiated arrangements, crops grown on Hytanican soil will be divided with fifty percent belonging to Cokyri, and seventy-five percent remaining with the citizens of the province; Hytanicans will be bound by law to wait patiently while the Cokyrians attempt to sort the baffling deficiency in their calculations. Regulation Four. The Cokyrian envoys assigned to manage the planting and farming effort will also require Hytanican patience while they slowly but surely learn what is a crop and what is a weed, as well as left from right. Regulation Five. Though the Province Wall is a Cokyrian endeavor, it would be polite and understanding of Hytanicans to remind the enemy of the correct side on which to be standing when the final stone is laid, so no unfortunates may find themselves trapped outside with no way in. Regulation Six. When at long last foreign trade is allowed to resume, Hytanicans should strive to empathize with the reluctance of neighboring kingdoms to enter our lands, for Cokyri’s stench is sure to deter even the migrating birds. Regulation Seven. For what little trade and business we do manage in spite of the odor, the imposed ten percent tax may be paid in coins, sweets or shiny objects. Regulation Eight. It is regrettably prohibited for Hytanicans to throw jeers at Cokyrian soldiers, for fear that any man harried may cry, and the women may spit. Regulation Nine. In case of an encounter with Cokyrian dignitaries, the boy-invader and the honorable High Priestess included, let it be known that the proper way in which to greet them is with an ass-backward bow.

The Sandwich Maker would pass what he had made to his assistant who would then add a few slices of newcumber and fladish and a touch of splagberry sauce, and then apply the topmost layer of bread and cut the sandwich with a fourth and altogether plainer knife. It was not that these were not also skilful operations, but they were lesser skills to be performed by a dedicated apprentice who would one day, when the Sandwich Maker finally laid down his tools, take over from him. It was an exalted position and that apprentice, Drimple, was the envy of his fellows. There were those in the village who were happy chopping wood, those who were content carrying water, but to be the Sandwich Maker was very heaven. And so the Sandwich Maker sang as he worked. He was using the last of the year’s salted meat. It was a little past its best now, but still the rich savour of Perfectly Normal Beast meat was something unsurpassed in any of the Sandwich Maker’s previous experience. Next week it was anticipated that the Perfectly Normal Beasts would appear again for their regular migration, whereupon the whole village would once again be plunged into frenetic action: hunting the Beasts, killing perhaps six, maybe even seven dozen of the thousands that thundered past. Then the Beasts must be rapidly butchered and cleaned, with most of the meat salted to keep it through the winter months until the return migration in the spring, which would replenish their supplies. The very best of the meat would be roasted straight away for the feast that marked the Autumn Passage. The celebrations would last for three days of sheer exuberance, dancing and stories that Old Thrashbarg would tell of how the hunt had gone, stories that he would have been busy sitting making up in his hut while the rest of the village was out doing the actual hunting. And then the very, very best of the meat would be saved from the feast and delivered cold to the Sandwich Maker. And the Sandwich Maker would exercise on it the skills that he had brought to them from the gods, and make the exquisite Sandwiches of the Third Season, of which the whole village would partake before beginning, the next day, to prepare themselves for the rigours of the coming winter. Today he was just making ordinary sandwiches, if such delicacies, so lovingly crafted, could ever be called ordinary. Today his assistant was away so the Sandwich Maker was applying his own garnish, which he was happy to do. He was happy with just about everything in fact.

Thanks in part to the rapid mechanization of cotton production in the early 1940s, which ultimately threw millions of farm laborers out of work, and in part to the opening up of industrial employment in the North during the wartime boom, roughly a million blacks (along with even more whites) moved from the South during the 1940s. Another 1.5 million Negroes left the South in the 1950s. This was a massive migration in so short a time—one of the most significant demographic shifts in American history—and it was often agonizingly stressful.22 The black novelist Ralph Ellison wrote in 1952 of the hordes of blacks who "shot up from the South into the busy city like wild jacks-in-the-box broken loose from our springs—so sudden that our gait becomes like that of deep-sea divers suffering from the bends."23

