New Product Release Quotes

The principles underlying propaganda are extremely simple. Find some common desire, some widespread unconscious fear or anxiety; think out some way to relate this wish or fear to the product you have to sell; then build a bridge of verbal or pictorial symbols over which your customer can pass from fact to compensatory dream, and from the dream to the illusion that your product, when purchased, will make the dream come true. They are selling hope. We no longer buy oranges, we buy vitality. We do not just buy an auto, we buy prestige. And so with all the rest. In toothpaste, for example, we buy not a mere cleanser and antiseptic, but release from the fear of being sexually repulsive. In vodka and whisky we are not buying a protoplasmic poison which in small doses, may depress the nervous system in a psychologically valuable way; we are buying friendliness and good fellowship, the warmth of Dingley Dell and the brilliance of the Mermaid Tavern. With our laxatives we buy the health of a Greek god. With the monthly best seller we acquire culture, the envy of our less literate neighbors and the respect of the sophisticated. In every case the motivation analyst has found some deep-seated wish or fear, whose energy can be used to move the customer to part with cash and so, indirectly, to turn the wheels of industry.

suggested that a life without sex and without the presence of a partner offered numerous benefits. The celibate life allowed productivity, independence and ease free from the pressures of placating and accommodating the will and desires of another: released from the degrading imperatives of erotic congress, a new and better kind of life could be lived. Sex was an overrated bore. 'Besides,' I confessed as I ended the article, 'I'm scared that I may not be very good at it.

I suggested that a life without sex and without the presence of a partner offered numerous benefits. The celibate life allowed productivity, independence and ease free from the pressures of placating and accommodating the will and desires of another: released from the degrading imperatives of erotic congress, a new and better kind of life could be lived. Sex was an overrated bore. 'Besides,' I confessed as I ended the article, 'I'm scared that I may not be very good at it.

Potentially shippable is defined by a state of confidence or readiness, and shipping is a business decision.

mental activity such as directing attention, actually shape the structure of the brain?” As we’ve seen, experience means neural firing. When neurons fire together, the genes in their nuclei—their master control centers—become activated and “express” themselves. Gene expression means that certain proteins are produced. These proteins then enable the synaptic linkages to be constructed anew or to be strengthened. Experience also stimulates the production of myelin, the fatty sheath around axons, resulting in as much as a hundredfold increase in the speed of conduction down the neuron’s length. And as we now know, experience can also stimulate neural stem cells to differentiate into wholly new neurons in the brain. This neurogenesis, along with synapse formation and myelin growth, can take place in response to experience throughout our lives. As discussed before, the capacity of the brain to change is called neuroplasticity We are now discovering how the careful focus of attention amplifies neuroplasticity by stimulating the release of neurochemicals that enhance the structural growth of synaptic linkages among the activated neurons.

Outside of your relationship with God, the most important relationship you can have is with yourself. I don’t mean that we are to spend all our time focused on me, me, me to the exclusion of others. Instead, I mean that we must be healthy internally—emotionally and spiritually—in order to create healthy relationships with others. Motivational pep talks and techniques for achieving success are useless if a person is weighed down by guilt, shame, depression, rejection, bitterness, or crushed self-esteem. Countless marriages land on the rocks of divorce because unhealthy people marry thinking that marriage, or their spouse, will make them whole. Wrong. If you’re not a healthy single person you won’t be a healthy married person. Part of God’s purpose for every human life is wholeness and health. I love the words of Jesus in John 10:10: “I came that they may have life, and have it abundantly.” God knows we are the walking wounded in this world and He wants the opportunity to remove everything that limits us and heal every wound from which we suffer. Some wonder why God doesn’t just “fix” us automatically so we can get on with life. It’s because He wants our wounds to be our tutors to lead us to Him. Pain is a wonderful motivator and teacher! When the great Russian intellectual Aleksandr Solzhenitsyn was released from the horrible Siberian work camp to which he was sent by Joseph Stalin, he said, “Thank you, prison!” It was the pain and suffering he endured that caused his eyes to be opened to the reality of the God of his childhood, to embrace his God anew in a personal way. When we are able to say thank you to the pain we have endured, we know we are ready to fulfill our purpose in life. When we resist the pain life brings us, all of our energy goes into resistance and we have none left for the pursuit of our purpose. It is the better part of wisdom to let pain do its work and shape us as it will. We will be wiser, deeper, and more productive in the long run. There is a great promise in the New Testament that says God comes to us to comfort us so we can turn around and comfort those who are hurting with the comfort we have received from Him (see 2 Corinthians 1:3–4). Make yourself available to God and to those who suffer. A large part of our own healing comes when we reach out with compassion to others.

Scale is the elephant in the room. When Silicon Valley executives excuse themselves and say their platform’s scale is so big that it’s really hard to prevent mass shootings from being broadcast or ethnic cleansing from being incited on their platforms, this is not an excuse—they are implicitly acknowledging that what they have created is too big for them to manage on their own. And yet, they also implicitly believe that their right to profit from these systems outweighs the social costs others bear. So when companies like Facebook say, “We have heard feedback that we must do more,” as they did when their platform was used to live-broadcast mass shootings in New Zealand, we should ask them a question: If these problems are too big for you to solve on the fly, why should you be allowed to release untested products before you understand their potential consequences for society?

In the early months of World War II, San Francisco's Fill-more district, or the Western Addition, experienced a visible revolution. On the surface it appeared to be totally peaceful and almost a refutation of the term “revolution.” The Yakamoto Sea Food Market quietly became Sammy's Shoe Shine Parlor and Smoke Shop. Yashigira's Hardware metamorphosed into La Salon de Beauté owned by Miss Clorinda Jackson. The Japanese shops which sold products to Nisei customers were taken over by enterprising Negro businessmen, and in less than a year became permanent homes away from home for the newly arrived Southern Blacks. Where the odors of tempura, raw fish and cha had dominated, the aroma of chitlings, greens and ham hocks now prevailed. The Asian population dwindled before my eyes. I was unable to tell the Japanese from the Chinese and as yet found no real difference in the national origin of such sounds as Ching and Chan or Moto and Kano. As the Japanese disappeared, soundlessly and without protest, the Negroes entered with their loud jukeboxes, their just-released animosities and the relief of escape from Southern bonds. The Japanese area became San Francisco's Harlem in a matter of months. A person unaware of all the factors that make up oppression might have expected sympathy or even support from the Negro newcomers for the dislodged Japanese. Especially in view of the fact that they (the Blacks) had themselves undergone concentration-camp living for centuries in slavery's plantations and later in sharecroppers' cabins. But the sensations of common relationship were missing. The Black newcomer had been recruited on the desiccated farm lands of Georgia and Mississippi by war-plant labor scouts. The chance to live in two-or three-story apartment buildings (which became instant slums), and to earn two-and even three-figured weekly checks, was blinding. For the first time he could think of himself as a Boss, a Spender. He was able to pay other people to work for him, i.e. the dry cleaners, taxi drivers, waitresses, etc. The shipyards and ammunition plants brought to booming life by the war let him know that he was needed and even appreciated. A completely alien yet very pleasant position for him to experience. Who could expect this man to share his new and dizzying importance with concern for a race that he had never known to exist? Another reason for his indifference to the Japanese removal was more subtle but was more profoundly felt. The Japanese were not whitefolks. Their eyes, language and customs belied the white skin and proved to their dark successors that since they didn't have to be feared, neither did they have to be considered. All this was decided unconsciously.

