New Product Added Quotes

We won't be seeing you,' Fred told Professor Umbridge, swinging his leg over his broomstick. 'Yeah, don't bother to keep in touch,' said George, mounting his own. Fred looked around at the assembled students, and at the silent, watchful crowd. 'If anyone fancies buying a Portable Swamp, as demonstrated upstairs, come to number ninety-three, Diagon Alley — Weasleys' Wizard Wheezes,' he said in a loud voice, 'Our new premises!' 'Special discounts to Hogwarts students who swear they're going to use our products to get rid of this old bat,' added George, pointing at Professor Umbridge. 'STOP THEM!' shrieked Umbridge, but it was too late. As the Inquisitorial Squad closed in, Fred and George kicked off from the floor, shooting fifteen feet into the air, the iron peg swinging dangerously below. Fred looked across the hall at the poltergeist bobbing on his level above the crowd. 'Give her hell from us, Peeves.' And Peeves, who Harry had never seen take an order from a student before, swept his belled hat from his head and sprang to a salute as Fred and George wheeled about to tumultuous applause from the students below and sped out of the open front doors into the glorious sunset.

In an abundant world, productivity is about eliminating bad habits; then adding good ones. In an abundant world, knowledge is about filtering, rather than gathering, information. In an abundant world, discipline is the new freedom. In an abundant world―less is more; and more is less.

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

But there are a lot of great pleasures you can get out of the experience of being alone with yourself,” said Bowker. In solitude you can find the unfiltered version of you. People often have breakthroughs where they tap into how they truly feel about a topic and come to some new understanding about themselves, said Bowker. Then you can take your realizations out into the social world, he added: “Building the capacity to be alone probably makes your interactions with others richer. Because you’re bringing to the relationship a person who’s actually got stuff going on in the inside and isn’t just a connector circuit that only thrives off of others.” Research backs solitude’s healthy properties. It’s been shown to improve productivity, creativity, empathy, and happiness, and decrease self-consciousness.

and if a rainy morning deprived them of other enjoyments, they were still resolute in meeting in defiance of wet and dirt, and shut themselves up, to read novels together. Yes, novels; for I will not adopt that ungenerous and impolitic custom so common with novel–writers, of degrading by their contemptuous censure the very performances, to the number of which they are themselves adding — joining with their greatest enemies in bestowing the harshest epithets on such works, and scarcely ever permitting them to be read by their own heroine, who, if she accidentally take up a novel, is sure to turn over its insipid pages with disgust. Alas! If the heroine of one novel be not patronized by the heroine of another, from whom can she expect protection and regard? I cannot approve of it. Let us leave it to the reviewers to abuse such effusions of fancy at their leisure, and over every new novel to talk in threadbare strains of the trash with which the press now groans. Let us not desert one another; we are an injured body. Although our productions have afforded more extensive and unaffected pleasure than those of any other literary corporation in the world, no species of composition has been so much decried. From pride, ignorance, or fashion, our foes are almost as many as our readers. And while the abilities of the nine–hundredth abridger of the History of England, or of the man who collects and publishes in a volume some dozen lines of Milton, Pope, and Prior, with a paper from the Spectator, and a chapter from Sterne, are eulogized by a thousand pens — there seems almost a general wish of decrying the capacity and undervaluing the labour of the novelist, and of slighting the performances which have only genius, wit, and taste to recommend them. “I am no novel–reader — I seldom look into novels — Do not imagine that I often read novels — It is really very well for a novel.” Such is the common cant. “And what are you reading, Miss — ?” “Oh! It is only a novel!” replies the young lady, while she lays down her book with affected indifference, or momentary shame. “It is only Cecilia, or Camilla, or Belinda”; or, in short, only some work in which the greatest powers of the mind are displayed, in which the most thorough knowledge of human nature, the happiest delineation of its varieties, the liveliest effusions of wit and humour, are conveyed to the world in the best–chosen language. Now, had the same young lady been engaged with a volume of the Spectator, instead of such a work, how proudly would she have produced the book, and told its name; though the chances must be against her being occupied by any part of that voluminous publication, of which either the matter or manner would not disgust a young person of taste: the substance of its papers so often consisting in the statement of improbable circumstances, unnatural characters, and topics of conversation which no longer concern anyone living; and their language, too, frequently so coarse as to give no very favourable idea of the age that could endure it.

The news about Shiraha spread through the store like wildfire. Every time I saw the manager he started pestering me with: “How’s Shiraha? When are you going to bring him out drinking with us?” I’d always had a lot of respect for manager #8. He was a hard worker and I’d thought of him as the perfect colleague, but now I was sick to death of him only ever talking about Shiraha whenever we met. Until now, we’d always had meaningful worker-manager discussions: “It’s been hot lately, so the sales of chocolate desserts are down,” or “There’s a new block of flats down the road, so we’ve been getting more customers in the evening,” or “They’re really pushing the ad campaign for that new product coming out the week after next, so we should do well with it.” Now, however, it felt like he’d downgraded me from store worker to female of the human species.

I'll add another return track for compression. This will be used for Parallel, or New York compression, which is basically mixing the fully compressed sound with the original. This has the advantage of adding punch and fatness without losing the transients.

While early print ads were straightforward product announcements (“EATON’S HIGHLAND LINEN: THE FRESHEST AND CLEANEST WRITING PAPER”), the new personality-driven ads cast consumers as performers with stage fright from which only the advertiser’s product might rescue them.

If the nature-over-nurture idea that your personality is not your own hard-earned creation but a product of your genes makes you feel uneasy, how about the concept of a personality composed by the bacteria living in your gut? Mice without gut microbes are antisocial, preferring to spend time alone rather than with other mice. Whereas a mouse with a normal microbiota will choose to meet and greet any new mice added to its cage, germ-free mice stick with mice they already know. Simply having gut microbes seems to make them more friendly. Beyond friendship, it’s possible that your microbiota may even affect who you are attracted to.

I know you,” he added, helping to arrange the blanket over my shoulders. “You won’t drop the subject until I agree to check on your cousin, so I’ll do it. But only under one condition.” “John,” I said, whirling around to clutch his arm again. “Don’t get too excited,” he warned. “You haven’t heard the condition.” “Oh,” I said, eagerly. “Whatever it is, I’ll do it. Thank you. Alex has never had a very good life-his mother ran away when he was a baby, and his dad spent most of his life in jail…But, John, what is all this?” I swept my free hand out to indicate the people remaining on the dock, waiting for the boat John had said was arriving soon. I’d noticed some of them had blankets like the one he’d wrapped around me. “A new customer service initiative?” John looked surprised at my change of topic…then uncomfortable. He stooped to reach for the driftwood Typhon had dashed up to drop at his feet. “I don’t know what you mean,” he said, stiffly. “You’re giving blankets away to keep them warm while they wait. When did this start happening?” “You mentioned some things when you were here the last time….” He avoided meeting my gaze by tossing the stick for his dog. “They stayed with me.” My eyes widened. “Things I said?” “About how I should treat the people who end up here.” He paused at the approach of a wave-though it was yards off-and made quite a production of moving me, and my delicate slippers, out of its path. “So I decided to make a few changes.” It felt as if one of the kind of flowers I liked-a wild daisy, perhaps-had suddenly blossomed inside my heart. “Oh, John,” I said, and rose onto my toes to kiss his cheek. He looked more than a little surprised by the kiss. I thought I might actually have seen some color come into his cheeks. “What was that for?” he asked. “Henry said nothing was the same after I left. I assumed he meant everything was much worse. I couldn’t imagine it was the opposite, that things were better.” John’s discomfort at having been caught doing something kind-instead of reckless or violet-was sweet. “Henry talks too much,” he muttered. “But I’m glad you like it. Not that it hasn’t been a lot of added work. I’ll admit it’s cut down on the complaints, though, and even the fighting amongst our rowdier passengers. So you were right. Your suggestions helped.” I beamed up at him. Keeper of the dead. That’s how Mr. Smith, the cemetery sexton, had referred to John once, and that’s what he was. Although the title “protector of the dead” seemed more applicable. It was totally silly how much hope I was filled with by the fact that he’d remembered something I’d said so long ago-like maybe this whole consort thing might work out after all. I gasped a moment later when there was a sudden rush of white feathers, and the bird he’d given me emerged from the grizzly gray fog seeming to engulf the whole beach, plopping down onto the sand beside us with a disgruntled little humph. “Oh, Hope,” I said, dashing tears of laughter from my eyes. Apparently I had only to feel the emotion, and she showed up. “I’m sorry. I didn’t mean to leave you behind. It was his fault, you know.” I pointed at John. The bird ignored us both, poking around in the flotsam washed ashore by the waves, looking, as always, for something to eat. “Her name is Hope?” John asked, the corners of his mouth beginning to tug upwards. “No.” I bristled, thinking he was making fun of me. Then I realized I’d been caught. “Well, all right…so what if it is? I’m not going to name her after some depressing aspect of the Underworld like you do all your pets. I looked up the name Alastor. That was the name of one of the death horses that drew Hades’s chariot. And Typhon?” I glanced at the dog, cavorting in and out of the waves, seemingly oblivious of the cold. “I can only imagine, but I’m sure it means something equally unpleasant.

The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.

Here's what an e-reader is. A battery operated slab, about a pound, one half-inch thick, perhaps an aluminum border, rubberized back, plastic, metal, silicon, a bit of gold, plus rare metals such as columbite-tantalite (Google it) ripped from the earth, often in war-torn Africa. To make one e-reader requires 33 pounds of minerals, plus 79 gallons of water to produce the battery and printed writing and refine the minerals. The production of other e-reading devices such as cell phones, iPads and whatever new gizmo will pop up (and down) in the years ahead is similar. "The adverse health impacts from making one e-reader are estimated to be 70 times greater than those for making a single book," says the Times. Then you figure that the one hundred million e-readers will be outmoded in short order--to be replaced by one hundred million new and improved devices in the years ahead that will likewise be replace by new models ad infinitum, and you realize an environmental disaster is at hand.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

The Japanese began the war from the air at Pearl Harbor. They have been repaid many-fold. And the end is not yet. With this bomb we have now added a new and revolutionary increase in destruction to supplement the growing power of our armed forces. In their present form these bombs are now in production, and even more powerful forms are in development. It is an atomic bomb. It is a harnessing of the basic power of the universe. The force from which the sun draws its power has been loosed against those who brought war to the Far East.

The customer is also at the center of how we analyze and manage performance metrics. Our emphasis is on what we call controllable input metrics, rather than output metrics. Controllable input metrics (e.g., reducing internal costs so you can affordably lower product prices, adding new items for sale on the website, or reducing standard delivery time) measure the set of activities that, if done well, will yield the desired results, or output metrics (such as monthly revenue and stock price). We detail these metrics as well as how to discover and track them in chapter six.