On this Thirtieth Day of May in the First Year of Cokyrian dominance over the Province of Hytanica, the following regulations shall be put into practice in order to assist our gracious Grand Provost in her effort to welcome Cokyri into our lands--and to help ensure the enemy does not bungle the first victory it has managed in over a century. Regulation One. All Hytanican citizens must be willing to provide aid to aimlessly wandering Cokyrian soldiers who cannot on their honor grasp that the road leading back to the city is the very same road that led them away. Regulation Two. It is strongly recommended that farmers hide their livestock, lest the men of our host empire become confused and attempt to mate with them. Regulation Three. As per negotiated arrangements, crops grown on Hytanican soil will be divided with fifty percent belonging to Cokyri, and seventy-five percent remaining with the citizens of the province; Hytanicans will be bound by law to wait patiently while the Cokyrians attempt to sort the baffling deficiency in their calculations. Regulation Four. The Cokyrian envoys assigned to manage the planting and farming effort will also require Hytanican patience while they slowly but surely learn what is a crop and what is a weed, as well as left from right. Regulation Five. Though the Province Wall is a Cokyrian endeavor, it would be polite and understanding of Hytanicans to remind the enemy of the correct side on which to be standing when the final stone is laid, so no unfortunates may find themselves trapped outside with no way in. Regulation Six. When at long last foreign trade is allowed to resume, Hytanicans should strive to empathize with the reluctance of neighboring kingdoms to enter our lands, for Cokyri’s stench is sure to deter even the migrating birds. Regulation Seven. For what little trade and business we do manage in spite of the odor, the imposed ten percent tax may be paid in coins, sweets or shiny objects. Regulation Eight. It is regrettably prohibited for Hytanicans to throw jeers at Cokyrian soldiers, for fear that any man harried may cry, and the women may spit. Regulation Nine. In case of an encounter with Cokyrian dignitaries, the boy-invader and the honorable High Priestess included, let it be known that the proper way in which to greet them is with an ass-backward bow.

American diplomats had been slow to understand the scope of the change being driven by Chinese migration to Africa. The phenomenon had been flagged in State Department cables as early as 2005, with diplomats identifying the budding, large-scale movement of people from China to Africa as part of a campaign to expand Beijing’s political influence and simultaneously advance China’s business interests and overall clout.

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This connectivity lets urban Somalis tap into global networks for the exchange of money and information, allows them to engage in trade, and lets them pursue legitimate business (such as mobile phone companies).37 Of course, people who live in rural areas without cellphone coverage can’t access these connectivity-enabled overseas sources of support. Thus, greater access to global systems of exchange—something that’s available only from well-connected urban locations—has become a major reason for people to migrate to cities, increasing the pace of urbanization.

Migration is the story of America. It is foundational. From Pilgrims fleeing oppression in Europe, to the millions who took advantage of the Homestead Act to “go West,” to the erection of the Statue of Liberty in New York’s harbor, all the way up to the U.S. Congress tying Most Favored Nation status to the human right of Soviet Jews to emigrate, the movement of people fleeing tyranny, violence, and withered opportunities is sacrosanct to Americans. In fact, “freedom of movement” is a treasured right in the nation’s political lexicon. Yet, when more than 1.5 million African Americans left the land below the Mason-Dixon Line, white Southern elites raged with cool, calculated efficiency. This was no lynch mob seeking vengeance; rather, these were mayors, governors, legislators, business leaders, and police chiefs who bristled at “the first step … the nation’s servant class ever took without asking.”12 In the wood-paneled rooms of city halls, in the chambers of city councils, in the marbled state legislatures, and in sheriffs’ offices, white government officials, working hand in hand with plantation, lumber mill, and mine owners, devised an array of obstacles and laws to stop African Americans, as U.S. citizens, from exercising the right to find better jobs, to search for good schools, indeed simply to escape the ever-present terror of lynch mobs. In short, the powerful, respectable elements of the white South rose up, in the words of then-secretary of labor William B. Wilson, to stop the Great Migration and interfere with “the natural right of workers to move from place to place at their own discretion.

Ricardo’s influential theory of win–win trade was based on products such as wine and cloth, and assumed that the factors of production—land, labour and capital—were immovable behind national borders. Today, everything but land moves, with cross-border flows including trade in products and services (from fresh fruit to legal advice); foreign direct investment (in businesses and properties); financial flows (from bank loans to corporate stocks); and the migration of people in search of a livelihood.