The theory of the long tail as popularized by Chris Anderson in his book of the same name is that our culture and economy are increasingly shifting away from a focus on a relatively small number of major hits (mainstream products and markets) at the head of the demand curve and toward a huge number of niches in the tail. As the costs of production and distribution fall, especially online, there is now less need to lump products and consumers into one-size-fits-all containers. In an era without the constraints of physical shelf space and other bottlenecks of distribution, narrowly targeted goods and services can be as economically attractive as mainstream fare. 5

What is necessary is the construction of a strongly structured spiritual unity that completely grasps and envelops the individual. Only a new religion which releases the deeper powers of man from their petrification and integrates them into a product will beyond the petty interests of party and class; a system of ethical ideals that operate with the immediate power of self-understood truths; in short regaining or awakening common and certain constraints of will and faith that are related to one another and to the center of our lives, will be able to lead us from the individualistic fragmentation and the overrefined materialism of the nineteenth century to a new culture.

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)

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Director: Sripriya Producer: Rajkumar Sethupathy Screenplay: Aashiq Abu Story: Abhilash Kumar,Shyam Pushkaran Starring: Nithya Menen,Krish J. Sathaar,Naresh Music: Aravind-Shankar Cinematography: Manoj Pillai Editing: Bavan Sreekumar Studio: Rajkumar Theatres Pvt Ltd Sri Priya is back with her new venture titled ‘Malini 22 Palayamkottai’ with actor Krish, son of Malayalam actors Sathar and Jayabharathi. Actor Krish was ready for the negative shades of ‘Malini 22 Palayamkottai’, remake of malayalam film ‘22 Female Kottayam’ when none were ready to play the role with adverse shades. To make a mark in 40th year of Sripriya's venture in Tamil industry, she has come up with a theme carrying crime against women and to reveal the social issues in present scenario through ‘Malini 22 Palayamkottai’ Tamil movie. ‘Malini 22 Palayamkottai’ Tamil film is directed by Sripriya. The revenge thriller movie is produced by Rajkumar Theatres Pvt.ltd. ‘Malini 22 Palayamkottai’ movie casting Nithya Menon, Vidyulekha Raman, Krish J Sathaar and Kota Srinivasa Rao was initially set to release on 13 December, 2013 along with ‘Madha Yaanai Kootam’ and ‘Ivan Vera Mathiri’. However, due to several issues the films release was postponed. Producer Rajkumar Sethupathy’s ‘Malini 22 Palayamkottai’ film is directed and written by his wife Sripriya. ‘Malini 22 Palayamkottai’ Tamil movie has music composed by Aravind-Shankar. Confident producer Rajkumar Sethupathy who has complete faith on his wife Sripriya stated – “My wife has decades of experience in cinema and I myself have starred in several films. While I immersed myself in business, she has remained in touch with the industry taking a brief break to take care of our children. However, with the kids old enough to take care of themselves now, she has the time to get back to the other thing she loves: cinema. She’s already directed a couple of films, but this one is different because of the theme. She watched the original and she asked me to watch it too. I knew right away that if we were going to start our own home productions, this movie was the best way to begin.” Sripriya expressing her thoughts about the film said, ‘Malini 22 Palayamkottai’ was the huff that she had bounded within herself. ‘Malini 22 Palayamkottai’ portrays the exploitation against women and revenge from the gender. However, the revenge thriller flick ‘Malini 22 Palayamkottai’ is set to release on 24 January, 2014.

What About Object Pooling? In early versions of Java (around the 1.2 time frame), the idea that long-lived objects were good gained currency. I specifically remember being told that “creating an object is the second most expensive thing you can do in Java” (the first being creation of a new thread). The answer, supposedly, was to avoid creating objects whenever possible. Instead, you were supposed to keep objects around and reuse them.

Articulating upfront what your goals are will help you with other phases of your DevOps roll out. Some common measurable goals are: Reduce time-to-market for new features. Increase overall availability of the product. Reduce the time it takes to deploy a software release. Increase the percentage of defects detected in testing before production release. Make more efficient use of hardware infrastructure. Provide performance and user feedback to the product manager in a more timely manner.

aim is to make the delivery of software from the hands of developers into production a reliable, predictable, visible, and largely automated process with well-understood, quantifiable risks. Using the approach that we describe in this book, it is possible to go from having an idea to delivering working code that implements it into production in a matter of minutes or hours, while at the same time improving the quality of the software thus delivered. The vast majority of the cost associated with delivering successful software is incurred after the first release. This is the cost of support, maintenance, adding new features, and fixing defects. This is especially true of software delivered via iterative processes, where the first release contains the minimum amount of functionality providing value to the customer. Hence the title of this book, Continuous Delivery, which is taken from the first principle of the Agile Manifesto: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

A third example of this was when we said, "Let's make some kind of coupon system"—because we had this idea that we would send people an automatic email when they visited our website that would tell them—and we had all these crazy ideas like, "Buy our software within the next 72 hours and get 25 percent off." (That thing was actually a bot that we wrote years ago, and it still runs. If you try CityDesk, which is our least popular product right now, you will get an automatic email with a 25 percent–off coupon that you have to use in the next 72 hours.) When we launched that, it did increase our sales a little bit. It gets people to evaluate the demo version right away—because they don't want to lose their 25 percent off coupon which is going to expire. These were all marginally good marketing ideas. Unfortunately we spent a lot of time chasing them. The one thing we learned over 5 years is that nothing works better than just improving your product. Every minute, every developer hour we spent on any one of these crazy things—although they had some marginal return on the work that we put into them—was nothing compared to just making a better version of the product and releasing it. If we had taken all the effort we put into these crazy schemes and put it into moving our software development schedule ahead by the equivalent amount, it would have paid off much more. That was probably the biggest mistake we made. And that's the advice I give everybody. All those little coupon schemes, this is what General Motors does. They figure out new rebate schemes because they forgot all about how to design cars people want to buy. But when you still remember how to make software people want, great, just improve it. Talk to your customers. Find out what they need. Don't pay any attention to the competition. They're not relevant to you. Only talk to your customers and your potential customers and see what it is that caused them not to buy your product or would cause them to buy more copies of it. And do that, and then ship it. That was something we really, really should have focused on, but, you know, we didn't know any better.

But the more time has been released from production, the more imperative it has become to absorb that time in consumption and consumerism, given that, as was earlier argued, capitalist 'economic rationality has no room for authentically free time which neither produces nor consumes commercial wealth'. The ever-present danger is that freely associating and self-creating individuals, liberated from the chores of production and blessed with a whole range of labour-saving and time-saving technologies to aid their consumption, might start to build an alternative non-capitalistic world. They might become inclined to reject the dominant capitalist economic rationality, for example, and start evading its overwhelming but often cruel rules of time discipline. To avoid such eventualities, capital must not only find ways to absorb more and more goods and services through realisation but also somehow occupy the free time that the new technologies release.

