Operations Excellence Quotes

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

The secret is that everything is always on the line. The more present we are at practice, the more present we will be in competition, in the boardroom, at the exam, the operating table, the big stage. If we have any hope of attaining excellence, let alone of showing what we’ve got under pressure, we have to be prepared by a lifestyle of reinforcement. Presence must be like breathing.

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.

A Persian fairy tale tells of the Three Princes of Serendip, who “were always making discoveries, by accident and sagacity, of things they were not in quest of.”7 Creativity in the wild operates much like that.

For leaders to get results they need all three kinds of focus. Inner focus attunes us to our intuitions, guiding values, and better decisions. Other focus smooths our connections to the people in our lives. And outer focus lets us navigate in the larger world. A leader tuned out of his internal world will be rudderless; one blind to the world of others will be clueless; those indifferent to the larger systems within which they operate will be blindsided.

An economist is a surgeon with an excellent scalpel and a rough-edged lancet, who operates beautifully on the dead and tortures the living.

When you marry operating excellence with innovation, you multiply the value of your creativity.

Nor is it a short experience that can instruct us [...], because the real effects of moral causes are not always immediate; that which in the first instance is prejudicial may be excellent in its remoter operation, and its excellence may arise even from the ill effects it produces in the beginning.

But the compulsive overachievement of today's elite college students - the sense that they need to keep running as fast as they can - is not the only thing that keeps them from forming the deeper relationships that might relieve their anguish. Something more insidious is operating, too: a resistance to vulnerability, a fear of looking like the only one who isn't capable of handling the pressure. These are young people who have always succeeded at everything, in part by projecting the confidence that they always will. Now, as they get to college, the stakes are higher and the competition fiercer. Everybody thinks that they are the only one who's suffering, so nobody says anything, so everybody suffers. Everyone feels like a fraud; everybody thinks that everybody else is smarter than they are.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

Surveyor, in your thoughts you may be reproaching Sordini for not having been prompted by my claim to make inquiries about the matter in other departments. But that would have been wrong, and I want this man cleared of all blame in your thoughts. One of the operating principles of authorities is that the possibility of error is simply not taken into account. This principle is justified by the excellence of the entire organization and is also necessary if matters are to be discharged with the utmost rapidity. So Sordini couldn’t inquire in other departments, besides those departments wouldn’t have answered, since they would have noticed right away that he was investigating the possibility of an error.” “Chairman, allow me to interrupt you with a question,” said K., “didn’t you mention a control agency? As you describe it, the organization is such that the very thought that the control agency might fail to materialize is enough to make one ill.” “You’re very severe,” said the chairman, “but multiply your severity by a thousand and it will still be as nothing compared with the severity that the authorities show toward themselves. Only a total stranger could ask such a question. Are there control agencies? There are only control agencies. Of course they aren’t meant to find errors, in the vulgar sense of that term, since no errors occur, and even if an error does occur, as in your case, who can finally say that it is an error.

Science is not simply a matter of observing the world, experimenting with its elements and drawing reasonable conclusions. Otherwise, we would have to recognize children, so-called primitives and a good many animals as excellent scientists. But the practical experiments carried out by all of us every day lack a few necessary factors, the first and most important of which is the concept of the universe as a single entity operating under universal, rational, knowable laws. Without this foundation, science cannot operate as such.

A good sherris-sack hath a twofold operation in it. It ascends me into the brain, dries me there all the foolish and dull and crudy vapors which environ it, makes it apprehensive, quick, forgetive, full of nimble, fiery, and delectable shapes, which, delivered o'er to the voice, the tongue, which is the birth, becomes excellent wit.

When you apply principles that operate on earth, you will get the results

and it might be only small things that separate guys who are very good from guys who are absolutely excellent, outstanding.

Dreaming of being on Moon cannot get you there. It requires a focused & intelligent effort to achieve what you Dream.

Problems grow the size they need in order to be acknowledged. An organization that is slow in acknowledging problems will find itself with big problems.

Communication doesn’t happen when a message is first said; it happens when it cannot be mistaken anymore.

AWS is customer obsessed, inventive and experimental, long-term oriented, and cares deeply about operational excellence.

Bad managers are volatile in the application of the standards they set. They believe that workers respond to the average application of the standard. Instead, workers remember the extremes.