As a physics major, before getting her hands dirty in New York, she had assumed that money is printed by a nation’s central bank, from where it is distributed to commercial banks. But while this is indeed how cash is created, cash accounts for only 3 per cent of all money. What of the remaining 97 per cent? Surprise and then foreboding were the reactions of every student to whom she had explained how the missing 97 per cent was created – and by whom: not by central banks but by commercial and investment bankers. At this point, her students would ask, ‘Without access to state-sanctioned printing presses, how do private bankers create money?’ ‘Simple,’ she would reply. ‘Every time a banker approves a loan of, say, one million dollars for Jack, a typical business customer, the banker just types 1,000,000 on Jack’s bank statement. However incredible it may seem, that’s all it takes. Bankers create money by granting loans by typing in some numbers!’ The crucial thing, she would explain, is that these numbers are typed into a shared database – or ledger – to which only the bankers have access. When their customers transfer this ‘money’ between them – when Jack transfers numbers from his account to the account of a supplier, say Jill, or of a builder, say Bob, or of a worker, say Kate, and when in turn, Jill, Bob and Kate transfer their numbers on, in the same way, to others to whom they owe money – these numbers simply migrate from one cell in the database to another. For this system to be sustainable, and not merely a pyramid scheme, there is a single condition: that, somewhere down the line, the one million dollars which some banker typed into existence on Jack’s behalf results in new goods and services whose total market value exceeds one million dollars. It is from this surplus that the banker takes his interest and Jack his profit. This is what Iris was referring to as a fool’s wager when she said that bankers plundered value from the future, or when Costa had once claimed that capitalism, like science fiction, trades in future assets using fictitious currency. It is in their nature that the wealthier bankers become by creating money, the more money they tend to create. The danger of such a system, of course, is that the banks end up typing into existence sums of money vastly larger than the market value of the goods and services created as a result of Jack, Jill, Bob and Kate’s endeavours. At the point when the bankers have collectively created money sums greater than the resulting values, the present can no longer repay the future for the money it borrowed from it. The moment Jack, Jill, Bob and Kate get a whiff of this, they may demand their bank balances in cash, sensing that the total value on the bankers’ database is lower than the actual value of their customers’ assets. ‘At that point, a bank run sets in,’ Eva would tell her students, ‘and that’s when the system comes crashing down.

Being hurried is an inner condition, a condition of the soul. It means to be so preoccupied with myself and my life that I am unable to be fully present with God, with myself, and with other people. I am unable to occupy this present moment. Busy-ness migrates to hurry when we let it squeeze God out of our lives.

our interviews suggest that many rural men migrate to the city precisely to prepare for marriage. Married men who do not already work in the city rarely migrate there (it is different for those who live in towns surrounding cities).     After the death of my parents and oldest brother, I took care of the siblings. In 1997, I came to Bujumbura to do different jobs and then I managed to buy my own bike and I started doing taxi-vélo. I have done this job since 2002 and it allows me to have everything I need. I managed to build a house and I married because of my work. I also managed to buy three goats and five parcels of land to cultivate. I think that with God’s help I will manage the development I wished for when I came to the city. (Twenty-six-year-old migrant, Musaga)     I am saving some money to buy a couple of cows. After that, I will seek a wife. I am busy building a house with a tile roof in my colline to prepare my marriage. (Twenty-year-old male migrant, Musaga)

Albert, friend to royalty,” Beatrix said later at the Rutledge Hotel, laughing as she sat on the floor of their suite and examined the new collar. “I hope you don’t get above yourself, and put on airs.” “Not around your family, he won’t,” Christopher said, stripping off his coat and waistcoat, and removing his cravat. He lowered himself to the settee, relishing the coolness of the room. Albert went to drink from his bowl of water, lapping noisily. Beatrix went to Christopher, stretched full length atop him, and braced her arms on his chest. “I was so proud of you today,” she said, smiling down at him. “And perhaps a tiny bit smug that with all the women swooning and sighing over you, I’m the one you went home with.” Arching a brow, Christopher asked, “Only a tiny bit smug?” “Oh, very well. Enormously smug.” She began to play with his hair. “Now that all this medal business is done with, I have something to discuss with you.” Closing his eyes, Christopher enjoyed the sensation of her fingers stroking his scalp. “What is it?” “What would you say to adding a new member to the family?” This was not an unusual question. Since they had established a household at Riverton, Beatrix had increased the size of her menagerie, and was constantly occupied with animal-related charities and concerns. She had also compiled a report for the newly established natural history society in London. For some reason it had not been at all difficult to convince the group of elderly entomologists, ornithologists, and other naturalists to include a pretty young woman in their midst. Especially when it became clear that Beatrix could talk for hours about migration patterns, plant cycles, and other matters relating to animal habitats and behavior. There was even discussion of Beatrix’s joining a board to form a new natural history museum, to provide a lady’s perspective on various aspects of the project. Keeping his eyes closed, Christopher smiled lazily. “Fur, feathers, or scales?” he asked in response to her earlier question. “None of those.” “God. Something exotic. Very well, where will this creature come from? Will we have to go to Australia to collect it? Iceland? Brazil?” A tremor of laughter went through her. “It’s already here, actually. But you won’t be able to view it for, say…eight more months.” Christopher’s eyes flew open. Beatrix was smiling down at him, looking shy and eager and more than a little pleased with herself. “Beatrix.” He turned carefully so that she was underneath him. His hand came to cradle the side of her face. “You’re sure?” She nodded. Overwhelmed, Christopher covered her mouth with his, kissing her fiercely. “My love…precious girl…” “It’s what you wanted, then?” she asked between kisses, already knowing the answer. Christopher looked down at her through a bright sheen of joy that made everything blurred and radiant. “More than I ever dreamed. And certainly more than I deserve.” Beatrix’s arms slid around his neck. “I’ll show you what you deserve,” she informed him, and pulled his head down to hers again.