Having grown rapidly, many PC software companies were stretched to the limit simply building their programs. With customers clamoring for new products, testing inevitably had to take a backseat. In addition, though it was eroding, there remained a pejorative attitude toward testing: “Let the customer test the program.” That saved the builder money and time, but it frustrated buyers, who came to view the first release of a program as a gamble. Microsoft

Bezos refined the formula even further. Every time a new feature or product was proposed, he decreed that the narrative should take the shape of a mock press release. The goal was to get employees to distill a pitch into its purest essence, to start from something the customer might see—the public announcement—and work backward. Bezos didn’t believe anyone could make a good decision about a feature or a product without knowing precisely how it would be communicated to the world—and what the hallowed customer would make of it. Steve

The mass of dark matter with its neutralino–antineutralino collisions is a continual source of neutrino production. If Jesus drank from the bowl and incorporated enough of these fundamental particles into his tissues, the neutrino release after death could explain the images on his shroud.” Neti agreed. “No need for dematerialization to explain the shroud.” “But his tomb was empty,” Arthur said. “What about the resurrection?” “You’re not Jewish, are you?” “Church of England.” Neti shrugged. “I don’t want to interfere with your religion. Maybe the accounts of the Gospels were made up to promote a new religion. Maybe someone stole his body. Maybe the resurrection was real. All I’m saying is that my theory on neutrinos and the shroud mesh very nicely with your Grail. So I agree with Claire. The possibility exists to complete the picture.

One negative force is the demands of time: new models are already into their design process before the old ones have even been released to customers. Moreover, mechanisms for collecting and feeding back the experiences of customers seldom exist. Another force is the pressure to be distinctive, to stand out, to make each design look different from what has gone before. It is the rare organization that is content to let a good product stand or to let natural evolution perfect it slowly. No, each year a “new, improved” model must come out, usually incorporating new features that do not use the old as a starting point. In far too many instances, the results spell disaster for the consumer.

Though media outlets are increasingly on the lookout for good stories, there are still challenges to getting exposure. Tens of thousands of companies are clamoring for media coverage. Jason Kincaid, a former reporter at TechCrunch, told us that he got pitched over 50 times each day. What gets a reporter’s attention? Milestones: raising money, launching a new product, breaking a usage barrier, a PR stunt, big partnership or a special industry report. Each of these events is interesting and noteworthy enough to potentially generate some coverage. Jason advises bundling smaller announcements together into one big announcement whenever possible. Breaking a useage barrier is great. Releasing a new version is noteworthy. But releasing a new version and breaking a usage barrier in the process is even more compelling.

In Morozov’s critique, we’ve made “the Internet” synonymous with the revolutionary future of business and government. To make your company more like “the Internet” is to be with the times, and to ignore these trends is to be the proverbial buggy-whip maker in an automotive age. We no longer see Internet tools as products released by for-profit companies, funded by investors hoping to make a return, and run by twentysomethings who are often making things up as they go along. We’re instead quick to idolize these digital doodads as a signifier of progress and a harbinger of a (dare I say, brave) new world.

successful startup solves this conundrum by focusing its development on building the product incrementally and iteratively and targets its early selling efforts on a very small group of early customers who have bought into the startup’s vision. This small group of visionary customers will give the company the feedback necessary to add features into follow-on releases. Enthusiasts for products who spread the good news are often called evangelists. But we need a new word to describe visionary customers—those who will not only spread the good news about unfinished and untested products, but also buy them. I call them earlyvangelists.2

RULE #1 An addiction to distraction is the end of your creative production. Empire-makers and history-creators take one hour for themselves before dawn, in the serenity that lies beyond the clutches of complexity, to prepare themselves for a world-class day. RULE #2 Excuses breed no genius. Just because you haven’t installed the early-rising habit before doesn’t mean you can’t do it now. Release your rationalizations and remember that small daily improvements, when done consistently over time, lead to stunning results. RULE #3 All change is hard at first, messy in the middle and gorgeous at the end. Everything you now find easy you first found difficult. With consistent practice, getting up with the sun will become your new normal. And automatic. RULE #4 To have the results The Top 5% of producers have, you must start doing what 95% of people are unwilling to do. As you start to live like this, the majority will call you crazy. Remember that being labeled a freak is the price of greatness. RULE #5 When you feel like surrendering, continue.Triumph loves the relentless.

The idea that an expanding economy implies that all industries must be simultaneously expanding is a profound error. In order that new industries may grow fast enough it is usually necessary that some old industries should be allowed to shrink or die. In doing this they help to release the necessary capital and labor for the new industires. If we had tried to keep the horse-and-buggy trade artificially alive we should have slowed down the growth of the automobile industry and all the trades dependent on it. We should have lowered the production of wealth and retarded economic and scientific progress.

Inextricably linked to the climate emergency is a broader environmental crisis. A third of the Earth’s land is now acutely degraded, with fertile soil being lost at a rate of 24 billion tonnes a year through intensive farming.[19] Generating three centimetres of top soil takes 1,000 years, and, the UN said in 2014, if current rates of degradation continue all of the world's top soil could be gone within 60 years.[20] 95% of our food presently comes from the soil. Unless new approaches are adopted, the global amount of arable and productive land per person in 2050 will be only a quarter of the level in 1960. The equivalent of 30 football pitches of soil are being lost every minute. Heavy tilling, monocropping multiple harvests and abundant use of agrochemicals have increased yields at the expense of long-term sustainability. Agriculture is actually the number one reason for deforestation. In the past 20 years, agricultural production has increased threefold and the amount of irrigated land has doubled, often leading to land abandonment and desertification. Decreasing productivity has been observed, due to diminished fertility, on 20% of the world’s cropland, 16% of forest land, 19% of grassland, and 27% of rangeland. Furthermore, tropical forests have become a source rather than a sink of carbon.[21] Forest areas in South America, Africa and Asia – which have until recently played a crucial role in absorbing GHG – are now releasing 425 teragrams of carbon annually, more than all the traffic in the US. This is due to the thinning of tree density and culling of biodiversity, reducing biomass by up to 75%. Scientists combined 12 years of satellite data with field studies. They found a net carbon loss on every continent. Latin America – home to the world’s biggest forest, the Amazon, which is responsible for 20% of its oxygen – accounted for nearly 60% of the emissions, while 24% came from Africa and 16% from Asia. Every year about 18 million hectares of forest – an area the size of England and Wales – is felled. In just 40 years, possibly one billion hectares, the equivalent of Europe, has been torn down. Half the world’s rainforests have been razed in a century and they will vanish altogether at current rates within another. Earth’s “sixth mass extinction”[22] is well underway: up to 50% of all individual animals have been lost in recent decades and almost half of land mammals have lost 80% of their range in the last century. Vertebrate populations have fallen by an average of 60% since the 1970s, and in some countries there has been an even faster decline of insects – vital, of course, for aerating the soil, pollinating blossoms, and controlling insect and plant pests.

At Supreme they do things their way, with little if any con- cern for how the rest of the fashion industry operates. Instead of releasing their new collections all at once, Supreme releases a small number of items at a time, usually somewhere between five and fifteen. The “drop,” as they call it, occurs online at 11 A.M. local time in America, the UK, and Japan, typically selling out in minutes. While many people believe this strategy is about building hype, the truth is that short runs of product were actually born out of not wanting to saddle their business with excess inventory. The strategy was discov- ered, not manufactured.

the 2011 book The Lean Startup. Core to its philosophy is the idea that founders don’t know what product the market needs—the market knows what product the market needs. Instead of spending years and millions of dollars secretly creating their idea of the perfect product, startups should move quickly to release a “minimum viable product” that can tease out market demand for different functions. Internet-based startups can then receive instant feedback based on customer activity, letting them immediately begin iterating on the product: discard unused features, tack on new functions, and constantly test the waters of market demand.