But the compulsive overachievement of today’s elite college students—the sense that they need to keep running as fast as they can—is not the only thing that keeps them from forming the deeper relationships that might relieve their anguish. Something more insidious is operating, too: a resistance to vulnerability, a fear of looking like the only one who isn’t capable of handling the pressure.

The more the manager takes “easy choices” by sacrificing clarity, fairness or consistency, the more his subordinates will take “easy choices” themselves by sacrificing performance, quality and teamwork.

Money is a byproduct of excellence, not a goal. Our overriding objective is excellence and constant improvement at Bridgewater. To be clear, it is not to make lots of money. The natural extension of this is not that you should be happy with little money. On the contrary—you should expect to make a lot. If we operate consistently with this philosophy we should be productive and the company should do well financially.

When managers fail to set clear objectives, it is not because of a lack of skills. Rather, it is because of some mental patterns of theirs that makes them believe that setting unclear objectives is the optimal choice.

Decisions taken in the managers’ office remain in there. They do not have the power to affect the way of working of their subordinates unless the manager translates them into visible actions at their subordinates’ workplace.

Money is a byproduct of excellence, not a goal. Our overriding objective is excellence and constant improvement at Bridgewater. To be clear, it is not to make lots of money. The natural extension of this is not that you should be happy with little money. On the contrary—you should expect to make a lot. If we operate consistently with this philosophy we should be productive and the company should do well financially. There is comparatively little age- and seniority-based hierarchy.

Great managers demand conflict (by asking everyone to voice their concerns), then demand commitment (by asking everyone to promise what they will do) and finally demand results (by letting everyone know that they will be held accountable for doing whatever the team decided).

By the way, Doctor, I shall want your co-operation." "I shall be delighted." "You don't mind breaking the law?" "Not in the least." "Nor running a chance of arrest?" "Not in a good cause." "Oh, the cause is excellent!" "Then I am your man." "I was sure that I might rely on you.

Whenever you notice your mind wandering,” a fundamental instruction in meditation advises, “bring your mind back to its point of focus.” The operative phrase here is whenever you notice. As our mind drifts off, we almost never notice the moment it launches into some other orbit on its own.

Every passion that acts upon mankind has a peculiar mode of operation. Many of them are temporary and fluctuating; they admit of cessation and variety. But avarice is a fixed, uniform passion. It neither abates of its vigor nor changes its object; and the reason why it does not is founded in the nature of things, for wealth has not a rival where avarice is a ruling passion. One beauty may excel another, and extinguish from the mind of man the pictured remembrance of a former one: but wealth is the phoenix of avarice, and therefore it cannot seek a new object, because there is not another in the world.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

Their faith may be described as childlike, but the end it serves is often sinister. It may, indeed, “keep them happy”—a phrase carrying the inescapable inference that the way of life imposed on Negroes makes them quite actively unhappy—but also, and much more significantly, religion operates here as a complete and exquisite fantasy revenge: white people own the earth and commit all manner of abomination and injustice on it; the bad will be punished and the good rewarded, for God is not sleeping, the judgment is not far off. It does not require a spectacular degree of perception to realize that bitterness is here neither dead nor sleeping, and that the white man, believing what he wishes to believe, has misread the symbols. Quite often the Negro preacher descends to levels less abstract and leaves no doubt as to what is on his mind: the pressure of life in Harlem, the conduct of the Italian-Ethiopian war, racial injustice during the recent war, and the terrible possibility of yet another very soon. All these topics provide excellent springboards for sermons thinly coated with spirituality but designed mainly to illustrate the injustice of the white American and anticipate his certain and long overdue punishment.

Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.

From the beginning, Microsoft had proven the mantra that good artists copy but great artists steal. Its first operating system (MS-DOS) was actually a clone of CP/M, another operating system.* Microsoft Windows was a rip-off of the Apple Macintosh operating system; Microsoft Word and Excel were copies of Wordperfect and Lotus 1-2-3, respectively.