She was always saying, ‘I know I am dying from radium poisoning,’” remembered one of her physicians. “I convinced her she wasn’t; that she was going to get better. It is tact of a physician not to reveal a fatal prognosis.”17 Martland wasted no time enlightening the world about the evolution of radium’s MO. He had seen enough cases now to know that these latent sarcomas—which could leave a victim healthy for years after her exposure to radium, before coming horribly to life and taking over her body—were the new phase of this terrifying poisoning. He added: “When I first described this disease, there was a strong tendency among some of those interested in the production and therapeutic use of radium to place the entire blame on mesothorium… In the cases autopsied recently, the mesothorium has disappeared while the radium persists.”18 He could reach only one conclusion: “I am now of the opinion that the normal radioactivity of the human body should not be increased; [to do so] is dangerous.”19 It had to be, for each week another dial-painter presented another sarcoma, each in a new location—her spine, her leg, her knee, her hip, her eye… Irene’s family couldn’t believe how fast she was fading from them. But she still had grit in her. On May 4, 1931, as she lay dying in hospital, she filed a claim for damages

We are certainly able to create temporary pockets of order in certain places and at certain times, if we feed in the right amounts of energy and effort from the outside. However it turns out that this local increase in order comes at the expense of a decrease in the amount of order in your body and in your immediate environment. As you reorder the files or make the ruler stand upright, for example, you are using energy – and some of this energy is lost as heat since you are effectively doing some exercise. And adding heat to your environment means that you are increasing the disorder in the air molecules around your body. In fact it is even worse than this – the disorder which you create as a by-product of your reordering of files or balancing of rulers will always be greater than the amount of order which you manage to create. In other words, the law is correct in that the overall disorder in the Universe increases. So although we humans can invent stories, build buildings, and can even create new lives by giving birth, each of these acts will actually destroy more order in the rest of the Universe than it can possibly create in the resulting book, building or baby. Depressing? Actually it was a physicist called Ludwig Boltzmann who came up with the pioneering insights into this effect of increasing disorder – and he ended up committing suicide in 1906 by hanging himself while on vacation.

What if we fail to stop the erosion of cities by automobiles? What if we are prevented from catalyzing workable and vital cities because the practical steps needed to do so are in conflict with the practical steps demanded by erosion? There is a silver lining to everything. In that case we Americans will hardly need to ponder a mystery that has troubled men for millennia: What is the purpose of life? For us, the answer will be clear, established and for all practical purposes indisputable: The purpose of life is to produce and consume automobiles. It is not hard to understand that the producing and consuming of automobiles might properly seem the purpose of life to the General Motors management, or that it may seem so to other men and women deeply commtted economically or emotionally to this pursuit. If they so regard it, they should be commended rather than cricicized for this remarkable identification of philosophy with daily duty. It is harder to understand, however, why the production and consumption of automobiles should be the purpose of life for this country. Similarly, it is understandable that men who were young in the 1920's were captivated by the vision of the freeway Radiant City, with the specious promise that it would be appropriate to an automobile age. At least it was then a new idea; to men of the generation of New York's Robert Moses, for example, it was radical and exciting in the days when their minds were growing and their ideas forming. Some men tend to cling to old intellectual excitements, just as some belles, when they are old ladies, still cling to the fashions and coiffures of their exciting youth. But it is harder to understand why this form of arrested mental development should be passed on intact to succeeding generations of planners and designers. It is disturbing to think that men who are young today, men who are being trained now for their carreers, should accept *on the grounds that they must be "modern" in their thinking,* conceptions about cities and traffic which are not only unworkably, but also to which nothing new of any significance has been added since their fathers were children.

I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance. When we drug ourselves to blot out our soul's call, we are being good Americans and exemplary consumers. We're doing exactly what TV commercials and pop materialist culture have been brainwashing us to do from birth. Instead of applying self-knowledge, self-discipline, delayed gratification and hard work, we simply consume a product.

All this depends, however, on the rich using their profits to open new factories and hire new employees, rather than wasting them on non-productive activities. Smith therefore repeated like a mantra the maxim that ‘When profits increase, the landlord or weaver will employ more assistants’ and not ‘When profits increase, Scrooge will hoard his money in a chest and take it out only to count his coins.’ A crucial part of the modern capitalist economy was the emergence of a new ethic, according to which profits ought to be reinvested in production. This brings about more profits, which are again reinvested in production, which brings more profits, et cetera ad infinitum. Investments can be made in many ways: enlarging the factory, conducting scientific research, developing new products. Yet all these investments must somehow increase production and translate into larger profits.

Take the New York–based Lemonade, arguably the best funded of today’s crowdsurance startups. Via an app, Lemonade brings together small groups of policyholders who pay premiums into a central “claim pool.” Artificial intelligence does the rest. The entire experience is mobile, simple, and fast. Ninety seconds to get insured, three minutes to get a claim paid, and zero paperwork. Adding more technology to this arrangement, companies like the Swiss firm Etherisc sell “bespoke insurance products” on the Ethereum blockchain. Because smart contracts remove the need for employees, paperwork, and all the rest, all sorts of new insurance products are being created. Etherisc’s first offering is something not covered by traditional insurers: flight delays and cancellations. Individuals sign up via credit card, and if their plane is more than forty-five minutes late, they’re paid instantly, automatically, and without the need for any paperwork.

Much of the so-called environmental movement today has transmuted into an aggressively nefarious and primitive faction. In the last fifteen years, many of the tenets of utopian statism have coalesced around something called the “degrowth” movement. Originating in Europe but now taking a firm hold in the United States, the “degrowthers,” as I shall characterize them, include in their ranks none other than President Barack Obama. On January 17, 2008, Obama made clear his hostility toward, of all things, electricity generated from coal and coal-powered plants. He told the San Francisco Chronicle, “You know, when I was asked earlier about the issue of coal . . . under my plan of a cap and trade system, electricity rates would necessarily skyrocket. . . .”3 Obama added, “. . . So if somebody wants to build a coal-powered plant, they can. It’s just that it will bankrupt them because they’re going to be charged a huge sum for all the greenhouse gas that’s being emitted.”4 Degrowthers define their agenda as follows: “Sustainable degrowth is a downscaling of production and consumption that increases human well-being and enhances ecological conditions and equity on the planet. It calls for a future where societies live within their ecological means, with open localized economies and resources more equally distributed through new forms of democratic institutions.”5 It “is an essential economic strategy to pursue in overdeveloped countries like the United States—for the well-being of the planet, of underdeveloped populations, and yes, even of the sick, stressed, and overweight ‘consumer’ populations of overdeveloped countries.”6 For its proponents and adherents, degrowth has quickly developed into a pseudo-religion and public-policy obsession. In fact, the degrowthers insist their ideology reaches far beyond the environment or even its odium for capitalism and is an all-encompassing lifestyle and governing philosophy. Some of its leading advocates argue that “Degrowth is not just an economic concept. We shall show that it is a frame constituted by a large array of concerns, goals, strategies and actions. As a result, degrowth has now become a confluence point where streams of critical ideas and political action converge.”7 Degrowth is “an interpretative frame for a social movement, understood as the mechanism through which actors engage in a collective action.”8 The degrowthers seek to eliminate carbon sources of energy and redistribute wealth according to terms they consider equitable. They reject the traditional economic reality that acknowledges growth as improving living conditions generally but especially for the impoverished. They embrace the notions of “less competition, large scale redistribution, sharing and reduction of excessive incomes and wealth.”9 Degrowthers want to engage in polices that will set “a maximum income, or maximum wealth, to weaken envy as a motor of consumerism, and opening borders (“no-border”) to reduce means to keep inequality between rich and poor countries.”10 And they demand reparations by supporting a “concept of ecological debt, or the demand that the Global North pays for past and present colonial exploitation in the Global South.”11

Whatever a student hears in class or reads in a book travels these pathways as he masters yet another iota of understanding. Indeed, everything that happens to us in life, all the details that we will remember, depend on the hippocampus to stay with us. The continual retention of memories demands a frenzy of neuronal activity. In fact, the vast majority of neurogenesis—the brain’s production of new neurons and laying down of connections to others—takes place in the hippocampus. The hippocampus is especially vulnerable to ongoing emotional distress, because of the damaging effects of cortisol. Under prolonged stress, cortisol attacks the neurons of the hippocampus, slowing the rate at which neurons are added or even reducing the total number, with a disastrous impact on learning. The actual killing off of hippocampal neurons occurs during sustained cortisol floods induced, for example, by severe depression or intense trauma. (However, with recovery, the hippocampus regains neurons and enlarges again.)20 Even when the stress is less extreme, extended periods of high cortisol seem to hamper these same neurons.

The only path McAuliffe saw to hard-money parity ran through cycles of prospecting new donors, in the mail and online. To accomplish that on the scale he believed crucial, Democrats needed the list of 100 million new names, sortable by party registration or voting behavior, that would fill a national voter file. McAuliffe proposed a deal to the state chairs, that the DNC would effectively borrow their files, help clean them up, add new data like donor information and commercially available phone numbers, and then return them for the state party’s use. At the same time, McAuliffe went to Vinod Gupta, a major Democratic fund-raiser and Clinton friend who was the founder and CEO of InfoUSA, one of the country’s large commercial data vendors. Like many of his rivals, Gupta had been trying for years to find customers in the political world, and offered McAuliffe a good deal for his product. McAuliffe agreed, and as the state files came in, the DNC would send them out to InfoUSA’s Omaha servers, where hundreds of pieces of new information were added to each voter’s profile. A new interface was built to navigate it all. It was called Demzilla.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

THE POWER OF FIVE These portions contain roughly 5 grams of carbohydrates. Food groups are arranged in the general order in which they should be added. Vegetables 3/4 cup cooked spinach 1/2 cup red peppers 1 medium tomato 2/3 cup cooked broccoli 8 medium asparagus 1 cup cauliflower 1/3 cup chopped onions 1/2 California avocado 2/3 cup summer squash Dairy 5 ounces farmer's cheese or pot cheese 5 ounces mozzarella cheese 1/2 cup cottage cheese 2/3 cup ricotta cheese 1/2 cup heavy cream Nuts and Seeds 1 ounce of: macadamias (approximately ten to twelve nuts) walnuts (approximately fourteen halves) almonds (approximately twenty-four nuts) pecans (approximately thirty-one nuts) hulled sunflower seeds (three tablespoons) roasted shelled peanuts (approximately twenty-six nuts) 1/2 ounce of cashews (approximately nine nuts) Fruits 1/4 cup blueberries 1/4 cup raspberries 1/2 cup strawberries 1/4 cup cantaloupe, honeydew Juices 1/4 cup lemon juice 1/4 cup lime juice 1/2 cup tomato juice Convenience Foods You can select from the variety of convenience foods (bars and shakes are the two most available), but be sure to determine the actual number of digestible carbohydrate in any particular product (see Chapter 8, page 68).

Google tried to do everything. It proved itself the deepest and fastest of the search engines. It stomped the competition in email. It made a decent showing in image hosting, and a good one in chat. It stumbled on social, but utterly owned maps. It swallowed libraries whole and sent tremors across the copyright laws. It knows where you are right now, and what you’re doing, and what you’ll probably do next. It added an indelible, funny, loose-limbed, and exact verb into the vocabulary: to google. No one “bings” or “yahoos” anything. And it finishes your sen … All of a sudden, one day, a few years ago, there was Google Image Search. Words typed into the search box could deliver pages of images arrayed in a grid. I remember the first time I saw this, and what I felt: fear. I knew then that the monster had taken over. I confessed it, too. “I’m afraid of Google,” I said recently to an employee of the company. “I’m not afraid of Google,” he replied. “Google has a committee that meets over privacy issues before we release any product. I’m afraid of Facebook, of what Facebook can do with what Google has found. We are in a new age of cyberbullying.” I agreed with him about Facebook, but remained unreassured about Google." (from "Known and Strange Things" by Teju Cole)

So why bother investing in one's memory in the age of externalized memories? The best answer I can give is the one that I received unwittingly from EP, whose memory had been so completely lost that he could not place himself rin time or space, or relative to other people. That is: How we perceive the world and how we act in it are products of how and what we remember. We're all just a bundle of of habits shaped by our memories. And to the extent that we control our lives, we do so by gradually altering those habits, which is to say the networks or our memory. No lasting joke, invention, insight, or work of art was ever produced by an external memory. Not yet, at least. Or ability to find humour in the world, to make connections between previously unconnected notions, to create new ideas, to share in a common culture: All these essentially human acts depend on memory. Now more than ever, as the role of memory in our culture erodes at a faster pace than ever before, we need to cultivate our ability to remember. Our memories make us who we are. They are the seat of our values ad source of our character. [...] That's what Ed had been trying to impart to me from the beginning: that memory training is not just fro the sake of performing partyb tricks; it's about nurturing something profoundly and essentially human.