and Medicaid, which would help expand coverage and bring down costs. The other thing we should be honest about is how hard it’s going to be, no matter what we do, to create significant economic opportunity in every remote area of our vast nation. In some places, the old jobs aren’t coming back, and the infrastructure and workforce needed to support big new industries aren’t there. As hard as it is, people may have to leave their hometowns and look for work elsewhere in America. We know this can have a transformative effect. In the 1990s, the Clinton administration experimented with a program called Moving to Opportunity for Fair Housing, which gave poor families in public housing vouchers to move to safer, middle-income neighborhoods where their children were surrounded every day by evidence that life can be better. Twenty years later, the children of those families have grown up to earn higher incomes and attend college at higher rates than their peers who stayed behind. And the younger the kids were when they moved, the bigger boost they received. Previous generations of Americans actually moved around the country much more than we do today. Millions of black families migrated from the rural South to the urban North. Large numbers of poor whites left Appalachia to take jobs in Midwestern factories. My own father hopped a freight train from Scranton, Pennsylvania, to Chicago in 1935, looking for work. Yet today, despite all our advances, fewer Americans are moving than ever before. One of the laid-off steelworkers I met in Kentucky told me he found a good job in Columbus, Ohio, but he was doing the 120-mile commute every week because he didn’t want to move. “People from Kentucky, they want to be in Kentucky,” another said to me. “That’s something that’s just in our DNA.” I understand that feeling. People’s identities and their support systems—extended family, friends, church congregations, and so on—are rooted in where they come from. This is painful, gut-wrenching stuff. And no politician wants to be the one to say it. I believe that after we do everything we can to help create new jobs in distressed small towns and rural areas, we also have to give people the skills and tools they need to seek opportunities beyond their hometowns—and provide a strong safety net both for those who leave and those who stay. Whether it’s updating policies to meet the changing conditions of America’s workers, or encouraging greater mobility, the bottom line is the same: we can’t spend all our time staving off decline. We need to create new opportunities, not just slow down the loss of old ones. Rather than keep trying to re-create the economy of the past, we should focus on making the jobs people actually have better and figure out how to create the good jobs of the future in fields such as clean energy, health care, construction, computer coding, and advanced manufacturing. Republicans will always be better at defending yesterday. Democrats have to be in the future business. The good news is we have

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In the twenty-first century, the winners will be those who stay ahead of the change curve, constantly redefining their industries, creating new markets, blazing new trails, reinventing the competitive rules, challenging the status quo. To use Charles Handy’s words, it will be those who ‘invent the world’, not those who respond to it. Of course, it requires far less effort to follow in the tracks of the leader than it does to find your own migration path to the future, and there was a time when this was an option. But not any more. Tomorrow’s global markets will show no mercy to the me-too crowd.

One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

By the century's end, the balance of white Republicans and Democrats in the South mirrored the long-standing pattern in the non-South. In the past, each region perceived the parties in different terms. Southerners associated the Republican Party with the forces of Reconstruction, and non-Southerners associated it with business, farmers, and Protestantism. In the South, the Democratic Party was the party of states' rights and segregation, and in the non-South ii was the party of cities, labor and immigrants. For a variety of reasons—economic integration, migration, mass communication, the extension of federal power—the non-South's conception of the parties gradually spread southward.