Production of the new format was delayed by disagreements between the Hollywood studios, with Warners in particular balking at the lack of adequate protection against copyright theft. With release dates of their films being staggered across the world, it was possible for a movie to be available on video in the US before it had received its theatrical outing in some countries. If pirates made a digital copy – an exact copy – of a title, they could distribute it quicker and wider than ever, owing to the emergence of the World Wide Web. After much discussion, the global market was divided into six regions and discs were digitally locked. A chip inside each player decoded only those discs appropriate to the region in which they were sold.

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.

In our current distorted reality, land is often held speculatively without being put to productive use. Because people are able to profit from land and use it inefficiently, sprawl is an issue and farmland is constantly at risk of rezoning, thus forcing up the cost of all farmland. Land contributions would remove the profit from land speculation and inefficient use, releasing more farmland and also ensuring existing farmland wasn't constantly under the shadow of rezoning. Labour and capital taxes would reduce and thus also farming costs. Overall, farming costs would reduce and farmland would be sustainably available for agriculture.

The combined activities of our enormous population are already producing breathtaking effects. Our planet is only 12,700 kilometers in diameter—about three times the distance between New York and Los Angeles—and we can easily travel halfway around it in less than a day. We have turned much of its land surface into a patchwork of cities, industrial parks, farms, and rangeland. We have laid on this land a web of roads, canals, and pipelines. We have dug out of it hundreds of billions of tons of material, moved this material around, processed it, and dumped it. Our factory ships and trawlers crisscross the world’s oceans to exploit every valuable fishery. Our planes and satellites weave themselves around its sphere. We are moving so much rock and dirt, blocking and diverting so many rivers, converting so many forests to cropland, releasing such huge quantities of heavy metals and organic chemicals into air and water, and generating so much energy, carbon dioxide, methane, and nitrogen compounds that we are perturbing the deepest dynamics of our global ecosystems. Between one-third and one-half of the planet’s land area has been fundamentally transformed by our actions: row-crop agriculture, cities, and industrial areas occupy 10 to 15 percent of Earth’s land surface; 6 to 8 percent has been converted to pasture; and an area the size of France is now submerged under artificial reservoirs. We have driven to extinction a quarter of all bird species. We use more than half of all accessible fresh water. In regions of major human activity, large rivers typically carry three times as much sediment as they did in pre-human times, while small rivers carry eight times the sediment. Along the world’s tropical and subtropical coastlines, our activities—especially the construction of cities, industries, and aquaculture pens—have changed or destroyed 50 percent of mangrove ecosystems, which are vital to the health of coastal fisheries. And about two-thirds of the world’s marine fisheries are either overexploited, depleted, or at their limit of exploitation. The decline of global fish stocks has followed a predictable pattern: like roving predators, we have shifted from one major stock to another as each has reached its maximum productivity and then begun to decline.30

Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

We no longer see Internet tools as products released by for-profit companies, funded by investors hoping to make a return, and run by twentysomethings who are often making things up as they go along. We’re instead quick to idolize these digital doodads as a signifier of progress and a harbinger of a (dare I say, brave) new world.

To learn why bundling sometimes works, and other times doesn’t, I went to the source. I asked Brad Silverberg, who in his decade at Microsoft headed up some of the company’s most important product efforts—including the much-celebrated release of Windows 95, accelerating the franchise from $50 million to $3.5 billion, as well as all the early releases of Internet Explorer. He’s been a mentor of mine for years, having served on the board of a startup I founded years back. I interviewed Brad for The Cold Start Problem over videoconference; he was mostly retired and spending time with family in Jackson Hole, Wyoming. But his experience from the 1980s and ’90s has made him the definitive authority on this topic, and perhaps surprisingly, he’s skeptical of the power of bundling: Bundling a product is not the silver bullet everyone thinks. If it were that easy, the version 1.0 for Internet Explorer would have won, by simply bundling it with Windows. It didn’t—IE 1.0 only got to 3% or 4% market share, because it just wasn’t good enough yet. Bing is another example, when Microsoft wanted to get into search. It was the default search engine across the operating system, not just in Internet Explorer but also MSN and everywhere Microsoft could jam it. But it went nowhere. The distribution advantages don’t win when the product is inferior.91 Even if bundling gets you a lot of new users trying out a product, they won’t stick around if there’s a huge gap in features.

The Woodwell–MacDonald–Revelle–Keeling report to CEQ contained a major warning about this policy. It strongly criticized the president’s programs to increase coal production, stressing that synthetic fuels from coal and other hydrocarbons would release an estimated 2.3 times the amount of carbon dioxide per Btu compared to natural gas. The report made clear that the new synfuels policy the Department of Energy had developed for the president was inconsistent with protecting the climate system.

In the course of history, kings have welcomed more and more people to their courts, which became more and more brilliant. Is it not obvious that these courtiers and the "officers" were stolen from the feudal lords, who just lost at one fell swoop, their retinues and their administrators? The modern state nourishes a vast bureaucracy. Is not the corresponding decline in the staff of the employer patent to all? Putting the mass of the people to productive work makes possible at any given moment of technical advance the existence of a given number of non-producers. These non-producers will either be dispersed in a number of packets or concentrated in one immense body, according as the profits of productive work accrue to the social or to the political authorities. The requirement of Power, its tendency and its raison d'etre, is to concentrate them in its own service. To this task, it brings us so much ardour, instinctive rather than designed that in course of time it does to a natural death the social order which gave it birth. This tendency is due not to the form taken by any particular state but to the inner essence of Power, which is the inevitable assailant of the social authorities and sucks the very lifeblood. And the more vigorous a particular power is a more virile it is to the role of vampire. When it falls to weak hand, which gives aristocratic resistance a chance to organize itself, the state's revolutionary nature becomes for the time being effaced. This happens either because the forces of aristocracy opposed to the now enfeebled statocratic onslaught a barrier capable of checking it, or, more frequently, because they put a guard on their assailant, by laying hands on the apparatus which endangers them; they guarantee their own survival by installing themselves in the seat of government. This is exactly what did happen to the two epochs when the ideas of Montesquieu and Marx took shape. The counter-offensive of the social authorities cannot be understood unless it is realized that the process of destroying aristocracy goes hand in hand with a tendency in the opposite sense. The mighty are put down - if they are independent of the state; but simultaneously, a statocrcy is exalted, and the new statocrats do more than lay a collective hand on the social forces - they laid them on the lay them each his own hand; in this way, they divert them from Power and restore them again to society, in which thereafter the statocrats join forces, by reason of the similarity of their situations and interests, with the ancient aristocracies in retreat. Moreover, the statocratic acids, in so far as they break down the aristocratic molecules, do not make away with all the forces which they liberate. Part of them stays unappropriated, and furnishes new captains of society with the personnel necessary to the construction of new principates. In this way, the fission of the feudal cell at the height of the Middle Ages released the labour on which the merchant-drapers rose to wealth and political importance. So also in England, with a greed of Henry VIII had fallen on the ecclesiastical authorities to get from their wealth, the wherewithal to carry out his policies, the greater part of the monastic spoils, stuck to the fingers of hands, which had been held out to receive them. These spoils founded the fortunes of the nascent English capitalism. In this way, new hives are forever being built, in which lie hidden a new sort of energies; these will in time inspire the state to fresh orgies of covetousness. That is why the statocratic aggression seemed never to reach its logical conclusion - the complete atomization of society, which should contain henceforward nothing but isolated individuals whom the state alone rules and exploits.