Mother Nature, truly we are grateful for what you have made us. No doubt you did the best you could. However, with all due respect, we must say that you have in many ways done a poor job with the human constitution. You have made us vulnerable to disease and damage. You compel us to age and die – just as we’re beginning to attain wisdom. And, you forgot to give us the operating manual for ourselves! … What you have made is glorious, yet deeply flawed … We have decided that it is time to amend the human constitution … We do not do this lightly, carelessly, or disrespectfully, but cautiously, intelligently, and in pursuit of excellence … Over the coming decades we will pursue a series of changes to our own constitution … We will no longer tolerate the tyranny of aging and death … We will expand our perceptual range … improve on our neural organization and capacity … reshape our motivational patterns and emotional responses … take charge over our genetic programming and achieve mastery over our biological and neurological processes.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

Excellent. The process for problem-solving is first to explain and explore the situation and objectives. We can ask questions and share information, but we can’t propose solutions. Then we require an incubation period for subconscious problem-solving, during which we undertake some mundane activity. As we have only one day total, I recommend we allow three to four hours. Then we co-operate on finding solutions.

Yet few leaders exploit the power of this rapid wake-up call. Rather, they do the opposite. They try to garner support based on a numbers case that lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garner support. Although these alternatives may work, neither leads to tipping superiors’ cognitive hurdle as fast and stunningly as showing the worst. When

Murphy’s approach to the roll-up was different. He moved slowly, developed real operational expertise, and focused on a small number of large acquisitions that he knew to be high-probability bets. Under Murphy, Capital Cities combined excellence in both operations and capital allocation to an unusual degree. As Murphy told me, “The business of business is a lot of little decisions every day mixed up with a few big decisions.

Brzeziński: According to the official version of history, CIA aid to the mujahideen began during 1980, that is, after the Soviet army had invaded Afghanistan on December 24, 1979. But the truth, kept secret up to now, is quite different: it was in fact on July 3, 1979, that President Carter signed the first directive on clandestine aid to opponents of the pro-Soviet regime in Kabul. And on that very day I wrote a note to the president in which I explained to him that in my view aid was going to bring about a Soviet military intervention. Nouvel Observateur: When the Soviets justified their intervention by claiming that they meant to counter a secret intervention by the United States in Afghanistan, no one believed them. However there was some truth in that.... You don't regret anything today? Brzeziński: Regret what? That secret operation was an excellent idea. Its effect was to draw the Russians into the Afghan trap and you want me to regret it? The day the Soviets officially crossed the border I wrote to President Carter roughly the following: "We now have the opportunity to give the USSR its own Vietnam War". [warmonger's unrepentant admission that the U.S. overthrew the government of the People's Democratic Party of Afghanistan and sold it as a Soviet invasion]

The faculty of re-solution is possibly much invigorated by mathematical study, and especially by that highest branch of it which, unjustly, and merely on account of its retrograde operations, has been called, as if par excellence, analysis. Yet to calculate is not in itself to analyse. A chess-player, for example, does the one without effort at the other. It follows that the game of chess, in its effects upon mental character, is greatly misunderstood. I am not now writing a treatise, but simply prefacing a somewhat peculiar narrative by observations very much at random; I will, therefore, take occasion to assert that the higher powers of the reflective intellect are more decidedly and more usefully tasked by the unostentatious game of draughts than by a the elaborate frivolity of chess. In this latter, where the pieces have different and bizarre motions, with various and variable values, what is only complex is mistaken (a not unusual error) for what is profound. The attention is here called powerfully into play. If it flag for an instant, an oversight is committed resulting in injury or defeat. The possible moves being not only manifold but involute, the chances of such oversights are multiplied; and in nine cases out of ten it is the more concentrative rather than the more acute player who conquers. In draughts, on the contrary, where the moves are unique and have but little variation, the probabilities of inadvertence are diminished, and the mere attention being left comparatively unemployed, what advantages are obtained by either party are obtained by superior acumen. To be less abstract, let us suppose a game of draughts where the pieces are reduced to four kings, and where, of course, no oversight is to be expected. It is obvious that here the victory can be decided (the players being at all equal) only by some recherché movement, the result of some strong exertion of the intellect. Deprived of ordinary resources, the analyst throws himself into the spirit of his opponent, identifies himself therewith, and not unfrequently sees thus, at a glance, the sole methods (sometime indeed absurdly simple ones) by which he may seduce into error or hurry into miscalculation.

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward.