Marcelina loved that miniscule, precise moment when the needle entered her face. It was silver; it was pure. It was the violence that healed, the violation that brought perfection. There was no pain, never any pain, only a sense of the most delicate of penetrations, like a mosquito exquisitely sipping blood, a precision piece of human technology slipping between the gross tissues and cells of her flesh. She could see the needle out of the corner of her eye; in the foreshortened reality of the ultra-close-up it was like the stem of a steel flower. The latex-gloved hand that held the syringe was as vast as the creating hand of God: Marcelina had watched it swim across her field of vision, seeking its spot, so close, so thrillingly, dangerously close to her naked eyeball. And then the gentle stab. Always she closed her eyes as the fingers applied pressure to the plunger. She wanted to feel the poison entering her flesh, imagine it whipping the bloated, slack, lazy cells into panic, the washes of immune response chemicals as they realized they were under toxic attack; the blessed inflammation, the swelling of the wrinkled, lined skin into smoothness, tightness, beauty, youth. Marcelina Hoffman was well on her way to becoming a Botox junkie. Such a simple treat; the beauty salon was on the same block as Canal Quatro. Marcelina had pioneered the lunch-hour face lift to such an extent that Lisandra had appropriated it as the premise for an entire series. Whore. But the joy began in the lobby with Luesa the receptionist in her high-collared white dress saying “Good afternoon, Senhora Hoffman,” and the smell of the beautiful chemicals and the scented candles, the lightness and smell of the beautiful chemicals and the scented candles, the lightness and brightness of the frosted glass panels and the bare wood floor and the cream-on-white cotton wall hangings, the New Age music that she scorned anywhere else (Tropicalismo hippy-shit) but here told her, “you’re wonderful, you’re special, you’re robed in light, the universe loves you, all you have to do is reach out your hand and take anything you desire.” Eyes closed, lying flat on the reclining chair, she felt her work-weary crow’s-feet smoothed away, the young, energizing tautness of her skin. Two years before she had been to New York on the Real Sex in the City production and had been struck by how the ianqui women styled themselves out of personal empowerment and not, as a carioca would have done, because it was her duty before a scrutinizing, judgmental city. An alien creed: thousand-dollar shoes but no pedicure. But she had brought back one mantra among her shopping bags, an enlightenment she had stolen from a Jennifer Aniston cosmetics ad. She whispered it to herself now, in the warm, jasmine-and vetiver-scented sanctuary as the botulin toxins diffused through her skin. Because I’m worth it.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

Bush’s description of how basic research provides the seed corn for practical inventions became known as the “linear model of innovation.” Although subsequent waves of science historians sought to debunk the linear model for ignoring the complex interplay between theoretical research and practical applications, it had a popular appeal as well as an underlying truth. The war, Bush wrote, had made it “clear beyond all doubt” that basic science—discovering the fundamentals of nuclear physics, lasers, computer science, radar—“is absolutely essential to national security.” It was also, he added, crucial for America’s economic security. “New products and new processes do not appear full-grown. They are founded on new principles and new conceptions, which in turn are painstakingly developed by research in the purest realms of science. A nation which depends upon others for its new basic scientific knowledge will be slow in its industrial progress and weak in its competitive position in world trade.” By the end of his report, Bush had reached poetic heights in extolling the practical payoffs of basic scientific research: “Advances in science when put to practical use mean more jobs, higher wages, shorter hours, more abundant crops, more leisure for recreation, for study, for learning how to live without the deadening drudgery which has been the burden of the common man for past ages.”9 Based on this report, Congress established the National Science Foundation.

If this is true—if solitude is an important key to creativity—then we might all want to develop a taste for it. We’d want to teach our kids to work independently. We’d want to give employees plenty of privacy and autonomy. Yet increasingly we do just the opposite. We like to believe that we live in a grand age of creative individualism. We look back at the midcentury era in which the Berkeley researchers conducted their creativity studies, and feel superior. Unlike the starched-shirted conformists of the 1950s, we hang posters of Einstein on our walls, his tongue stuck out iconoclastically. We consume indie music and films, and generate our own online content. We “think different” (even if we got the idea from Apple Computer’s famous ad campaign). But the way we organize many of our most important institutions—our schools and our workplaces—tells a very different story. It’s the story of a contemporary phenomenon that I call the New Groupthink—a phenomenon that has the potential to stifle productivity at work and to deprive schoolchildren of the skills they’ll need to achieve excellence in an increasingly competitive world. The New Groupthink elevates teamwork above all else. It insists that creativity and intellectual achievement come from a gregarious place. It has many powerful advocates. “Innovation—the heart of the knowledge economy—is fundamentally social,” writes the prominent journalist Malcolm Gladwell. “None of us is as smart as all of us,” declares the organizational consultant Warren Bennis,

In theory, the fact that the rich countries own part of the capital of poor countries can have virtuous effects by promoting convergence. If the rich countries are so flush with savings and capital that there is little reason to build new housing or add new machinery (in which case economists say that the “marginal productivity of capital,” that is, the additional output due to adding one new unit of capital “at the margin,” is very low), it can be collectively efficient to invest some part of domestic savings in poorer countries abroad. Thus the wealthy countries—or at any rate the residents of wealthy countries with capital to spare—will obtain a better return on their investment by investing abroad, and the poor countries will increase their productivity and thus close the gap between them and the rich countries. According to classical economic theory, this mechanism, based on the free flow of capital and equalization of the marginal productivity of capital at the global level, should lead to convergence of rich and poor countries and an eventual reduction of inequalities through market forces and competition. This optimistic theory has two major defects, however. First, from a strictly logical point of view, the equalization mechanism does not guarantee global convergence of per capita income. At best it can give rise to convergence of per capita output, provided we assume perfect capital mobility and, even more important, total equality of skill levels and human capital across countries—no small assumption.

There has been a revolution in the way people think. They have just noticed, without daring to say it, that the old paradigm, according to which ‘the fate of humanity, individual and collective, is getting better every day, thanks to science, democratisation, and egalitarian emancipation’, is false. The age that believed it is over. This illusion has fallen. This progress (debatable anyhow according to people like Ivan Illich)[203] lasted probably less than a century. Today, the unintended consequences of mass technology are beginning to be felt: new resistant viruses, the toxicity of processed food, the exhaustion of the soil and the shrinking of the world’s agricultural production, the general and rapid degradation of the environment, the threat of the invention of new weapons of mass destruction to add to nuclear weapons, and so on. In addition, technology is entering its baroque age. The fundamental inventions were discovered by the end of the 1950s. The improvements to them made in later decades have contributed fewer and fewer concrete ameliorations, like so many useless decorative motifs added to the superstructure of a monument. The Internet has probably had fewer revolutionary effects than the telegraph or the telephone. The Internet is a significant improvement applied to a pan-communication that was already substantially realised. Techno-science is following the ‘80-20’ power law. At the beginning it takes 20 units of energy to obtain 60 units of force. Later it takes 80 units of energy to realise only 20 units of force.

When, in treating a case of neurosis, we try to supplement the inadequate attitude (or adaptedness) of the conscious mind by adding to it contents of the unconscious, our aim is to create a wider personality whose centre of gravity does not necessarily coincide with the ego, but which, on the contrary, as the patient’s insights increase, may even thwart his ego-tendencies. Like a magnet, the new centre attracts to itself that which is proper to it, the “signs of the Father,” i.e., everything that pertains to the original and unalterable character of the individual ground-plan. All this is older than the ego and acts towards it as the “blessed, nonexistent God” of the Basilidians acted towards the archon of the Ogdoad, the demiurge, and—paradoxically enough—as the son of the demiurge acted towards his father. The son proves superior in that he has knowledge of the message from above and can therefore tell his father that he is not the highest God. This apparent contradiction resolves itself when we consider the underlying psychological experience. On the one hand, in the products of the unconscious the self appears as it were a priori, that is, in well-known circle and quaternity symbols which may already have occurred in the earliest dreams of childhood, long before there was any possibility of consciousness or understanding. On the other hand, only patient and painstaking work on the contents of the unconscious, and the resultant synthesis of conscious and unconscious data, can lead to a “totality,” which once more uses circle and quaternity symbols for purposes of self-description.15 In this phase, too, the original dreams of childhood are remembered and understood. The alchemists, who in their own way knew more about the nature of the individuation process than we moderns do, expressed this paradox through the symbol of the uroboros, the snake that bites its own tail.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

The difference between Plato’s theory on the one hand, and that of the Old Oligarch and the Thirty on the other, is due to the influence of the Great Generation. Individualism, equalitarianism, faith in reason and love of freedom were new, powerful, and, from the point of view of the enemies of the open society, dangerous sentiments that had to be fought. Plato had himself felt their influence, and, within himself, he had fought them. His answer to the Great Generation was a truly great effort. It was an effort to close the door which had been opened, and to arrest society by casting upon it the spell of an alluring philosophy, unequalled in depth and richness. In the political field he added but little to the old oligarchic programme against which Pericles had once argued64. But he discovered, perhaps unconsciously, the great secret of the revolt against freedom, formulated in our own day by Pareto65; ‘To take advantage of sentiments, not wasting one’s energies in futile efforts to destroy them.’ Instead of showing his hostility to reason, he charmed all intellectuals with his brilliance, flattering and thrilling them by his demand that the learned should rule. Although arguing against justice he convinced all righteous men that he was its advocate. Not even to himself did he fully admit that he was combating the freedom of thought for which Socrates had died; and by making Socrates his champion he persuaded all others that he was fighting for it. Plato thus became, unconsciously, the pioneer of the many propagandists who, often in good faith, developed the technique of appealing to moral, humanitarian sentiments, for anti-humanitarian, immoral purposes. And he achieved the somewhat surprising effect of convincing even great humanitarians of the immorality and selfishness of their creed66. I do not doubt that he succeeded in persuading himself. He transfigured his hatred of individual initiative, and his wish to arrest all change, into a love of justice and temperance, of a heavenly state in which everybody is satisfied and happy and in which the crudity of money-grabbing67 is replaced by laws of generosity and friendship. This dream of unity and beauty and perfection, this æstheticism and holism and collectivism, is the product as well as the symptom of the lost group spirit of tribalism68.