That’s the wonderful thing about the theater. Unlike in the movies where once a movie is finished and released you can’t change it, in the theater a show is a living thing. When you realize something is wrong you can actually fix it and mount a new production.

In chapter five, we discuss how new ideas and products are developed at Amazon: Working Backwards from the desired customer experience. Before we start building, we write a Press Release to clearly define how the new idea or product will benefit customers, and we create a list of Frequently Asked Questions to resolve the tough issues up front. We carefully and critically study and modify each of these documents until we’re satisfied before we move on to the next step.

create their own OKRs for their own organization. For example, the design department might have objectives related to moving to a responsive design; the engineering department might have objectives related to improving the scalability and performance of the architecture; and the quality department might have objectives relating to the test and release automation. The problem is that the individual members of each of these functional departments are the actual members of a cross‐functional product team. The product team has business‐related objectives (for example, to reduce the customer acquisition cost, to increase the number of daily active users, or to reduce the time to onboard a new customer), but each person on the team may have their own set of objectives that cascade down through their functional manager. Imagine if the engineers were told to spend their time on re‐platforming, the designers on moving to a responsive design, and QA on retooling. While each of these may be worthy activities, the chances of solving the business problems that the cross‐functional teams were created to solve are not high.

Principles of Product Strategy As we discussed previously, there are any number of approaches to product strategy, but good strategies have these five principles in common: Focus on one target market or persona at a time. Don't try to please everyone in a single release. Focus on one new target market, or one new target persona, for each release. You'll find that the product will still likely be useful to others, but at least it will be loved by some, and that's key. Product strategy needs to be aligned with business strategy. The vision is meant to inspire the organization, but the organization ultimately is there to come up with solutions

The show also gave me the opportunity to sing its theme song, “Follow Me,” which was cowritten by my sister. I recently produced and recorded a modern version of the song. In an effort to assuage the fans, I asked many of my original castmates to shoot a video for the song’s reboot. It was tricky because we did a one-day shoot complicated by the protocols of COVID-19. The shooting schedule for that day was insane, with temperature checks and sanitation requirements. Once we all got back into a room together, the years apart vanished. We arrived as adults but performing brought us back to 2004. The release of the song and video spurred new rumors about a Zoey 101 reunion show. I am excited at the prospect of working on another Zoey 101 project, whether that be a long-format movie or series. The cast is eager to reunite and bring the characters into the present. We have been in talks to reinvent the series. Producers and writers have shared some concepts that sound intriguing. Hopefully, a modern-day version will go into production soon.

In a world so influenced by media, with a populace addicted to cheap entertainment and omnipresent pop culture, celebrities have their own place of prominence at the apex of society. Every branch of showbiz - music, television, cinema, and even braindance - has its own stars whose works shape trends, opinions, and tastes. Their live concerts and releases of new content are worldwide events, observed and celebrated by tens of millions of fans all around the globe. Most of them, like Us Cracks, are products of the entertainment industry - devised and created to feed current fashions. Some of them are natural-born talents, discovered and promoted by some manager who recognized their potential and helped them to unpack it. Regardless of their origins, they will shine brightly for a period of time until some new star outshines them, or they're cast aside by their fans' ever-changing tastes. Until then, they will be admired and worshiped, living filthy-rich lives in fabulous estates and villas, whimsically coasting about in limos, private jets, and luxury boats - the embodiment of the public's dreams and desires. Demigods among mere mortals.

An addiction to distraction is the end of your creative production. Empire-makers and history-creators take one hour for themselves before dawn, in the serenity that lies beyond the clutches of complexity, to prepare themselves for a world-class day. RULE #2 Excuses breed no genius. Just because you haven’t installed the early-rising habit before doesn’t mean you can’t do it now. Release your rationalizations and remember that small daily improvements, when done consistently over time, lead to stunning results. RULE #3 All change is hard at first, messy in the middle and gorgeous at the end. Everything you now find easy you first found difficult. With consistent practice, getting up with the sun will become your new normal. And automatic. RULE #4 To have the results The Top 5% of producers have, you must start doing what 95% of people are unwilling to do. As you start to live like this, the majority will call you crazy. Remember that being labeled a freak is the price of greatness. RULE #5 When you feel like surrendering, continue.Triumph loves the relentless.

We keep operational and strategic discussions separate The WBR is a tactical operational meeting to analyze performance trends of the prior week. At Amazon, it was not the time to discuss new strategies, project updates, or upcoming product releases.

Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.

explore Becker’s concept of the art world but in relation to Henry Jenkin’s use of the idea in relation to fandom and fan conventions. In Jenkins’ view, an art world involves networks of artistic production, distribution, consumption, circulation and the exhibition and forums for the sale of artworks. In this regard, argues Jenkins, fan conventions are not simply events in which fans can interact with fellow fans, but they also perform a key role in the distribution of knowledge about media productions and are one of the modes by which producers promote cultural products such as comic books, science fiction novels, new film and TV releases, or online/game releases (typified by events such as Comic Con). More importantly, Jenkins argues, conventions provide spaces in which producers have the opportunity to communicate directly with the consumers of their cultural products

Companies that release software under open source licenses should always ensure that the open source software is under a brand that is distinct from their other products. It can be tricky to maintain strong trademark rights in open source code, so if something goes wrong and the rights weaken, the company’s other products should not be compromised. For example, lots of companies like to call products “FOOBAR” and “Open FOOBAR” (or “FOOBAR Community Edition”). This works well for dual-licensing initiatives, but not for independent open source projects that will be primarily under community (rather than company) control. Companies releasing software for the purpose of starting a community project should choose a new brand for the project. When the project is no longer under company control, the trademark will no longer represent the company’s quality control and will therefore no longer be, strictly speaking, an appropriate product to bear a company mark.

For such a small town, it was always busy. He checked his watch. The grand opening of Brooke’s store had started half an hour ago. On the flight to New York City, he’d rearranged his week, pushing a few appointments into the evening so that he could be back home for Friday afternoon. His agent hadn’t been impressed, but after everything that had happened over the last few weeks, Eric was ready to cut him a break. A knock on the driver’s window scared the living daylights out of him. Caleb’s grinning face didn’t make it any better. He opened the door, scowling at his friend. “Are you trying to give me a heart attack?” “It’s called living dangerously. Welcome home.” Gabe had done his fair share of living dangerously and he wasn’t going back there in a hurry. “I thought your flight wasn’t arriving until ten o’clock tonight.” “I moved my appointments around. I wanted to be here for the opening of Brooke’s store.” “I’m heading there, too. Does Natalie know you’re here?” Gabe shook his head. “It’s a surprise.” So were the two bottles of champagne sitting on his back seat. He grabbed one of them before locking the truck. “Did you get your project finished?” Caleb’s smile disappeared. “Not yet. Something’s not working and I can’t figure out what’s wrong. Instead of staring at a blank computer screen, I thought I’d get out of the house and support Brooke. How was the Big Apple?” “Busy, noisy, and productive. My book’s scheduled to be released in early December.” “You’ll be hitting the Christmas market. Well done. Did they give you a pay raise?” Gabe rubbed his leg. Caleb’s grin took the sting out of the cramp making him limp. “You’ve been talking to Natalie’s mom.” “I saw them on Wednesday. Kathleen couldn’t stop raving about your book. But don’t worry, she didn’t give anything away.” “It doesn’t matter. It will be in the stores soon enough.” They turned the corner. Gabe stared at the number of people standing on the street. “All these people can’t be waiting to go into Brooke’s store.” “You wanna bet? The local paper ran an article about the store on Monday. Since then, social media has been going crazy. Mabel has been adding Facebook updates all week. She even snapped a picture of Natalie and her mom helping to wrap candy. I’m telling you, Brooke’s onto something.” Gabe wasn’t surprised. Her candy already sold well. The store