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

Their faith may be described as childlike, but the end it serves is often sinister. It may, indeed, “keep them happy”—a phrase carrying the inescapable inference that the way of life imposed on Negroes makes them quite actively unhappy—but also, and much more significantly, religion operates here as a complete and exquisite fantasy revenge: white people own the earth and commit all manner of abomination and injustice on it; the bad will be punished and the good rewarded, for God is not sleeping, the judgment is not far off. It does not require a spectacular degree of perception to realize that bitterness is here neither dead nor sleeping, and that the white man, believing what he wishes to believe, has misread the symbols. Quite often the Negro preacher descends to levels less abstract and leaves no doubt as to what is on his mind: the pressure of life in Harlem, the conduct of the Italian-Ethiopian war, racial injustice during the recent war, and the terrible possibility of yet another very soon. All these topics provide excellent springboards for sermons thinly coated with spirituality but designed mainly to illustrate the injustice of the white American and

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Software tends to be either so powerful that its wealth of features is buried to all but the most intrepid explorers (think Excel) or so specific that it sacrifices features for increased usability, essentially doing few things very well (think mobile apps). In both cases, they force you to operate within a framework of their choosing. This is the main challenge with many productivity systems: They struggle to address the limitless variability and evolutionary nature of our individual needs. Notebooks, in contrast, are beholden to their authors. Their function is limited only by the imagination of their owner.

I. IDEAS A. The Death Instinct and the Life Instinct: The Death Instinct: separation, individuality, Avant-Garde par excellence; to follow one’s own path—do your own thing; dynamic change. The Life Instinct: unification; the eternal return; the perpetuation and MAINTENANCE of the species; survival systems and operations, equilibrium.26 The life force is concerned with cyclicality, care, and regeneration; the death force sounds to me a lot like “disrupt.” Obviously, some amount of both is necessary, but one is routinely valorized, not to mention masculinized, while the other goes unrecognized because it has no part in “progress.

Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company. The architecture might include the organizational design, meetings, processes, email, yammer, and even one-on-one meetings with managers and employees. Absent a well-designed communication architecture, information and ideas will stagnate, and your company will degenerate into a bad place to work. While it is quite possible to design a great communication architecture without one-on-one meetings, in most cases one-on-ones provide an excellent mechanism for information and ideas to flow up the organization and should be part of your design.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

The safe answer is also close to my own operational answer throughout the rest of the book, as I use eminence to characterize people and importance to characterize events; words with meanings that overlap with fame. But if fame were at the core of what I really meant, the exercise would not be worth my time to conduct nor yours to read. Who cares who the most famous artists are, if their fame signifies nothing more substantive than celebrity? Let it be understood from the outset that I do not consider eminence and importance to be slightly glorified measures of fame, but more than that. They are reflections of excellence in human accomplishment. The Sistine Chapel keeps popping up because it is home to one of the greatest works of art ever to come from a human hand and mind.

Because ease of use is the purpose, this ratio of function to conceptual complexity is the ultimate test of system design. Neither function alone nor simplicity alone defines a good design. This point is widely misunderstood. Operating System/360 is hailed by its builders as the finest ever built, because it indisputably has the most function. Function, and not simplicity, has always been the measure of excellence for its designers. On the other hand, the Time-Sharing System for the PDP-10 is hailed by its builders as the finest, because of its simplicity and the spareness of its concepts. By any measure, however, its function is not even in the same class as that of OS/360. As soon as ease of use is held up as the criterion, each of these is seen to be unbalanced, reaching for only half of the true goal.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

Good faith, this same young sober-blooded boy doth not love me; nor a man cannot make him laugh—but that's no marvel; he drinks no wine. There's never none of these demure boys come to any proof; for thin drink doth so over-cool their blood, and making many fish-meals, that they fall into a kind of male green-sickness; and then, when they marry, they get wenches. They are generally fools and cowards-which some of us should be too, but for inflammation. A good sherris-sack hath a two-fold operation in it. It ascends me into the brain; dries me there all the foolish and dull and crudy vapours which environ it; makes it apprehensive, quick, forgetive, full of nimble, fiery, and delectable shapes; which delivered o'er to the voice, the tongue, which is the birth, becomes excellent wit. The second property of your excellent sherris is the warming of the blood; which before, cold and settled, left the liver white and pale, which is the badge of pusillanimity and cowardice; but the sherris warms it, and makes it course from the inwards to the parts extremes. It illumineth the face, which, as a beacon, gives warning to all the rest of this little kingdom, man, to arm; and then the vital commoners and inland petty spirits muster me all to their captain, the heart, who, great and puff'd up with this retinue, doth any deed of courage—and this valour comes of sherris. So that skill in the weapon is nothing without sack, for that sets it a-work; and learning, a mere hoard of gold kept by a devil till sack commences it and sets it in act and use. Hereof comes it that Prince Harry is valiant; for the cold blood he did naturally inherit of his father, he hath, like lean, sterile, and bare land, manured, husbanded, and till'd, with excellent endeavour of drinking good and good store of fertile sherris, that he is become very hot and valiant. If I had a thousand sons, the first humane principle I would teach them should be to forswear thin potations and to addict themselves to sack.