Immediately my mind had conceived this new idea of "the purest and most exalted manifestation of dramatic art," it, the idea, sped to join the imperfect pleasure which I had felt in the theatre, added to it a little of what was lacking, and their combination formed something so exalting that I cried out within myself: ‘What a great artist!’ It may doubtless be argued that I was not absolutely sincere. But let us bear in mind, rather, the numberless writers who, dissatisfied with the page which they have just written, if they read some eulogy of the genius of Chateaubriand, or evoke the spirit of some great artist whose equal they aspire to be, by humming to themselves, for instance, a phrase of Beethoven, the melancholy of which they compare with what they have been trying to express in prose, are so filled with that idea of genius that they add it to their own productions, when they think of them once again, see them no longer in the light in which at first they appeared, and, hazarding an act of faith in the value of their work, say to themselves: "After all!" without taking into account that, into the total which determines their ultimate satisfaction, they have introduced the memory of marvellous pages of Chateaubriand which they assimilate to their own, but of which, in cold fact, they are not the authors; let us bear in mind the numberless men who believe in the love of a mistress on the evidence only of her betrayals; all those, too, who are sustained by the alternative hopes, either of an incomprehensible survival of death, when they think, inconsolable husbands, of the wives whom they have lost but have not ceased to love, or, artists, of the posthumous glory which they may thus enjoy; or else the hope of complete extinction which comforts them when their thoughts turn to the misdeeds that otherwise they must expiate after death; let us bear in mind also the travellers who come home enraptured by the general beauty of a tour of which, from day to day, they have felt nothing but the tedious incidents; and let us then declare whether, in the communal life that is led by our ideas in the enclosure of our minds, there is a single one of those that make us most happy which has not first sought, a very parasite, and won from an alien but neighbouring idea the greater part of the strength that it originally lacked

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

As Japan recovered from the post-war depression, okonomiyaki became the cornerstone of Hiroshima's nascent restaurant culture. And with new variables- noodles, protein, fishy powders- added to the equation, it became an increasingly fungible concept. Half a century later it still defies easy description. Okonomi means "whatever you like," yaki means "grill," but smashed together they do little to paint a clear picture. Invariably, writers, cooks, and oko officials revert to analogies: some call it a cabbage crepe; others a savory pancake or an omelet. Guidebooks, unhelpfully, refer to it as Japanese pizza, though okonomiyaki looks and tastes nothing like pizza. Otafuku, for its part, does little to clarify the situation, comparing okonomiyaki in turn to Turkish pide, Indian chapati, and Mexican tacos. There are two overarching categories of okonomiyaki Hiroshima style, with a layer of noodles and a heavy cabbage presence, and Osaka or Kansai style, made with a base of eggs, flour, dashi, and grated nagaimo, sticky mountain yam. More than the ingredients themselves, the difference lies in the structure: whereas okonomiyaki in Hiroshima is carefully layered, a savory circle with five or six distinct layers, the ingredients in Osaka-style okonomiyaki are mixed together before cooking. The latter is so simple to cook that many restaurants let you do it yourself on table side teppans. Hiroshima-style okonomiyaki, on the other hand, is complicated enough that even the cooks who dedicate their lives to its construction still don't get it right most of the time. (Some people consider monjayaki, a runny mass of meat and vegetables popularized in Tokyo's Tsukishima district, to be part of the okonomiyaki family, but if so, it's no more than a distant cousin.) Otafuku entered the picture in 1938 as a rice vinegar manufacturer. Their original factory near Yokogawa Station burned down in the nuclear attack, but in 1946 they started making vinegar again. In 1950 Otafuku began production of Worcestershire sauce, but local cooks complained that it was too spicy and too thin, that it didn't cling to okonomiyaki, which was becoming the nutritional staple of Hiroshima life. So Otafuku used fruit- originally orange and peach, later Middle Eastern dates- to thicken and sweeten the sauce, and added the now-iconic Otafuku label with the six virtues that the chubby-cheeked lady of Otafuku, a traditional character from Japanese folklore, is supposed to represent, including a little nose for modesty, big ears for good listening, and a large forehead for wisdom.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

The mixture of a solidly established Romance aristocracy with the Old English grassroots produced a new language, a “French of England,” which came to be known as Anglo-Norman. It was perfectly intelligible to the speakers of other langues d’oïl and also gave French its first anglicisms, words such as bateau (boat) and the four points of the compass, nord, sud, est and ouest. The most famous Romance chanson de geste, the Song of Roland, was written in Anglo-Norman. The first verse shows how “French” this language was: Carles li reis, nostre emperere magnes, set anz tuz pleins ad estéd en Espaigne, Tresqu’en la mer cunquist la tere altaigne… King Charles, our great emperor, stayed in Spain a full seven years: and he conquered the high lands up to the sea… Francophones are probably not aware of how much England contributed to the development of French. England’s court was an important production centre for Romance literature, and most of the early legends of King Arthur were written in Anglo-Norman. Robert Wace, who came from the Channel Island of Jersey, first evoked the mythical Round Table in his Roman de Brut, written in French in 1155. An Englishman, William Caxton, even produced the first “vocabulary” of French and English (a precursor of the dictionary) in 1480. But for four centuries after William seized the English crown, the exchange between Old English and Romance was pretty much the other way around—from Romance to English. Linguists dispute whether a quarter or a half of the basic English vocabulary comes from French. Part of the argument has to do with the fact that some borrowings are referred to as Latinates, a term that tends to obscure the fact that they actually come from French (as we explain later, the English worked hard to push away or hide the influence of French). Words such as charge, council, court, debt, judge, justice, merchant and parliament are straight borrowings from eleventh-century Romance, often with no modification in spelling. In her book Honni soit qui mal y pense, Henriette Walter points out that the historical developments of French and English are so closely related that anglophone students find it easier to read Old French than francophones do. The reason is simple: Words such as acointance, chalenge, plege, estriver, remaindre and esquier disappeared from the French vocabulary but remained in English as acquaintance, challenge, pledge, strive, remain and squire—with their original meanings. The word bacon, which francophones today decry as an English import, is an old Frankish term that took root in English. Words that people think are totally English, such as foreign, pedigree, budget, proud and view, are actually Romance terms pronounced with an English accent: forain, pied-de-grue (crane’s foot—a symbol used in genealogical trees to mark a line of succession), bougette (purse), prud (valiant) and vëue. Like all other Romance vernaculars, Anglo-Norman evolved quickly. English became the expression of a profound brand of nationalism long before French did. As early as the thirteenth century, the English were struggling to define their nation in opposition to the French, a phenomenon that is no doubt the root of the peculiar mixture of attraction and repulsion most anglophones feel towards the French today, whether they admit it or not. When Norman kings tried to add their French territory to England and unify their kingdom under the English Crown, the French of course resisted. The situation led to the first, lesser-known Hundred Years War (1159–1299). This long quarrel forced the Anglo-Norman aristocracy to take sides. Those who chose England got closer to the local grassroots, setting the Anglo-Norman aristocracy on the road to assimilation into English.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

As your product evolves, adding new features becomes as easy as it was in the good old days of greenfield development.

CASE STUDY In 2012, investigators were trying to understand why supermarkets in the United States were being robbed every month of Tide detergent – and only Tide detergent. As with every investigation, they ‘followed the money’ only to find that Tide was the money. Bottles of Tide had become an ad hoc street currency, with 150-ounce bottles being exchanged for $5 or $10 worth of drugs, earning it the nickname ‘Liquid Gold’. As New York magazine pointed out: ‘this unlikely black market would not have formed if they weren’t so good at pushing their product’.37 It turns out that despite being considered a ‘low interest category’, people have very strong feelings about their detergents. Tide came in the top three brands that consumers were least likely to give up during tough times. This bond has allowed the producer, Procter & Gamble, to charge 50 per cent more than the average detergent and yet it still outsells its nearest competitor, which is also produced by P&G, by more than two to one. So, what is it about Tide that means more people will pay 50 per cent more for a functionally parity product from the same manufacturer? The investigating sergeant puts it well: ‘I’m a No. 1 Tide fan’, he says. ‘I don’t know if it’s all psychological, but you can tell the difference.’38

People who have seen the latest Greek plan said Athens was proposing new savings in the pension system — the biggest sticking point — which will amount to about 0.4 per cent of gross domestic product this year and just over 1 per cent next year. But this is short of the 1 per cent savings this year and next that Greece’s creditors had demanded. It also relies on higher employer contributions which, alongside proposed tax changes targeting corporate profits, could crimp economic growth, some creditor officials fear. The two sides also remain at loggerheads over rates of valued added tax on electricity and processed food. According to officials who attended the eurogroup meeting, Christine Lagarde, the International Monetary Fund chief, was particularly tough.

Celebrities who in the sixties had led Barbie-esque lives now forswore them. Jane Fonda no longer vamped through the galaxy as "Barbarella," she flew to Hanoi. Gloria Steinem no longer wrote "The Passionate Shopper" column for New York, she edited Ms. And although McCalVs had described Steinem as "a life-size counter-culture Barbie doll" in a 1971 profile, Barbie was the enemy. NOW's formal assault on Mattel began in August 1971, when its New York chapter issued a press release condemning ten companies for sexist advertising. Mattel's ad, which showed boys playing with educational toys and girls with dolls, seems tame when compared with those of the other transgressors. Crisco, for instance, sold its oil by depicting a woman quaking in fear because her husband hated her salad dressing. Chrysler showed a marriage-minded mom urging her daughter to conceal from the boys how much she knew about cars. And Amelia Earhart Luggage—if ever a product was misnamed—ran a print ad of a naked woman painted with stripes to match her suitcases.

Advertising agencies used to serve as their clients’ eyes and ears in the marketplace. Was there a need for a new product? Was a service now more popular in the suburbs than the cities? Were more men using a household cleanser than women? The ad agency’s research department was usually the first, and often the only, source for such information.

a young person wants to learn philosophy these days, he or she would be better advised to become immersed in the domain directly and avoid the field altogether: “I’d tell him to read the great books of philosophy. And I would tell him not to do graduate study at any university. I think all philosophy departments are no good. They are all terrible.” By and large, however, jurisdiction over a given domain is officially left in the hands of a field of experts. These may range from grade school teachers to university professors and include anyone who has a right to decide whether a new idea or product is “good” or “bad.” It is impossible to understand creativity without understanding how fields operate, how they decide whether something new should or should not be added to the domain.

If you have a crazy new approach or idea for something, you can’t measure it. I like this quote from George Lois, one of the first ad men, in Esquire magazine: “Great ideas can’t be tested. Only mediocre ideas can be tested.” It sums up how I feel about trying to measure radical ideas. You simply can’t. You can’t apply data to see if you should do a radical idea. You do the radical idea, and then you measure how it worked. If we made decisions purely based on numbers, we would have quit. The numbers for many months told us to quit, to work on something else, because this idea was not going to take off. We don’t always make decisions based on numbers.

And the hot new things that were just starting out—Facebook and Twitter—certainly did not look like their predecessors—Hewlett-Packard, Intel, Sun Microsystems—that made physical products and employed tens of thousands of people in the process. In the years that followed, the goal went from taking huge risks to create new industries and grand new ideas, to chasing easier money by entertaining consumers and pumping out simple apps and advertisements. “The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.” Silicon Valley began to look an awful lot like Hollywood. Meanwhile, the consumers it served had turned inward, obsessed with their virtual lives.