In the spring of 1935, an editor at the New York publishing house Macmillan, while on a scouting trip through the South, was introduced to Mitchell and signed her to a deal for her untitled book. Upon its release in the summer of 1936, the New York Times Book Review declared it “one of the most remarkable first novels produced by an American writer.” Priced at $3, Gone with the Wind was a blockbuster. By the end of the summer, Macmillan had sold over 500,000 copies. A few days prior to the gushing review in the Times, an almost desperate telegram originated from New York reading, “I beg, urge, coax, and plead with you to read this at once. I know that after you read the book you will drop everything and buy it.” The sender, Kay Brown, in this missive to her boss, the movie producer David Selznick, asked to purchase the book’s movie rights before its release. But Selznick waited. On July 15, seeing its reception, Selznick bought the film rights to Gone with the Wind for $50,000. Within a year, sales of the book had exceeded one million copies. Almost immediately Selznick looked to assemble the pieces needed to turn the book into a movie. At the time, he was one of a handful of major independent producers (including Frank Capra, Alfred Hitchcock, and Walt Disney) who had access to the resources to make films. Few others could break into a system controlled by the major studios. After producing films as an employee of major studios, including Paramount and MGM, the thirty-seven-year-old Selznick had branched out to helm his own productions. He had been a highly paid salaried employee throughout the thirties. His career included producer credits on dozens of films, but nothing as big as what he had now taken on. As the producer, Selznick needed to figure out how to take a lengthy book and translate it onto the screen. To do this, Selznick International Pictures needed to hire writers and a director, cast the characters, get the sets and the costumes designed, set a budget, put together the financing by giving investors profit-participation interests, arrange the distribution plan for theaters, and oversee the marketing to bring audiences to see the film. Selznick’s bigger problem was the projected cost.

The moment you see my message or note or article, I know what you think – Ah, once again a reminder of “responsibilities,” “productivity,” & that vague notion of “becoming your best (at least decent) version.” Who even needs that, right? Even if needed who will do groundbreaking efforts? Whatever you think about my morning posts, these are just to motivate you to think, say & do things that bring greater blessings into your life. But don’t be afraid, Sweetheart, champions of procrastination! Today, I bring you a revolutionary new approach: Accomplishing through Thinking Method (patent pending)... Darling listen – today I want you to just say loudly or think this as the first thing: “I release all disease & negativity from my body. I welcome health, love, happiness & abundance into my life!” Say this to God please make me do something really big, make me gain something big or make me win a lottery today…. Repeat these with gusto, throughout the day… Sure, it might not be the most proactive approach, but, it’s just a start. Remember, the key is to believe it until you see it. My mantra & my method will make you feel amazing (even if you haven’t actually done anything), my guarantee! & who knows? Maybe by repeating positive affirmations again n again, they’ll magically come true. That’s the law of attraction… I wish & hope that you embrace the power of such internal pep talks (inspirational self talks) even if these have zero basis in reality! Stay Blessed!

In Brazil, the rainforests of the Amazon are being destroyed at an alarming rate by bulldozing and burning. There are many excellent reasons to prevent this continuing – loss of habitat for organisms, production of carbon dioxide from burning trees, destruction of the culture of native Indian tribes, and so on. What is not a good reason, though, is the phrase that is almost inevitably trotted out, to the effect that the rainforests are the ‘lungs of the planet’. The image here is that the ‘civilized’ regions – that is, the industrialized ones – are net producers of carbon dioxide. The pristine rainforest, in contrast, produces a gentle but enormous oxygen breeze, while absorbing the excess carbon dioxide produced by all those nasty people with cars. It must do, surely? A forest is full of plants, and plants produce oxygen. No, they don’t. The net oxygen production of a rainforest is, on average, zero. Trees produce carbon dioxide at night, when they are not photosynthesizing. They lock up oxygen and carbon into sugars, yes – but when they die, they rot, and release carbon dioxide. Forests can indirectly remove carbon dioxide by removing carbon and locking it up as coal or peat, and by releasing oxygen into the atmosphere. Ironically, that’s where a lot of the human production of carbon dioxide comes from – we dig it up and burn it again, using up the same amount of oxygen. If the theory that oil is the remains of plants from the carboniferous period is true, then our cars are burning up carbon that was once laid down by plants. Even if an alternative theory, growing in popularity, is true, and oil was produced by bacteria, then the problem remains the same. Either way, if you burn a rainforest you add a one-off surplus of carbon dioxide to the atmosphere, but you do not also reduce the Earth’s capacity to generate new oxygen. If you want to reduce atmospheric carbon dioxide permanently, and not just cut short-term emissions, the best bet is to build up a big library at home, locking carbon into paper, or put plenty of asphalt on roads. These don’t sound like ‘green’ activities, but they are. You can cycle on the roads if it makes you feel better.

AMPK prompts the cell to conserve and seek alternative sources of energy. It does this first by stimulating the production of new mitochondria, the tiny organelles that produce energy in the cell, via a process called mitochondrial biogenesis. Over time—or with disuse—our mitochondria become vulnerable to oxidative stress and genomic damage, leading to dysfunction and failure. Restricting the amount of nutrients that are available, via dietary restriction or exercise, triggers the production of newer, more efficient mitochondria to replace old and damaged ones. These fresh mitochondria help the cell produce more ATP, the cellular energy currency, with the fuel it does have. AMPK also prompts the body to provide more fuel for these new mitochondria, by producing glucose in the liver (which we’ll talk about in the next chapter) and releasing energy stored in fat cells.

Unfortunately, the Bull that gilded Renaissance New York did little for most Americans. Eighties Wall Street was about institutional money released by deregulation, mergers and acquisitions, and, most of all, the debt that made it all possible. As John Kenneth Galbraith points out, financial euphoria always starts with new ways to borrow money; this time it was triggered by the Savings & Loan crisis. Volcker’s rocketing interest rates had forced S&Ls to offer double digits to new depositors while only getting back single digits on the old thirty-year mortgages on their books. S&Ls were going under, and getting a mortgage was nearly impossible, so in March 1980, with the banking system and the housing market on the brink, Carter had signed a law to allow them to issue credit cards, invest in commercial real estate, and offer checking accounts in order to stay in business. Reagan then took it a step further with a change that encouraged S&Ls to sell their mortgages in search of higher returns, freeing up a $1 trillion that needed to be invested in something. Which takes us back to Salomon Brothers, where in 1978 one Lew Ranieri had repackaged an old investment product the government had clamped down on during the Depression: A group of home mortgages all backed by government insurance would be bundled together, then sliced into bonds, thus converting the debt some people owed on their homes into an asset for others. Ranieri had been a bit ahead of the curve then—the same high interest rates that killed the S&Ls also made his bonds unattractive—but now deregulation let Salomon buy up the S&Ls’ mortgages at a deep discount, bundle them into bonds, and sell them back to the S&Ls who believed they’d diversified into the bond market when in fact they’d just bought ground meat made out of their own steaks. In June 1983, Salomon Brothers and Freddie Mac together issued the first collateralized mortgage obligation bonds (CMOs), which bundled up debt and cut it into tranches based on the amount of risk: you could choose between ground chuck and ground sirloin. It would be years before technology would allow doing this on a huge scale, but the immediate impact was that all kinds of debt, not just mortgages, were bundled, cut into bonds, and sold: credit card debt, car loans, you name it. Between 1983 and 1988, some $60 billion of CMOs were sold; GM’s financing arm became more profitable than its cars. America began to make debt instead of things. The