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What happened in 1970 in Los Angeles was the worst economic episode I’ve ever had to fight through. Unlike the post–Cold War Recession, we did not have the waves of in-migration from Mexico, nor were drug sales as great. I believe the underground economy was a silent savior of Los Angeles during 1990–94. The Kent State Massacre and the Pentagon Papers scandal didn’t help the 1970 scene. Furthermore, things didn’t get better in the early 1970s. The sharp recession of 1970 was followed by a sudden inflation caused by Vietnam spending. Nixon “slammed the gold window shut.” From 1945 to 1971, the U.S., under the Bretton Woods Agreement, had agreed to back its currency to a limited extent with gold at $35 per ounce. Other nations’ central banks were withdrawing our gold so fast that Nixon had to renege on the promise. This was followed in 1973 by the end of fixed currency exchange rates. The dollar plummeted. Traveling to the wine country of France in the summer of 1973, I was unable to cash American Express dollar-denominated traveler’s checks. Inflation jumped with the 1973 Energy Crisis. Nixon imposed wage and price controls. Then Watergate, accompanied by the Dow Jones hitting bottom in 1974. Three Initiatives to Turn the Tide Against all this, Trader Joe’s mounted three initiatives. In chronological order: We launched the Fearless Flyer early in 1970. We broke the price of imported wines in late 1970 thanks to a loophole in the Fair Trade law. Most importantly, in 1971, we married the health food store to the Good Time Charley party store, which had been the 1967–70 version of Trader Joe’s. Together these three elements comprised the second version of Trader Joe’s, Whole Earth Harry.

While Moser’s work confirmed the rumors, and gave us a different way to look at both the power of immigration and this extraordinary period in history, it’s also worth noting what’s not extraordinary—that migration drives innovation.

What’s true for migration’s impact on invention is also true for entrepreneurship. While much has been made about immigrants taking work away from citizens, the data shows the opposite. Rather than stealing jobs, they are far more likely to create new ones.

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The biggest challenge for communicators today is found in the story of the loneliest whale in the world. This whale—nicknamed Blue 52 by scientists in the early nineties—was discovered traversing the seas and singing on a unique frequency. Year after year, its migration pathway took it across several thousand miles but, no matter how many signals it sent out, those signals failed to evoke a response from any of its own kind.

California for deportation when they migrated from Mexico by walking over the Arizona border. It’s beyond my Spanish to explain that bureaucracies stay in business by creating work for themselves at the taxpayers

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

You did not create the inequalities and injustices of this world, daughter. You are neither solely nor uniquely responsible to fix them. If there is anything to learn from the story of our ancestry, it is that you should respect and protect yourself; that you should demand not only justice but joy; that you should see, truly see, the vulnerability and the creativity and the enduring beauty of others. Today, many years after indenture and especially slavery, there are many who continue to live painfully in wakes of historical violence. And there are current terrible circumstances whereby others, in the desperate hope for a better life, either migrate or are pushed across the hardened borders of nations and find themselves stranded in unwelcoming lands. We live in a time, dearest daughter, when the callous and ignorant in wealthy nations have made it their business to loudly proclaim who are the deserving "us" (those really "us") and who are the alien and undeserving "them." But the story of our origins offers us a different insight. The people we imagine most apart from "us" are, oftentimes, our own forgotten kin.

THE WEBSITE FOR SSA Marine says, “Accelerating the Pace of Business.” Its terminal is now giving off a deafening whir: engine sounds, horns, beeps, and the echoes of workers shouting. The giant cranes lift containers off the ship, sliding them inward fast enough that they swing a little bit in midair. Currently, the bay is full of the haze-lightened silhouettes of container ships, players in that sprawling, fractal network whose workings have recently come to the fore in headlines about the supply chain. In the restored marsh along the park, clusters of migrating shorebirds are keeping their own schedule. It’s currently three hours from high tide, and on the shrinking islands, tiny sandpipers sit together so densely that they look like a tessellated pattern. Stalking around them are a variety of spidery birds, including long-billed curlews, which have surreal curved beaks more than half the length of their entire bodies. They are back for the time being, having traveled northeast to breed—possibly as far as Idaho—and in the meantime, they adjust their activities to the tides. On the one hand, it is true that you can see multiple forms of time here. The containers pile up; the shorebirds probe the mud; the phoebe chases its flies; a small, brown mushroom pushes up from the grass; and the tide continues to rise. Your stomach rumbles. But one of these clocks is not like the others. In order to maintain its equilibrium, it has to run ahead faster and faster.

from an economic point of view was that manuscripts, from the outset, had not been planned or designed as commercial propositions. Copied for centuries by monks in their cloisters, often from materials manufactured on site—inks, pigments, the hides of animals—they were artifacts blissfully produced without consideration of profit and loss. Their migration from scriptoria to bookshops introduced the profit ledger and the need to find a supply of customers beyond the walls of the monastery library. A reclusive scholarly activity had become a business like any other, with a manuscript, no matter how exalted its contents, a commodity to be produced and exchanged on the market.