FEELING IT It’s useful to think about how emotional feelings emerge in consciousness by way of analogy with the way the flavor of a soup is the product of its ingredients.92 For example, salt, pepper, garlic, and water are common ingredients that go into a chicken soup. The amount of salt and pepper added can intensify the taste of the soup without radically changing its nature. You can add other ingredients, like celery, green peppers, and parsley, and have a variant of a chicken soup. Add roux and it becomes gumbo, whereas curry paste pushes it in a different direction. Substitute shrimp for chicken, and the character again changes. None of these individual items are soup ingredients per se: They are things that exist independent of soup and that would exist if a soup had never been made. The idea that emotions are psychologically constructed states is related to Claude Levi-Strauss’s notion of “bricolage.”93 This is the French word referring to something put together (constructed) from items that happen to be available. Levi-Strauss emphasized the importance of the individual, the “bricoleur,” and his social context, in the construction process. Building on this idea, Shirley Prendergast and Simon Forrest note that “maybe persons, objects, contexts, the sequence and fabric of everyday life are the medium through which emotions come into being, day to day, a kind of emotional bricolage.”94 In the brain, working memory can be thought of as the “bricoleur,” and the content of emotional consciousness resulting from the construction process as the bricolage. Similarly, fear, anxiety, and other emotions arise from intrinsically nonemotional ingredients, things that exist in the brain for other reasons but that create feelings when they coalesce in consciousness. The pot in which the ingredients of conscious feelings are cooked is working memory (Figure 8.9). Different ingredients, or varying amounts of the same ingredients, account for differences between fear and anxiety, and for variations within each category. Although my soup analogy is new, I’ve been promoting the basic idea that conscious feelings are assembled from nonemotional ingredients for quite some time.95

Greece can balance its books without killing democracy Alexis Tsipras | 614 words OPINION Greece changes on January 25, the day of the election. My party, Syriza, guarantees a new social contract for political stability and economic security. We offer policies that will end austerity, enhance democracy and social cohesion and put the middle class back on its feet. This is the only way to strengthen the eurozone and make the European project attractive to citizens across the continent. We must end austerity so as not to let fear kill democracy. Unless the forces of progress and democracy change Europe, it will be Marine Le Pen and her far-right allies that change it for us. We have a duty to negotiate openly, honestly and as equals with our European partners. There is no sense in each side brandishing its weapons. Let me clear up a misperception: balancing the government’s budget does not automatically require austerity. A Syriza government will respect Greece’s obligation, as a eurozone member, to maintain a balanced budget, and will commit to quantitative targets. However, it is a fundamental matter of democracy that a newly elected government decides on its own how to achieve those goals. Austerity is not part of the European treaties; democracy and the principle of popular sovereignty are. If the Greek people entrust us with their votes, implementing our economic programme will not be a “unilateral” act, but a democratic obligation. Is there any logical reason to continue with a prescription that helps the disease metastasise? Austerity has failed in Greece. It crippled the economy and left a large part of the workforce unemployed. This is a humanitarian crisis. The government has promised the country’s lenders that it will cut salaries and pensions further, and increase taxes in 2015. But those commitments only bind Antonis Samaras’s government which will, for that reason, be voted out of office on January 25. We want to bring Greece to the level of a proper, democratic European country. Our manifesto, known as the Thessaloniki programme, contains a set of fiscally balanced short-term measures to mitigate the humanitarian crisis, restart the economy and get people back to work. Unlike previous governments, we will address factors within Greece that have perpetuated the crisis. We will stand up to the tax-evading economic oligarchy. We will ensure social justice and sustainable growth, in the context of a social market economy. Public debt has risen to a staggering 177 per cent of gross domestic product. This is unsustainable; meeting the payments is very hard. On existing loans, we demand repayment terms that do not cause recession and do not push the people to more despair and poverty. We are not asking for new loans; we cannot keep adding debt to the mountain. The 1953 London Conference helped Germany achieve its postwar economic miracle by relieving the country of the burden of its own past errors. (Greece was among the international creditors who participated.) Since austerity has caused overindebtedness throughout Europe, we now call for a European debt conference, which will likewise give a strong boost to growth in Europe. This is not an exercise in creating moral hazard. It is a moral duty. We expect the European Central Bank itself to launch a full-blooded programme of quantitative easing. This is long overdue. It should be on a scale great enough to heal the eurozone and to give meaning to the phrase “whatever it takes” to save the single currency. Syriza will need time to change Greece. Only we can guarantee a break with the clientelist and kleptocratic practices of the political and economic elites. We have not been in government; we are a new force that owes no allegiance to the past. We will make the reforms that Greece actually needs. The writer is leader of Syriza, the Greek oppositionparty

We are all creative, from the mother adding an extra pinch of garlic to her meal, to the entrepreneur launching a brand new product, to the business consultant who creates a more effective way for corporate departments to communicate. The call requires creativity.

Why are They Converting to Islam? - Op-Eds - Arutz Sheva One of the things that worries the West is the fact that hundreds and maybe even thousands of young Europeans are converting to Islam, and some of them are joining terror groups and ISIS and returning to promote Jihad against the society in which they were born, raised and educated. The security problem posed by these young people is a serious one, because if they hide their cultural identity, it is extremely difficult for Western security forces to identify them and their evil intentions. This article will attempt to clarify the reasons that impel these young people to convert to Islam and join terrorist organizations. The sources for this article are recordings made by the converts themselves, and the words they used, written here, are for the most part unedited direct quotations. Muslim migration to Europe, America and Australia gain added significance in that young people born in these countries are exposed to Islam as an alternative to the culture in which they were raised. Many of the converts are convinced that Islam is a religion of peace, love, affection and friendship, based on the generous hospitality and warm welcome they receive from the Moslem friends in their new social milieu. In many instances, a young person born into an individualistic, cold and alienating society finds that Muslim society provides  – at college, university or  community center – a warm embrace, a good word, encouragement and help, things that are lacking in the society from which he stems. The phenomenon is most striking in the case of those who grew up in dysfunctional families or divorced homes, whose parents are alcoholics, drug addicts, violent and abusive, or parents who take advantage of their offspring and did not give their children a suitable emotional framework and model for building a normative, productive life. The convert sees his step as a mature one based on the right of an individual to determine his own religious and cultural identity, even if the family and society he is abandoning disagree. Sometimes converting to Islam is a form of parental rebellion. Often, the convert is spurned by his family and surrounding society for his decision, but the hostility felt towards Islam by his former environment actually results in his having more confidence in the need for his conversion. Anything said against conversion to Islam is interpreted as unjustified racism and baseless Islamophobia. The Islamic convert is told by Muslims that Islam respects the prophets of its mother religions, Judaism and Christianity, is in favor of faith in He Who dwells on High, believes in the Day of Judgment, in reward and punishment, good deeds and avoiding evil. He is convinced that Islam is a legitimate religion as valid as Judaism and Christianity, so if his parents are Jewish or Christian, why can't he become Muslim? He sees a good many positive and productive Muslims who benefit their society and its economy, who have integrated into the environment in which he was raised, so why not emulate them? Most Muslims are not terrorists, so neither he nor anyone should find his joining them in the least problematic. Converts to Islam report that reading the Koran and uttering the prayers add a spiritual meaning to their lives after years of intellectual stagnation, spiritual vacuum and sinking into a materialistic and hedonistic lifestyle. They describe the switch to Islam in terms of waking up from a bad dream, as if it is a rite of passage from their inane teenage years. Their feeling is that the Islamic religion has put order into their lives, granted them a measuring stick to assess themselves and their behavior, and defined which actions are allowed and which are forbidden, as opposed to their "former" society, which couldn't or wouldn't lay down rules. They are willing to accept the limitations Islamic law places on Muslims, thereby "putting order into their lives" after "a life of in

Pete has a few methods he uses to help manage people through the fears brought on by pre-production chaos. “Sometimes in meetings, I sense people seizing up, not wanting to even talk about changes,” he says. “So I try to trick them. I’ll say, ‘This would be a big change if we were really going to do it, but just as a thought exercise, what if …’ Or, ‘I’m not actually suggesting this, but go with me for a minute …’ If people anticipate the production pressures, they’ll close the door to new ideas—so you have to pretend you’re not actually going to do anything, we’re just talking, just playing around. Then if you hit upon some new idea that clearly works, people are excited about it and are happier to act on the change.” Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else. Later, once the mood has shifted, I’ll attack the problem again.” This idea—that change is our friend because only from struggle does clarity emerge—makes many people uncomfortable, and I understand why. Whether you’re coming up with a fashion line or an ad campaign or a car design, the creative process is an expensive undertaking, and blind alleys and unforeseen snafus inevitably drive up your costs. The stakes are so high, and the crises that pop up can be so unpredictable, that we try to exert control. The potential cost of failure appears far more damaging than that of micromanaging. But if we shun such necessary investment—tightening up controls because we fear the risk of being exposed for having made a bad bet—we become the kind of rigid thinkers and managers who impede creativity.

The Germans had a family of three main battle tanks. The Mark IV, which received its first real combat test in May 1940, weighed twenty-seven tons, had somewhat less armor than the Sherman, about the same maximum road speed, and a tank gun comparable in weight of projectile and muzzle velocity to the 76-mm. American tank gun but superior to the short-barreled 75-mm. The Panther, Mark V, had proved itself during 1944 but still was subject to mechanical failures which were well recognized but which seemingly could not be corrected in the hasty German production schedules. This tank had a weight of fifty tons, a superiority in base armor of one-half to one inch over the Sherman, good mobility and flotation, greater speed, and a high-velocity gun superior even to the new American 76-mm. tank gun. The Tiger, Mark VI, had been developed as an answer to the heavy Russian tank but had encountered numerous production difficulties (it had over 26,000 parts) and never reached the field in the numbers Hitler desired. The original model weighed fifty-four tons, had thicker armor than the Panther, including heavy top armor as protection against air attack, was capable of a speed comparable to the Sherman, and mounted a high-velocity 88-mm. cannon. A still heavier Mark VI, the King Tiger, had an added two to four inches of armor plate. Few of this model ever reached the Ardennes, although it was commonly reported by American troops. Exact figures on German tank strength are not available, but it would appear that of the estimated 1,800 panzers in the Ardennes battle some 250 were Tigers and the balance was divided equally between the Mark IV and the Panther. Battle experience in France, which was confirmed in the Ardennes, gave the Sherman the edge over the Mark IV in frontal, flank, and rear attack. The Panther often had been beaten by the Sherman during the campaign in France, and would be defeated on the Ardennes battleground, but in nearly all cases of a forthright tank engagement the Panther lost only when American numerical superiority permitted an M4 to get a shot at flank or tail. Insofar as the Tiger was concerned, the Sherman had to get off a lucky round or the result would be strictly no contest.

Part of this may involve the small percentage of histones that are present in the sperm genome. Many of these are located at the imprinting control regions, and may protect these regions from reprogramming when the sperm and the egg fuse25. Histone modifications also play a role in establishing ‘new’ imprints during gamete production. It seems to be important that the imprinting control regions lose any histone modifications that are associated with switching genes on. Only then can the permanent DNA methylation be added26. It’s this permanent DNA methylation that marks a gene with a repressive imprint.