PROVEN PATTERN #1: BITS RATHER THAN ATOMS Google and Facebook are largely software businesses that focus on electronic bits rather than material atoms. Bits-based businesses have a much easier time serving a global market, which in turn makes it easier to achieve a large market size. Bits are also far easier to move around than atoms, so bits-based businesses can more easily tap into distribution techniques like virality, and their ability to be highly networked provides more opportunities to leverage network effects. Bits-based businesses tend to be high-gross-margin businesses because they have fewer variable costs. Bits also make it easier to design around growth limiters. You can iterate more quickly on software products (many Internet companies release new software daily) than on physical products, making it faster and cheaper to achieve product/market fit. And

The way Richie saw it, something had happened to mainstream music during the post-grunge phase of the ’90s and so far this year’s releases had been the most vapid of the lot, save for a few that maybe had some artistic expression if you listened hard enough (and excluding the Chili Peppers record, which ruled). Corporate major labels and MTV had joined forces in a union of evil to destroy all semblance of art from the world and churn the charred remains—not art anymore but products—through a dollar factory of unfettered capitalism, squeezing out the big bucks as quickly as possible before the whole crazy ride comes to a screaming, bloody end. Which it would. All of this would come to a tragic end; the whole western world had gone mad, taking mindless consumerism to dizzying new heights as most of the East scrambled to get in on the action. Meanwhile, people like him and Alabama slip through the cracks and no one in this apathetic hellhole gives a shit, too busy patching over the vacancies of their lives in desperate attempts to forget the dreams they abandoned when they sold out to the machine. Of course he and Alabama were junkies. Of course they were thieves. What choice did they have when you got right—right—down to it? Their fates had been sealed when society had set itself upon this dark path, and there would be many more Richies and Alabamas to come so long as it stayed the course.

BAD BREEDING The peculiar oversight in the flurry of breeding activity, such as that conducted at IMWIC, was that, despite dramatic changes in the genetic makeup of wheat and other crops, no animal or human safety testing was conducted on the new genetic strains that were created. So intent were the efforts to increase yield, so confident were plant geneticists that hybridization yielded safe products for human consumption, so urgent was the cause of world hunger, that these products of agricultural research were released into the food supply without human safety concerns being part of the equation.

Instead of working in separate departments, engineers and designers would work together side by side on one feature at a time. Whenever that feature was ready to be tested with customers, they immediately would release a new version of the product, which would go live on our website for a relatively small number of people.

At many companies, product ideas or reviews will center on strategy documents, competitive analysis, or maybe wireframes. At Twilio, the first step in defining a new product or feature is writing the press release. This may sound counterintuitive, as the press release is usually the last step before launching a product. But this practice is part of a process of “working backward” from the customer need that has roots at Amazon. The press release is a great artifact on which to base product conversations, but it’s easily misunderstood. The goal isn’t to actually send the press release out on the wire. Rather, the format of a press release, if written correctly, relays in order of importance why customers will care about the product you’re building—which is a great basis around which to build a product from the get-go.

The WBR is a tactical operational meeting to analyze performance trends of the prior week. At Amazon, it was not the time to discuss new strategies, project updates, or upcoming product releases.

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

Line 4 - Sales (Director) Throughout the Golden Path Program we have gotten to know the 4th line as the great ‘friendmaker’. This gift comes from a truly genuine heart, and an easy warmth with people and community. This is the kind of person that emerges through the Venus Sequence, as those 4th lines release some of their inner restrictions and fears. To have a 4th line Vocation is to be a spokesperson. Such gifts are given to us to serve the whole, and although the 4th line wound may feel reluctant to engage at this level, they do have to overcome the fear that they inherited in their very early years. When we say that the 4th line is the most natural salesperson of all the lines, it does not mean only in business. The open 4th line is always selling their heart. They are here to create more openness, to help others overcome their fears, and to be examples of open-hearted communication. Like the 4th line, the 3rd line can be hugely successful in a business context. However, the role and style of the 4th line is very different. Their role is more like the director of the movie. They have to work closely with people, which involves diplomacy, conviction, and focus. The 4th line knows what the movie should look like, and their one-pointed drive will ensure that everyone else comes into harmony around that direction. The 4th line is comfortable taking control and guiding others to work towards a collective vision or ideal. This is where the notion of sales comes in - the 4th line can diffuse difficulties through the sheer strength and goodwill of its character. The 4th line also has a strong theme of aloneness as a counterbalance to its communal warmth. The inner strength and commitment of these people is rooted in this ability to stand alone and remain committed to one’s ideal, despite the odds. If you have a 4th line Vocation, then you are here to influence humanity. You are here to use your considerable gifts to open people’s hearts. If you happen to be selling a specific idea or product, then at the deepest level it is really an excuse to share your spirit with others. Sometimes you may also be here to deliver a rousing message that shakes people out of their comfort zones, and brings them to a new place inside themselves. Since the 4th line is so good at convincing people about things, it is for a very good reason. When this reason is for a higher purpose, then your whole life moves onto a higher level. There is nothing more powerful or authentic than when one of us stands alone in the world and expresses the love in our heart - whatever creative form that may take.

Bezos noted that when a project is successfully completed and it’s ready to be publicly announced, the conventional last step is to have the communications department write two documents. One is a very short press release (PR) that summarizes what the new product or service is and why it is valuable for customers. The other is a “frequently asked questions” (FAQ) document with more details about costs, functionality, and other concerns. Bezos’s brainstorm was to make that last step in a conventional project the first step in Amazon projects.

Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

The Five Whys The "Five Whys" is another lean manufacturing tool pioneered by Toyota. When faced with a problem, the first answer will likely be superficial and fail to address the root cause. Asking "why?" five times in succession can help get to the root of the problem. For example, a software company releases a new product feature that caused its service to fail: Why did the service fail? Because a particular server failed. Why did the server fail? Because an obscure subsystem was used in the wrong way. Why was it used in the wrong way? The engineer didn't know how to use it properly. Why didn't he know? Because he was never trained. Why wasn't he trained? Because his manager doesn't believe in training because he and his team are "too busy." Without the Five Whys, most companies would stop at the first question, fix the server and move on. However, pursuing the five whys reveals the root cause which is the manager's negative attitude on training. Without fixing the training problem, issues like this would probably happen again. Note that the process of five whys typically moves the focus from a technical fault towards human error.

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.