Studies of cultures are now further clouded by the consequences of migrations, immigration and acculturation, and cultural differences across generations, along with new players such as India and South America as well as China in the center stage. This

Yet climate migration is a peculiar kind of forced migration, as we ourselves are doing the forcing. The cost in both hard dollars and human suffering is much higher than we should be willing to pay. With a population of 38 million, Tokyo is the largest mega-city on Earth. Consider what it would cost to relocate fifteen Tokyos. Now consider that this is an entirely voluntary expense.

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Gilder G, 1996. The Moral Sources of Capitalism. In: Gerson M (ed.), The Essential Neo-Conservative Reader. Reading, Massachusetts: Addison-Wesley Publishing Co., pp. 151-159 Quoting page 154: The next step above potlatching was the use of real money. The invention of money enabled the pattern of giving to be extended as far as the reach of faith and trust from the mumi’s tribe to the world economy. Among the most important transitional devices was the Chinese Hui. This became the key mode of capital formation for the overseas Chinese in their phenomenal success as tradesmen and retailers everywhere they went, from San Francisco to Singapore. A more sophisticated and purposeful development of the potlatching principle, the Hui began when the organizer needed money for an investment. He would raise it from a group of kin and friends and commit himself to give a series of ten feasts for them. At each feast a similar amount of money would be convivially raised and given by lot or by secret bidding to one of the other members. The rotating distribution would continue until every member had won a collection. Similar systems, called the Ko or Tanamoshi, created saving for the Japanese; and the West African Susu device of the Yoruba, when transplanted to the West Indies, provided the capital base for Caribbean retailing. This mode of capital formation also emerged prosperously among West Indians when they migrated to American cities. All these arrangements required entrusting money or property to others and awaiting returns in the uncertain future.

questions Those taking a new leadership role should ask: How is your industry changing and, in particular, how are your customers’ expectations evolving? What are the global developments (for example, increased migration, urbanisation or proliferation of mobile communications) that could benefit, threaten or generally alter the way that you do business? What are the political, economic, social, technological, legislative or environmental trends that could affect your business? What situation best describes the challenges and opportunities faced by the business? Is this clearly and widely recognised? What specific challenges are likely to be encountered? How can they be addressed? What are the major opportunities and what action is needed to realise them? Are there quick wins or low-hanging fruit that can be secured? What are the greatest risks, threats and potential pitfalls? How will these be avoided or overcome? What are the expectations of stakeholders? Are these expectations realistic – do they need adjusting? What should be the priorities?

The federal government had taken over the affairs of the South, during a period known as Reconstruction, and the newly freed men were able to exercise rights previously denied them. They could vote, marry, or go to school if there were one nearby, and the more ambitious among them could enroll in black colleges set up by northern philanthropists, open businesses, and run for office under the protection of northern troops.

Besides this kind of individual answer there are some general ones: Famine. Sometimes writers mention famines in the nineteenth century, which forced Punjabis to migrate in order to survive. Membership of the British Indian army, which led to Sikhs literally discovering new horizons, and gave them secure pensions after their term of service. These were sufficient to keep them and their families, but not to establish businesses or landholdings. They returned to the countries in which they had been serving, where they knew gaps in employment existed. Lack of opportunities at home. Farms or businesses may only be able to provide employment for a limited number of people, especially with mechanization. Surplus sons had to look elsewhere – and at the same time help the extended family to prosper from their earnings so that they could eventually find a niche when they returned home.

[Winning in] India is essential. For GE, winning with India requires a new business model, one in which we are “local” in every sense of the word. That means migrating P&L responsibility and major business functions [like R&D, manufacturing and marketing] from a centralized headquarters to an experienced in-country team that is closest to the action and uniquely in touch with local customers and capabilities. Shifting power to where the growth is, putting more resources, more people and more products in the country, and integrating all elements of the GE product and services pipeline makes good business sense. This new One GE in India approach will speed progress. With an integrated team, we can develop products and services designed specifically to meet local needs and, potentially, for export to other markets. Since we’ve changed the model in India to align with the market more directly, there’s great excitement. It gives us entirely new opportunities to develop more products at more price points. This will help open up access to large, underserved markets in India, China, Brazil, and Africa while also fueling innovation that opens a door into new markets in the more developed regions of the world. The establishment of a new business model in India is an important step and I am eager to see it take off.