Consciously or not, the Senator (or his staffer) was only attempting to speak the language of the locals. He was value-adding (or adding alpha as very refined managers say). Value-adding is a mantra of modern economics: it describes the increase in value that a particular manufacturing process, or design or labelling or some other enhancement brings to a product before its sale. Those who talk a lot about value-adding often sound as if they are trying to achieve the same effect with the language: they force it into a new mould, streamline it, give it cachet. They make it into a machine with a minimum of moving parts, but with constant upgrades and (naturally) enhancements. And if you want to get reconciliation taken seriously, you had better put your case in these terms. The Senator’s imitation of the style is a remote sign of the gathering belief that the whole world – or such parts of it that function properly – can be understood either as a metaphor for free market economics and the management philosophies it has spawned, or as an actual consequence of them. That is to say, as an outcome or an event.

The delivery pipeline is the key concept that enables a continuous flow of changes to production in a Continuous Delivery environment. Key points of the pipeline are: Functionality is only added when the quality is right. All changes to the source code immediately result in a new version of the application. Each new version is automatically tested against all available tests. New versions are automatically deployed to production. All installation and configuration of machines and environments is fully automated.

In the late Middle Ages, the Crusades occurred, lasting for about 200 years (c. 1090–1290 AD). The Crusaders were generally men of religious and military orders: priests, brothers, and knights. Their mission was to reclaim the Holy Land for the Christian faithful. As they traveled throughout Europe and the Near East, they gathered new information, learned new ways of doing things, and obtained different products and goods. The Crusaders were interested in the organized facilities for the sick that the Moslems used. As a result, similar hospitals were built near battlefields; the men were sometimes assigned to fighting and sometimes to caring for the sick and the injured. Eventually, military nursing orders evolved.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

On November 25, 2011, outdoor clothing company Patagonia took out a full-page ad in The New York Times with the headline: “Don’t Buy This Jacket.” Though some cynics saw the headline as a publicity stunt by a high-priced brand that many people can’t afford, it is in the details of the ad that we can find clues about the kind of culture Patagonia has and that inspired such an ad in the first place. In the body copy of the ad, Patagonia did something most other companies would consider unthinkable. They explained, in plain language, the environmental cost of making their product, in this case the bestselling R2 Fleece. The copy read: “To make this jacket required 135 liters water, enough to meet the daily needs (three glasses a day) of 45 people. Its journey from its origin as 60% recycled polyester to our Reno warehouse generated nearly 20 pounds of carbon dioxide, 24 times the weight of the finished product. This jacket left behind, on its way to Reno, two-thirds its weight in waste.” “There is much to be done and plenty for us all to do,” the ad concludes. “Don’t buy what you don’t need. Think twice before you buy anything. … Join us … to reimagine a world where we take only what nature can replace.

If Tivo marks the beginning of the shift from the Brand Age to the Product Age, the summer of 2020 saw the Brand Age’s end. The killing of George Floyd and subsequent protests briefly displaced the pandemic in the front and center of our national consciousness, making obvious the passing of the Brand Age into history. Seemingly every brand company did what they always do when America’s sins are pulled out from the back of the closet where we try to keep them hidden: they called up their agencies and posted inspiring words, arresting images, and black rectangles. Message: We care. Only this time, it didn’t resonate. Their brand magic fizzled. First on social media, then tumbling from there onto newspapers and evening news, activists and customers started using the tools of the new age to compare these companies’ carefully crafted brand messages with the reality of their operations. “This you?” became the Twitter meme that exposed the brand wizards. Companies who posted about their “support” for black empowerment were called out when their own websites revealed the music did not match the words. The NFL claimed it celebrates protest, and the internet tweeted back, “This you?” under a picture of Colin Kaepernick kneeling. L’Oréal posted that “speaking out is worth it” and got clapped back with stories about dropping a model just three years earlier for speaking out against racism. The performative wokeness across brands felt forced and hollow. Systemic racism is a serious issue, and a 30-second spot during The Masked Singer doesn’t prove you are serious about systemic racism. That’s always been true, about ads on any issue, but social media and the ease of access to data on the internet has made it much harder for companies to pretend.

Ideal Blush Color For Your Skin Tone? Each woman has a makeup product you won't leave home without applying — mine is blush. If you're anything like me, you know adding a hint of variety to the apples of your cheeks can keep you looking new-faced all day. However, all too often blush is overlooked; many ladies simply utilize the first pink shade they can find. The truth is, like all other makeup, there is an art to choosing the best blush shade for your skin tone.

He laid out the defining characteristics, workflow, and management as follows. A two-pizza team will: Be small. No more than ten people. Be autonomous. They should have no need to coordinate with other teams to get their work done. With the new service-based software architecture in place, any team could simply refer to the published application programming interfaces (APIs) for other teams. (More on this new software architecture to follow.) Be evaluated by a well-defined “fitness function.” This is the sum of a weighted series of metrics. Example: a team that is in charge of adding selection in a product category might be evaluated on: a)  how many new distinct items were added for the period (50 percent weighting) b)  how many units of those new distinct items were sold (30 percent weighting) c)  how many page views those distinct items received (20 percent weighting) Be monitored in real time. A team’s real-time score on its fitness function would be displayed on a dashboard next to all the other two-pizza teams’ scores. Be the business owner. The team will own and be responsible for all aspects of its area of focus, including design, technology, and business results. This paradigm shift eliminates the all-too-often heard excuses such as, “We built what the business folks asked us to, they just asked for the wrong product,” or “If the tech team had actually delivered what we asked for and did it on time, we would have hit our numbers.” Be led by a multidisciplined top-flight leader. The leader must have deep technical expertise, know how to hire world-class software engineers and product managers, and possess excellent business judgment. Be self-funding. The team’s work will pay for itself. Be approved in advance by the S-Team. The S-Team must approve the formation of every two-pizza team.

A learning curve—measured as the percentage unit cost reduction realized with each doubling of cumulative production volume—is typically steepest when labor and machinery add significant value in the production process, as with aircraft assembly or semiconductor manufacturing. Value-added refers to the difference between a product’s final cost and the cost of raw material inputs; this difference consists mostly of labor and equipment costs. Learning-by-doing—for example, finding a way to cut setup times for a new production run—often yields labor and equipment cost savings.

The reality, when the sexy advertisements have been stripped away, is that the actual product is ethanol.122 It is a horrible-tasting, addictive poison. So we sweeten it with sugar and flavoring or process it to make it more palatable. The product’s product is inebriation, a gradual deadening of your senses until you become completely intoxicated. And the side effects that are never disclosed are many. Think about ads for new medications, like Viagra or blood pressure medication. They are legally required to disclose all the statistically relevant side effects. Alcohol has the same cancer-causing effects as asbestos,123 and just three drinks per week can increase a woman’s chance of developing breast cancer by 15%,124 yet there are no labeling requirements whatsoever. Yet compared to other drugs (illegal, legal, and prescription), alcohol bears the highest harm rating.125

The Apple Ad to IBM when the IBM computer launched. Welcome to the most exciting and important marketplace since the computer revolution began 35 years ago. Read the opening sentence of Apple's Ad. Putting real computer power in the hands of the individual is already improving the way people work, think, learn, communicate, and spend their leisure hours. Ove the course of the next decade the growth of the personal computer will continue in algorithmic leaps. We look forward to responsible competition in the massive effort to distribute this American technology to the world. And we appreciate the magnitude of your commitment, because what we are doing is increasing social capital by enhancing individual productivity. Apple signed the letter to their new rival with the words, Welcome to the task. Apple was trying to advance a just cause and IBM was going to help them. IBM accepted the challenge.

The most insidious of the destructive forces behind Africatown’s demise involves the paper mills, which were at the heart of a billion-dollar lawsuit filed by residents. After seventy years as the main employers of Africatown’s residents, both mills shut down in 2000. Suddenly, nearly two thousand jobs disappeared, along with the perpetual and noxious stench associated with paper making. But the job losses were just a scratch on the surface compared to the real, almost invisible damage the mills had inflicted. To fully understand the story, we must step back in time to the 1980s, to a time when environmental laws in Alabama were essentially meaningless. Today, Alabama ranks last in the nation for what it spends to protect the environment, and is widely regarded by industry trade groups as the most permissive state in the country when it comes to setting or enforcing pollution limits. Back in the eighties and nineties, things were much worse. James Warr, who was the head of the Alabama Department of Environmental Management from its inception in the 1980s until the early 2000s, was opposed to vigorous application of environmental regulations for businesses. He was an odd fit for the head of an environmental agency tasked with regulating polluters, but I believe that is precisely why he was chosen—to ensure that the Clean Air Act and Clean Water Act didn’t slow industrial production in Alabama. I was an environment reporter for the Mobile newspaper for eighteen years, beginning in 2000, and had numerous interactions with Warr and his agency. During an interview in 2003, Warr told me that the federal Superfund law was illegal and he had no intention of enforcing it or adding new sites in Alabama to the list.

RESISTANCE AND SELF-MEDICATION Do you regularly ingest any substance, controlled or otherwise, whose aim is the alleviation of depression, anxiety, etc.? I offer the following experience: I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance. When we drug ourselves to blot out our soul's call, we are being good Americans and exemplary consumers. We're doing exactly what TV commercials and pop materialist culture have been brainwashing us to do from birth. Instead of applying self-knowledge, self-discipline, delayed gratification and hard work, we simply consume a product. Many pedestrians have been maimed or killed at the intersection of Resistance and Commerce.

In transforming natural environments into artificial form, the United States is the most advanced country in the world. This is not an accident. It is inherent in our economic system. To the capitalist, profit-oriented mind, there is no outrage so great as the existence of some unmediated nook or cranny of creation which has not been converted into a new form that can then be sold for money. This is because in the act of converting the natural into the artificial, something with no inherent economic value becomes “productive” in the capitalist sense. An uninhabited desert is “nonproductive” unless it can be mined for uranium or irrigated for farms or covered with tracts of homes. A forest of uncut trees is nonproductive. A piece of land which has not been built upon is nonproductive. Coal or oil that remains in the ground is nonproductive. Animals living wildly are nonproductive. Virtually any land, any space, any material, any time that remains in an original, unprocessed, unconverted form is an outrage to the sensibilities of the capitalist mind. Iron, tungsten, trees, oil, sulphur, jaguars and open space are searched out and transformed because transformation creates economic benefits for the transformers. In economics this transformation has a name: “value added.” Value added derives from all the processes that alter a raw material from something which has no intrinsic economic value to something which does. Each change in form, say, from iron ore in the ground to iron or steel to car to car which is heavily advertised adds value to the material. The only raw materials which have intrinsic economic value before processing are gold and silver. This is only because people have agreed on these values in order to define a value for paper money, which certainly has no intrinsic value. It is, then, the nature of profit seeking to convert as much as possible of what has not been processed and exists in its own right into something which has the potential for economic gain.

As recently as A.D. 1248, according to the Muslim annalist Abdallah ibn al-Baytar, Acquit (formerly Thebes) on the Nile remained the only dependable source in the Middle East of choice black opium systematically produced for medicine. (...) What distinguished the Egyptian product was the unusually high percentage of one of opium’s twenty-four alkaloids, thebaine. High thebaine opium doesn’t produce the same subjective euphoria as other cultivars, as those, for example, raised in India for the China market at the height of the British opium trade in the nineteenth century. But opium thebaicum was good medicine and as such it escaped the wrath of medieval Muslim theocrats. Hashish has a murkier past. To go by Middle Eastern records, you’d think it was very abruptly discovered around A.D. 1050, already a full-blown drug menace, becoming within a century the favorite intoxicant of bums, thieves, berserkers and apostates. (...) In the Middle East, surviving remnants of the obliterated past, like the Sufi cult of the “Green Man,” strongly suggest that cannabis didn’t just spring out of the ground to confound the councils of the wise, but was an object of religious veneration before the advent of Islam, and thus posed a profound threat to the New Order of God.