You have to give yourself permission to accomplish your dreams, permission to get out of debt, and permission to overcome the obstacle. Your better days begin in your thinking. Studies show that when you are negative and think said, discouraging thoughts, your serotonin level goes down, and that causes you to feel sad. It’s not just in your head. It affects your moods. But when you get up each day in a positive frame of mind, feeling hopeful and expecting good things, endorphins are released that make you feel happy. You will have more energy, because being positive puts a spring in your step. If you go around with negative thoughts, they will drain you of your faith, your energy, and your zeal. It’s just like a big vacuum pulling out all the good things that God put in you. You’d be amazed at how much better you’d feel, how much more you’d accomplish, and how much further you’d go if you’d just switch over to this positive mind-set. You have to think positive thoughts on purpose. “This is going to be a great day. This is my year. I’m expecting an abundance of favor.” The scripture says, “Put on a fresh new attitude.” I’ve found yesterday’s attitude is not good enough for today. Every morning you have to consciously adopt a fresh attitude by thinking things like: “I’m going to be happy today. I’m going to be good to people. I’m going to go with the flow and not get upset. I know God is in control. He’s directing my steps. No obstacle is too big. No dream is too great. I am well able to do what I’m called to do.” That fresh new attitude will put you in God’s jet stream. You will accomplish things that you could not accomplish on your own. You’ll be more productive. You’ll have more wisdom, creativity, and good ideas. You will overcome obstacles that were bigger, stronger, and more powerful.

Do you have a fleeting glimpse that may become a goal? How can you make framing more social? There are more ways than stars in the universe. Most require that we also make framing more tangible. For instance, Jeff Bezos has created a culture at Amazon in which “working backwards” is an assumption. For any new initiative, employees begin by writing a press release and FAQ that explain the finished product to the customer. [65] No product is built without conversations and iterations around these tangible artifacts of a customer-centered frame.

Only three science fiction feature films were released in 1950, but by the middle of the decade, the genre was averaging around twenty-five per year, and by its end over 150 had been released—an unprecedentedly fast expansion for a new genre, even if most of the productions were schlocky B-grade material.

The genetic mechanisms that were described here are a collection of exotic mutations: new cis-regulatory elements from transposable elements; novel transcription factor functions; and new miRNAs. It seems that rewiring a gene regulatory network, as required for the evolution a morphological novelty, uses a quite different set of mechanisms than usually associated with adaptive changes that is, changes in enzyme activity and gene expression due to small changes in cis-regulatory elements. This distinction hints at the possibility that the difference between adaptation and innovation is not only conceptual, but that the conceptual difference might be mirrored by a difference in the molecular mechanisms. It is far from clear whether this distinction will hold up, because there are still only a limited number of cases of innovations that are understood at the molecular level. However, one should at not prematurely dismiss this possibility. The possibility of a mechanistic difference beween adaptation and innovation is also interesting because the characteristics of the genetic mechanisms may explain the phenomenology of innovations; innovations tend to be rare and episodic and result in a phenotype that tends to be canalized in its major features. As discussed above, one of the main characteristics of mutations by transposable elements is that they are episodic and specific to certain lineages. Mutations caused by transposable elements are most prevalent after the infection of a genome by a new retrovirus or any other new transposable elements. Similarly, gene duplications also temporarily open a window of evolvability by releasing constraints on gene evolution, and the maintenance of duplicated genes is often associated with body plan innovations. There is also a tendency for maintaining novel genetic elements with the origin of morphological novelties: new genes, new cis-regulatory elements, new miRNAs, and probably many others. Transcription factor protein evolution is likely necessary for the evolution of novel functional specificities, and miRNAs are involved in canalizing phenotypes once they have arisen. Hence, the conceptual uniqueness of innovations (i.e., the origination of novel cell type or of a quasi-independent body part) as compared to adaptation (i.e. the modification of existing body parts and physiological processes) may require a set of mutational mechanisms that can radically rewire gene regulatory networks and stabilize/canalize the phenotypic product of these changes. If further research supports this idea, then the conceptual distinction between adaptation and innovation will be linked to and grounded in the distinctness of the underlying molecular mechanisms.

and that this is still Day 1 in such a big way. Jeff Bezos Amazon’s internal customs are deeply idiosyncratic. PowerPoint decks or slide presentations are never used in meetings. Instead, employees are required to write six-page narratives laying out their points in prose, because Bezos believes doing so fosters critical thinking. For each new product, they craft their documents in the style of a press release. The goal is to frame a proposed initiative in the way a customer might hear about it for the first time. Each meeting begins with everyone silently reading the document, and discussion commences afterward—just like the productive-thinking exercise in the principal’s office at River Oaks Elementary. For my initial meeting with Bezos to discuss this project, I decided to observe Amazon’s customs and prepare my own Amazon-style narrative, a fictional press release on behalf of the book. Bezos met me in an eighth-floor conference room and we sat down at a large table made of half a dozen door-desks, the same kind of blond wood that Bezos used twenty years ago when he was building Amazon from scratch in his garage. The door-desks are often held up as a symbol of the company’s enduring frugality. When I first interviewed Bezos, back in 2000, a few years of unrelenting international travel had taken their toll

The 50-inch TCL Roku TV balances picture quality and value for money. And this is also what happens when America’s top TV brand and the world’s most popular streaming services content instantly and from one single place. You have everything on the Roku from live TV to game console or if you wish choose from over 1500 streaming channels. This is also the widest selection any smart TV has ever had. Find that perfect movie or TV show easily across top streaming channels by title, actor or director with the acclaimed Roku ‘Search’ feature. On the Roku, you will find more than 200,000 streaming movies and shows that you can choose from. The Remote is simple and puts control into the users’ hands and lets you instantly choose your preferred content from anywhere. Use the Roku Mobile app on your smartphone or tablet to control your Roku TV. Cast your personal media, videos and photos and even music to the big screen. With a 120 Hz refresh rate, the TV displays images at 1080p. It has a built-in wireless and not one, but three HDMI ports that provide a high definition multimedia interface. Wired calls the TCL Roku TV ‘The First Smart TV worth using’. The TCL TV has a Roku box built into it. It is a smart TV that includes the Roku operating system, which is also the favorite OS for most users. The OS is considered as one of the best compared to all the other products and definitely better than any other smart TVs. Recently, the Roku TV was displayed at the prestigious CES 2018 with a brand new OS. We all know a lot about Roku and there are lots of Roku fans across the United States. The recently released series of Roku OS 8 comes with some new and improved features. All Roku TVs have a ‘Tuner’ input that enables you to plug into an antenna and look for channels. In the new Roku TV, the ‘Tuner’ input is available on the Home screen itself; which makes it very easy to navigate to it without fumbling Once you select the ‘Tuner’ input it takes you to the last tuned channel You will also get a preview of what is playing right now The Roku OS 8 also comes with a Smart Guide where you will get a 14-day preview of what is available on all the channels that the Roku TV has scanned for Scroll through the Smart Guide to find out your next programming on the list The experience is fluid with no judder or lag; users will be able to scan through the Smart Guide very easily All you have to do is use the HD antenna and the Roku TV will pop up all the entertainment information In addition to the Smart Guide, there is also a new feature called ‘More Ways to Watch’ Anytime Roku identifies a content that is on the Smart Guide, which is also available on other Roku channels it is marked with a ‘*’. This indicates that there are more ways to watch a single programming content You also don’t have to wait to watch your favorite programming Wherever you see the ‘*’at any time on the Smart Guide, hit the ‘Ok’ button on your remote and watch it on another Roku channel instantly The pricing for the channel or programming is also displayed If you have a Roku set top box that is connected to a different TV (other than the Roku), there is a new feature in the ‘Search’ where Roku will tell you the channel on which a particular programming is available with the precise timing. The Roku OS 8 has already been pushed out to all the players and TVs. The same OS 8 version is available for Roku Set top boxes as well. If any problem in Roku setup, please call us @+1-877-302-5260