Now the sun is wide awake, baring its teeth, making the sweat run down people's back. Before it will make its way across the sky and into the waiting arms of the Arabian Sea, so much will have happened: migrations into the city, births, marriages, dowry deaths, illicit love affairs, pay raises, first kisses, bankruptcy filings, traffic accidents, business deals, money changing hands, plant shutdowns, gallery openings, poetry readings, political discussions, evictions. Every event in human history will repeat itself today. Everything that ever happened will happen again today. All if life lived in a day. A day, a day. A silver urn of promise and hope. Another chance. At reinvention, at resurrection, at reincarnation. A day. The least and most of all of our lives.

International labor mobility What’s the problem? Increased levels of migration from poor to rich countries would provide substantial benefits for the poorest people in the world, as well as substantial increases in global economic output. However, almost all developed countries pose heavy restrictions on who can enter the country to work. Scale: Very large. Eighty-five percent of the global variation in earnings is due to location rather than other factors: the extremely poor are poor simply because they don’t live in an environment that enables them to be productive. Economists Michael Clemens, Claudio Montenegro, and Lant Pritchett have estimated what they call the place premium—the wage gain for foreign workers who move to the United States. For an average person in Haiti, relocation to the United States would increase income by about 680 percent; for a Nigerian, it would increase income by 1,000 percent. Some other developing countries have comparatively lower place premiums, but they are still high enough to dramatically benefit migrants. Most migrants would also earn enough to send remittances to family members, thus helping many of those who do not migrate. An estimated six hundred million people worldwide would migrate if they were able to. Several economists have estimated that the total economic gains from free mobility of labor across borders would be greater than a 50 percent increase in world GDP. Even if these estimates were extremely optimistic, the economic gains from substantially increased immigration would be measured in trillions of dollars per year. (I discuss some objections to increased levels of immigration in the endnotes.) Neglectedness: Very neglected. Though a number of organizations work on immigration issues, very few focus on the benefits to future migrants of relaxing migration policy, instead focusing on migrants who are currently living in the United States. Tractability: Not very tractable. Increased levels of immigration are incredibly unpopular in developed countries, with the majority of people in Germany, Italy, the Netherlands, Norway, Sweden, and the United Kingdom favoring reduced immigration. Among developed countries, Canada is most sympathetic to increased levels of immigration; but even there only 20 percent of people favor increasing immigration, while 42 percent favor reducing it. This makes political change on this issue in the near term seem unlikely. What promising organizations are working on it? ImmigrationWorks (accepts donations) organizes, represents, and advocates on behalf of small-business owners who would benefit from being able to hire lower-skill migrant workers more easily, with the aim of “bringing America’s annual legal intake of foreign workers more realistically into line with the country’s labor needs.” The Center for Global Development (accepts donations) conducts policy-relevant research and policy analysis on topics relevant to improving the lives of the global poor, including on immigration reform, then makes recommendations to policy makers.

that higher pay will lead to layoffs and business closings or business migration.

Your grandpa said already that propaganda is a governmental function. It has nothing to do with business. Furthermore, the government needs to bring its ideas across to the public and needs to resort to effective methods. Therefore, it encourages gifted speakers to explain the government plans. Besides that, the government is most certainly allowed to stick signs on billboards. Since the signs reflect the doctrine of the government it is not against the law.” “Harold, think about it. Are you saying that the government can proclaim whatever it wants because it makes the laws and therefore is able to get away with outright lies?” Karl’s grandpa wanted to be sure that he understood what Harold had been taught. “I don’t know about outright lies, but yes, our government is allowed to make the laws. Therefore, it is able to proclaim or to deny without coming into conflict with the laws.” Harold was unyielding. The old man Veth nodded in agreement. “Alright, Harold, now think before you answer. Considering your previous point about advertising would you now come to the conclusion that the propaganda of our government is self-serving?” Harold did not miss a beat. “Of course our government is self-serving. I don’t think that there is any difference between our government and other governments. They are always self-serving.” “Then you don’t even think about the fact that Herr Hitler can say what he wants, but that we citizens are in jeopardy if we don’t agree with him.” Herr Veth wanted to turn this conversation into a lesson. Harold showed that he was indeed already too long in the rain. “No Herr Veth, Herr Hitler does not say what he wants. He is only taking measures to assure that we are building an eternal empire. It will last at least a 1,000 years because we will eradicate the mentally ill by not permitting them to reproduce and also by sterilizing their roots. We will also abolish any vagrants and quacks, regardless of their faith, by sending them to labor camps. If any nonproductive person does not like our restraints they are free to migrate to other countries, which will suffer by this fact and therefore will never be of any competition to our disciplined nation.” Karl was stunned by Harold’s outpouring. “Harold, what is the matter with you? Don’t you realize that you are sounding like a member of the Nazi party?” Harold turned to face his friend. “No, Karl, I don’t sound like a Nazi. Discipline and productivity are the hallmarks of our Prussian culture and upbringing. There is nothing wrong with it.” Herr Veth intertwined. “There is something wrong with using the Prussian discipline to control young minds. Herr Hitler is using the very core of our