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

When examined through the lens of Meerkat’s Law and the central framework of this book, it is obvious why the resulting networks generated by big launches are weak. You’d rather have a smaller set of atomic networks that are denser and more engaged than a large number of networks that aren’t there. When a networked product depends on having other people in order to be useful, it’s better to ignore the top-line aggregate numbers. Instead, the quality of the traction can only be seen when you zoom all the way into the perspective of an individual user within the network. Does a new person who joins the product see value based on how many other users are already on it? You might as well ignore the aggregate numbers, and in particular the spike of users that a new product might see in its first days. As Eric Ries describes in his book The Lean Startup, these are “vanity metrics.” The numbers might make you feel good, especially when they are going up, but it doesn’t matter if you have a hundred million users if they are churning out at a high rate, due to a lack of other users engaging. When networks are built bottom-up, they are more likely to be densely interconnected, and thus healthier and more engaged. There are multiple reasons for this: A new product is often incubated within a subcommunity, whether that’s a college campus, San Francisco techies, gamers, or freelancers—as recent tech successes have shown. It will grow within this group before spreading into other verticals, allowing time for its developers to tune features like inviting or sharing, while honing the core value proposition. Once a new networked product is spreading via word of mouth, then each user is likely to know at least one other user already on the network. By the time it reaches the broader consciousness, it will be seen as a phenomenon, and top-down efforts can always be added on to scale a network that’s already big and engaged. If Big Bang Launches work so poorly in general, why do they work for Apple? This type of launch works for Apple because their core offerings can stand alone as premium, high-utility products that generally don’t need to construct new networks to function. At most, they tap into existing networks like email and SMS. Famously, Apple has not succeeded with social offerings like the now-defunct Game Center and Ping. The closest new networked product they’ve launched is arguably the App Store, but even that was initially not in Steve Jobs’s vision for the phone.87 Most important, though, you aren’t Apple. So don’t try to copy them without having their kinds of products.

Bundling eventually stopped working for Microsoft. After the antitrust investigation, the company maintained its dominance on the PC operating systems market, but it lost control of many other markets. Eventually the industry jumped from PC to mobile. Microsoft tried to exactly replicate the network effects it had before—an ecosystem of hardware manufacturers who paid a licensing fee to run Windows Mobile, and app developers and consumers to match—but this time it didn’t work. Instead, Google gave away its Android mobile OS for free, driving adoption for phone makers. The massive reach of Android attracted app developers, and a new network effect was built, derived from a business model where the OS was free but the ecosystem was monetized using search and advertising revenue. Microsoft has also lost the browser market to Google Chrome, and is being challenged in its Office Suite by a litany of startup competitors large and small. It continued to use bundling as a strategy, adding workplace chat via Teams to its suite—but it hasn’t achieved a clear victory against Slack. If bundling hasn’t been a sure thing for Microsoft, it’s an even weaker strategy for others. The outcome seems even less assured when examining how Google bundled Google+ into many corners of its product, including Maps and Gmail, achieving hundreds of millions of active users without real retention. Uber bundled Uber Eats across many touchpoints within its rideshare app, but still fell behind in food delivery versus DoorDash. Bundling hasn’t been a silver bullet, as much as the giants in the industry hope it is.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

Remember the you-go-girl ads for Virginia Slims cigarettes? They feel light-years removed from the campaigns of today, and not just because they’re for a product we all know is carcinogenic. The template was simple: sepia photo of oppressed woman from the past—usually wearing some kind of bustle—overlaid with a full-color shot of the present-day, liberated babe. “First, you got the right to vote, and now you’ve got a cigarette all your own,” was one caption, in which suffrage and the “right” to buy a product are weirdly conflated. Of course, other than their modish thinness, they were basically the same as standard cigarettes. (“Cancer—but for GIRLS!”) Even the tagline—“You’ve come a long way, baby.”—fell somewhere between gruff admiration and infantilizing condescension.

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

Sometimes it’s not just the hours we worry about wasting but also the scraps of time that get lost in between—the countless minutes spent on bitsy chores, answering emails, replying to texts, waiting for other people. “Time confetti,” a term coined by the director of the Better Life Lab at New America, Brigid Schulte, describes how time is scattered about our days, resulting in the minutes spent on seemingly insignificant actions adding up to a multicolored mound of “wasted time.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

One would think he was going to have his throat cut," said the Controller, as the door closed. "Whereas, if he had the smallest sense, he'd understand that his punishment is really a reward. He's being sent to an island. That's to say, he's being sent to a place where he'll meet the most interesting set of men and women to be found anywhere in the world. All the people who, for one reason or another, have got too self-consciously individual to fit into community-life. All the people who aren't satisfied with orthodoxy, who've got independent ideas of their own. Every one, in a word, who's any one. I almost envy you, Mr. Watson." Helmholtz laughed. "Then why aren't you on an island yourself?" "Because, finally, I preferred this," the Controller answered. "I was given the choice: to be sent to an island, where I could have got on with my pure science, or to be taken on to the Controllers' Council with the prospect of succeeding in due course to an actual Controllership. I chose this and let the science go." After a little silence, "Sometimes," he added, "I rather regret the science. Happiness is a hard master–particularly other people's happiness. A much harder master, if one isn't conditioned to accept it unquestioningly, than truth." He sighed, fell silent again, then continued in a brisker tone, "Well, duty's duty. One can't consult one's own preference. I'm interested in truth, I like science. But truth's a menace, science is a public danger. As dangerous as it's been beneficent. It has given us the stablest equilibrium in history. China's was hopelessly insecure by comparison; even the primitive matriarchies weren't steadier than we are. Thanks, l repeat, to science. But we can't allow science to undo its own good work. That's why we so carefully limit the scope of its researches–that's why I almost got sent to an island. We don't allow it to deal with any but the most immediate problems of the moment. All other enquiries are most sedulously discouraged. It's curious," he went on after a little pause, "to read what people in the time of Our Ford used to write about scientific progress. They seemed to have imagined that it could be allowed to go on indefinitely, regardless of everything else. Knowledge was the highest good, truth the supreme value; all the rest was secondary and subordinate. True, ideas were beginning to change even then. Our Ford himself did a great deal to shift the emphasis from truth and beauty to comfort and happiness. Mass production demanded the shift. Universal happiness keeps the wheels steadily turning; truth and beauty can't. And, of course, whenever the masses seized political power, then it was happiness rather than truth and beauty that mattered. Still, in spite of everything, unrestricted scientific research was still permitted. People still went on talking about truth and beauty as though they were the sovereign goods. Right up to the time of the Nine Years' War. That made them change their tune all right. What's the point of truth or beauty or knowledge when the anthrax bombs are popping all around you? That was when science first began to be controlled–after the Nine Years' War. People were ready to have even their appetites controlled then. Anything for a quiet life. We've gone on controlling ever since. It hasn't been very good for truth, of course. But it's been very good for happiness. One can't have something for nothing. Happiness has got to be paid for. You're paying for it, Mr. Watson–paying because you happen to be too much interested in beauty. I was too much interested in truth; I paid too.

As part of the return-to-work plan, enterprises are introducing new work patterns and looking to other markets for talent, which has led to a significant increase in demand for our product”, added Neetish Sarda

Whiteness, like herpes, lingers forever. If you travel across South Asia, for example, you'll look at all the ads promoting beauty products and ask yourself why everyone looks like a white person from New Jersey with a summer tan. In fact, beauty is still often measured by saaf rang, or clean skin color, which refers to "light skin tone." Fair & Lovely cream sells like hotcakes all around South Asia, even though everyone knows it's bullshit and doesn't help make you either "fair" or "lovely." You can never wipe off the brown no matter how hard you try, no matter how hard you pray, but, still, people aspire and hope maybe, one day, one bottle will contain a magical elixir that takes them to Whiteness.

One of St. Augustine’s most famous rumrunners was William McCoy, who was also the purported inventor of the ham sack. McCoy operated a boat taxi service for the Jacksonville–St. Augustine area and a boatyard where he built yachts for Andrew Carnegie, the Vanderbilts and others. When Prohibition hit, he recognized the opportunity for a new, more lucrative business enterprise. He sold the taxi service and the boatyard and bought a schooner, which he named Tomoka. McCoy would sail Tomoka (and later six additional vessels added to his fleet) to the Bahamas, fill it with the best rye, Irish, and Canadian whiskey he could purchase and then sail back to St. Augustine and anchor just outside the three-mile limit. The locals would then sail their own vessels out to the Tomoka and purchase what they needed, a perfectly legal transaction on McCoy’s part. Bill McCoy became famous for the quality of his product and the fact that he never “cut,” or diluted his liquor. When you bought from Bill, you were getting the “Real McCoy,” and that is how we remember him today.

During this psychological transformation, the ordinary anchors of everyday life fell away for many working Americans. Family, community, tradition, and certainty were shaken apart by the economic force of the new—urban, postindustrial, and corporate—brand of capitalism. The sense of a person's self, which had previously been socially defined, moved into the interior of each individual's life and mind. Gradually, another concept of the self emerged as capitalism moved into this new stage, and sales or leisured consumption replaced the older emphasis on production and honest, hard work. This transition marked a shift toward a new type of person, one “predicated on the effectiveness of sales technique or the attractiveness of the individual salesperson. Personal magnetism replaced craftsmanship; technique replaced moral integrity.”85 The pervasive anxiety of this era led Americans to look for leadership anywhere they could find it. Three new areas promised relief. First, a new, popular psychology of personality offered to teach Americans how to transform themselves into people with “an intensely private sense of well being.” Self-pleasure and self-satisfaction now became the purpose of individual existence rather than a by-product of a well-lived life, and this ideology conveniently dovetailed with the new consumerism.86 Not surprisingly, then, a second transformative force emerged as the emerging field of advertising co-opted psychology and drafted psychologists like John B. Watson, A. A. Brill, and Sigmund Freud's brilliant nephew Edward Bernays into its well-paying service. On the advice and example of these men, copywriters began to suggest to consumers that they could transform their position in the social and business hierarchy by buying and displaying the correct products and behaviors. The new generation of ads was highly motivational.

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

His first target was Sanitation. New York had a toxic relationship with its sanitation workers, many of whom rode the trucks only because they’d flunked Police or Fire exams. If a garbageman ever woke up ready to do a good job, he faced decrepit work conditions and New Yorkers who blamed him for filthy streets while they dropped trash where they stood. So Leventhal went positive. His Productivity Council and Labor-Management committees forced Sanitation head Norman Steisel to make nice. New trucks were ordered. Koch visited repair depots and transfer stations; Jets tickets and days off were handed out for high performance, and productivity and Project Scorecard numbers crept up, allowing Steisel and Leventhal to begin negotiations over trimming three-man truck crews down to two. Fixing Sanitation didn’t mean cuts; it involved giving workers self-worth, responsibility, and the right tools. In City Hall, Leventhal added analysis of mistakes and problems to the Mayor’s Management Report, lending it heft and accountability, and got Operations a voice on the budget. With Koch offering political cover for any tough choices, he began to move the needle.

The Test of Death -Would you believe someone you trust and swear to tell you the truth? -No -Why? -He may say what he thinks is the truth, which is not so, and I believe that the truth is not given, but taken, snatched, you have to fight to get it, the truth is not free. – We sent you to carry out a dangerous, sensitive task, a matter of life or death, and we sent someone you know is a deceiver and a liar to share it with you, we do not trust him either, but we need him? Do you accept it with him? -Maybe yes and maybe no -How? -Trust here has no place, even if I trust him, I may not implement it with him, and I may implement it with someone I do not trust, everyone in a certain circumstance has the ability of betrayal and treachery, as they have the capacity for honesty and sincerity, I will not trust anyone with a dangerous operation like this, but I will trust the plan; if the plan had taken all possibilities into consideration, including the possibilities of treachery, and if we put alternative plans in case of emergency, I would trust the plan itself, and implement it with those whose presence is required. -What is brainwashing? -It is a radical transformation of ideas in a short period of time, without a convincing reason or explanation. – How does the process work? -The primitive method is by coercive means, such as physical or psychological torture, to implant thoughts directly into the victim’s head. -What is the most advanced method? -By manipulating the surrounding environment of the victim, and passing ideas into his brain indirectly, to convince him that it is the product of chance, or for supernatural reasons such as your pre-written destiny, or that God has chosen you for this moment, and the more convincing the environment, and the more serendipitous, the quality of the process better. -How do you know you are being brainwashed? -I watch my thoughts, if I suddenly decide to switch them without a clear and convincing reason, and within a short period of time, then I have to study the changes in the environment around me, new people, targeted ads on social media, random videos, and everything around me seem to happen by chance It is directly or indirectly related to new ideas. Then research and focus, analyze and elicit, to try and discover the process. -What is long-term brainwashing? -A traditional brainwashing process, but it takes a relatively long time, such as repeating the idea to be cultivated weekly instead of repeating it daily, and this happens if the victim is intelligent and careful observation, so the process is done carefully and slowly so as not to discover it. -Which is more powerful, short-term or long-term brainwashing? -The short; the mind quickly ignores, when passing the idea in separate periods of time, it ignores the old ones, and buries them away in its memory, thus their impact decreases, so we are forced to plant the idea a thousand times instead of a hundred, to increase the momentum and compensate for the lack of influence of the old ideas, and with the presence of spaced periods of time when the process takes a long time, and the chance of discovering the target becomes greater. -What is a mind injection, and how is it done? -It is the process of implanting the ideas that are required to be implanted in it, in direct or indirect ways, and each has its own method and method of injection, some of them rush and some of them take longer than the necessary time, and in both cases, the injection does not take its desired effect, but it is possible that the effect is completely reversed. -How do you know that the injection process is going well? -The new and reprehensible reactions of the victim, especially the spontaneous ones. Which is issued near the end of the injection process.

At an event on fire management hosted by the Berkeley Center for New Media in 2021, one of the speakers was Margo Robbins, the executive director of a council that facilitates burning on Yurok lands. Robbins used a pre-burn and post-burn photo to demonstrate the role of burning in the very mountains I had gazed at as a child. With my untrained eye, I saw the first photo as a nondescript “natural area” like one you’d see on the side of a park trail. Robbins, though, described it in terms of process: Because the area hadn’t been burned, the hazel (a serotinous plant, meaning that it is fire-adapted) was currently producing branches that would be useless for Yurok basket making. On top of that, other unburned brush was encroaching on the hazel, to the extent that animals would not be able to eat the nuts off it and the plant would eventually stop producing. Last, she pointed to a young Douglas fir tree, an ambassador of the forest. “This fir tree is starting to encroach on what is supposed to be an oak woodland savannah,” she said (emphasis added).

The Swedish firm SKF (Svenska Kullargen Fabrickn) almost became a victim of these attacks. With many small factories scattered throughout Europe, each geared to manufacture a broad product line to service the local demand, the company was a major target of the Japanese competitors with focused factories. SKF’s initial reaction to the Japanese attack was to avoid direct competition by adding new products to meet specialized applications that the Japanese could not supply. These products commanded higher prices and appeared to SKF management to be more profitable and therefore more attractive than the products facing direct Japanese competition. However, because SKF did not simultaneously drop its low-margin products, plant operations became more complicated, reducing the firm’s productivity and raising its overall costs. In effect, the more SKF sought to avoid competition with the Japanese by adding new, higher-margin products, the more it provided a rising cost umbrella for the Japanese to grow under by expanding their product offering and moving into more varied applications. As long as the Japanese stayed beneath the umbrella by maintaining a narrower product line than SKF, they could continue to pick off the parts of SKF’s business that they wanted, driving SKF into smaller and smaller pockets of demand.

When eBay entered the Chinese market in 2002, they did so by buying the leading Chinese online auction site—not Alibaba but an eBay impersonator called EachNet. The marriage created the ultimate power couple: the top global e-commerce site and China’s number one knockoff. eBay proceeded to strip away the Chinese company’s user interface, rebuilding the site in eBay’s global product image. Company leadership brought in international managers for the new China operations, who directed all traffic through eBay’s servers back in the United States. But the new user interface didn’t match Chinese web-surfing habits, the new leadership didn’t understand Chinese domestic markets, and the trans-Pacific routing of traffic slowed page-loading times. At one point an earthquake under the Pacific Ocean severed key cables and knocked the site offline for a few days. Meanwhile, Alibaba founder Jack Ma was busy copying eBay’s core functions and adapting the business model to Chinese realities. He began by creating an auction-style platform, Taobao, to directly compete with eBay’s core business. From there, Ma’s team continually tweaked Taobao’s functions and tacked on features to meet unique Chinese needs. His strongest localization plays were in payment and revenue models. To overcome a deficit of user trust in online purchases, Ma created Alipay, a payment tool that would hold money from purchases in escrow until the buyer confirmed the receipt of goods. Taobao also added instant messaging functions to allow buyers and sellers to communicate on the platform in real time. These business innovations helped Taobao claw away market share from eBay, whose global product mentality and deep centralization of decision-making power in Silicon Valley made it slow to react and add features. But Ma’s greatest weapon was his deployment of a “freemium” revenue model, the practice of keeping basic functions free while charging for premium services. At the time, eBay charged sellers a fee just to list their products, another fee when the products were sold, and a final fee if eBay-owned PayPal was used for payment. Conventional wisdom held that auction sites or e-commerce marketplace sites needed to do this in order to guarantee steady revenue streams.

The customer is also at the center of how we analyze and manage performance metrics. Our emphasis is on what we call controllable input metrics, rather than output metrics. Controllable input metrics (e.g., reducing internal costs so you can affordably lower product prices, adding new items for sale on the website, or reducing standard delivery time) measure the set of activities that, if done well, will yield the desired results, or output metrics (such as monthly revenue and stock price).

Does It “Really” Need to Be an Email? By this point, you’ve probably figured out that I love email. Well, in spite of my love for email marketing, not every communication needs to be an email. In fact, there are times when emails really aren’t the best solution. So, if not email, what else? Other solutions include: In-App messages like popups, sidebars, site notifications, chat messages, browser or push notifications, desktop notifications, text messages, and even product tours and onboarding flows. Email is great when the user isn’t currently using your product. It’s great to drive them back in, but when they are right there using your product, you can’t expect them to be checking their emails at the same time. Before setting up a new email campaign, ask yourself if email is the best way to achieve your objective and drive the user behavior you seek. Maybe a popup or site notification would be more effective. Users can’t typically unsubscribe from popups, sidebars, site notifications, chat messages, or onboarding flows. They are usually better embedded into your app and more contextual. Because of this, they tend to reach users more directly than email can. That means that they can often be more effective to influence user behaviors. Push notifications, desktop notifications, and text messages still have some novelty to them. They can also reach users in different contexts from email. Although sometimes it’s better to use a different communication type, sometimes combining email with other options is the best way to go. For this reason, it’s important to consider the mix. For example, an email followed on-site by an In-App message, or an onboarding flow followed by an email summing up the process may be more effective than a single email. It will allow you to follow up on user actions, and make it really clear what needs to get done. By breaking down the steps one at a time, there’s more chances for users to learn. At LANDR, we often followed feature launch emails on-site with In-App messages. This helped to keep communications simple and goal-focused (one goal per message). The email was about getting people in the product, while the In-App message was about getting them to engage with the product. This approach allows you to evaluate and optimize each step of the process independently. Automation platforms like Intercom, ActiveCampaign and HubSpot generally allow you to combine messaging types. If your platform doesn’t currently have site messaging or onboarding functionalities, you may have to use multiple tools in conjunction in order to maximize results. This will make it trickier to track pacing, sequencing, and goals but it isn’t impossible. You also need to consider tracking effort when adding new communication types to your mix. As your program becomes more complex, it can be easy to lose track of the overall user experience: Are your users getting spammed? Are you creating a disjointed customer experience? Test things from your users’ perspective. Keep an eye out for social media messages and support requests as you do. In the next chapter we will look at setting up automations to minimize issues and maximize outcomes.

The technology involved,* given the economics of mass production, would have added no more than a few pounds to the final purchase price, so why would you not add this significant extra?* Any ‘rational’ person would have advised Morita to go with the engineers’ advice, but according to multiple accounts, Morita vetoed the recording button. This defies all conventional economic logic, but it does not defy psycho-logic. Morita thought the presence of a recording function would confuse people about what the new device was for. Was it for dictation? Should I record my vinyl record collection onto cassette? Or should I record live music? In the same way that McDonald’s omitted cutlery from its restaurants to make it obvious how you were supposed to eat its hamburgers, by removing the recording function from Walkmans, Sony produced a product that had a lower range of functionality, but a far greater potential to a change behaviour.

In the long run—and often in the short-run—your willpower will never beat your environment. —JAMES CLEAR, AUTHOR OF ATOMIC HABITS Let’s say you decide to remove refined sugar from your diet. There’s overwhelming evidence that it’s not good for your health, and you’re convinced your quality of life would improve if you can kick the habit. There’s just one problem: sugar tastes good, and you experience cravings that are difficult to resist. How can you make it easier to change your eating habits? One of the most effective strategies is simple: don’t purchase products with refined sugar at the grocery store, get rid of any food with added sugar in your house, and purchase a few healthy snacks that meet your new criteria. If sugar isn’t available when and where you experience hunger, and if there are easy alternatives to your typical choices, there’s no need to resist temptation: the structure of your immediate Environment makes your new behavior automatic. A few minutes of willpower applied to altering the world around you can make it much easier to act in the ways you’ve decided to act.

solutions to market saturation might sound straightforward—add new geographies, support more formats and business models, and other tips that sound like common sense. However, the challenge is in the execution, which can’t be underestimated. Launching in every major country around the world while simultaneously staying on top of a hypergrowth startup in a core market is not easy. Yet that’s exactly what eBay had to do, building one of the most valuable internet companies in the 1990s while simultaneously adding the international business, “Buy It Now,” and new product verticals. Once these obvious growth levers are mined, what’s next? Eventually new products have to be layered on. It’s hard to ask teams to start and build new products from scratch. It’s difficult enough as a startup, but trying to do this inside a larger company adds myriad of complexities—there’s internal politics, distractions, lack of resources, adverse selection of talent, and dozens of other challenges.