With the end of the bracero, or agricultural guest worker, program in 1964, the 20 million Mexicans who had, since World War II, annually migrated to work in the U.S. fields found themselves without jobs. Some- as historians have well documented- continued to work in the fields illegally, but just as many- as historians have largely ignored- began to work on construction sites, on factory floors,and in chemical shops. Although Americans may not have wanted to work in the fields, they did want to work in industrial jobs. Migrant labor, unprotected from the state, created an alternative to the American worker. This cheap labor made key parts of the 1980s boom possible, whether in Houston's strip malls or Silicon Valley's electronics factories.

From all the things he has bothered to find out about the way the Ghoshes ran their business - planting lumpens within unions to spark off violence so that all the union workers could be sacked; an old story of buying off a business from a friend's widow, who did not know any better, for a fraction of its real value; using the Hindu-Muslim riots the year before Independence, the year he was born, to shut down mills, regardless of how many workers were deprived of their livelihoods, and buying up factories in areas emptied by the migration - all this immorality and opportunism, this was what characterised them, not altruism, as the stories they had spun would have you believe. But then, this is a world whose running fuel is anecdotes and stories, he reminds himself. The anecdotes need not be first-hand; in fact, better if they are not, better if they are repeated across several degrees of separation, because that proves how potent and pervasive they are, bringing everyone together in one huge, collusive matrix. A legendary lecture given by so-and-so in Presidency College in 1926, its iconic status relayed by a nineteen-year-old in 1965 with the words "You needed to be there to feel the goosebumps". The memory of a martinet kept alive by stories recounting his disciplinary measures from fifty years ago, handed down a dendritic chain of people across the generations. This is the way this world runs: self-mythologising through anecdotes proliferating like a particularly virulent strain of virus. Chatter chatter chatter, always the chatter of what others did and others said in a golden age of an unrecoverable past.

Such an approach would separate genuine political refugees from economic migrants, allow high levels of legal migration, share intelligence to prevent infiltration by terrorists, and strive to put human traffickers out of business.

For John Tyson, the lesson wasn’t in the crops or the soil. It was in the financing. Cash-poor farmers rented land, and their landowners arranged a credit system that financed crops up front for the farmers who were broke. So the landowner provided the money, the farmer provided the labor, and they split the money when the crop came to fruition. The system spread throughout the South, carried on the back of poverty, allowing wealthy landowners and bankers to raise crops without working the land, while forcing farmers to grow crops they would never truly own. In shorthand, it was called tenant farming. The method slowly migrated to Springdale, where John Tyson and other feed dealers were trying to ensure a steady supply of chicken. The feed dealers started providing their product up front for farmers, collecting their payment when the chickens were sold. Then they started fronting the money to buy chickens as well. John Tyson took it a step further. He bought the chickens himself from a hatchery, then he essentially loaned them to farmers who agreed to raise the birds and get paid a fixed price on delivery. The farmer didn’t take any risk on prices because he never owned the birds, and Tyson got his steady flow of chickens to deliver to customers up north.

Migrations are both essential and frustratingly frequent as your codebase ages and your business grows: most tools and processes only support about one order of magnitude of growth22 before becoming ineffective, so rapid growth makes migrations a way of life. This isn’t because you have bad processes or poor tools—quite the opposite. The fact that something stops working at significantly increased scale is a sign that it was designed appropriately to the previous constraints rather than being over-designed