Lazlo Bock, senior vice president of people operations at Google, made the following comments in an interview published by the New York Times in June 2013: “One of the things we’ve seen from all our data crunching is that G.P.A.’s (grade point averages) are worthless as a criteria for hiring, and test scores are worthless. Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore…. We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.” Doing well in college—earning high test scores and grades—has no measurable correlation with becoming an effective worker or manager.  This is incontrovertible evidence that the entire Higher Education system is detached from the real economy: excelling in higher education has little discernible correlation to real-world skills or performance.

We aren’t simply looking at a demographically induced economic breakdown; we are looking at the end of a half millennium of economic history. At present, I see only two preexisting economic models that might work for the world we’re (d)evolving into. Both are very old-school: The first is plain ol’ imperialism. For this to work, the country in question must have a military, especially one with a powerful navy capable of large-scale amphibious assault. That military ventures forth to conquer territories and peoples, and then exploits said territories and peoples in whatever way it wishes: forcing conquered labor to craft products, stripping conquered territories of resources, treating conquered people as a captive market for its own products, etc. The British Empire at its height excelled at this, but to be honest, so did any other post-Columbus political entity that used the word “empire” in its name. If this sounds like mass slavery with some geographic and legal displacement between master and slave, you’re thinking in the right general direction. The second is something called mercantilism, an economic system in which you heavily restrict the ability of anyone to export anything to your consumer base, but in which you also ram whatever of your production you can down the throats of anyone else. Such ramming is often done with a secondary goal of wrecking local production capacity so the target market is dependent upon you in the long term. The imperial-era French engaged in mercantilism as a matter of course, but so too did any up-and-coming industrial power. The British famously product-dumped on the Germans in the early 1800s, while the Germans did the same to anyone they could reach in the late 1800s. One could argue (fairly easily) that mercantilism was more or less the standard national economic operating policy for China in the 2000s and 2010s (under American strategic cover, no less). In essence, both possible models would be implemented with an eye toward sucking other peoples dry, and transferring the pain of general economic dislocation from the invaders to the invaded. Getting a larger slice of a smaller pie, as it were. Both models might theoretically work in a poorer, more violent, more fractured world—particularly if they are married. But even together, some version of imperialist mercantilism faces a singular, overarching, likely condemning problem: Too many guns, not enough boots.

KOPI LUWAK In Indonesia, Kopi Luwak refers to coffees that are produced by collecting the droppings of civet cats that have eaten coffee cherries. This semi-digested coffee is separated from the faecal matter and then processed and dried. In the last decade it has come to be seen as an amusing novelty, with unattributed claims of its excellent flavours, and it sells for spectacularly high prices. This has caused two main problems. Firstly, the forgery of this coffee is quite commonplace. Several times more is sold than produced, and often low-grade Robusta is being passed off at high prices. Secondly, it has encouraged unscrupulous operators on the islands to trap and cage civet cats, force-feed them with coffee cherries and keep them in terrible conditions. I find Kopi Luwak abhorrent on just about every level. If you are interested in delicious coffee then it is a terrible waste of money. One-quarter of the money you might spend on a bag could instead buy you a stunning coffee from one of the very best producers in the world. I can only regard the practice as abusive and unethical and I believe people should avoid all animal-processed coffees, and not reward this despicable behaviour with their money.

A postscript on Ryan: Ryan did recover, but he was left permanently blind. His girlfriend Kelly stayed by his side through his recovery, and they soon married. I’m happy to say that we all became good friends. Ryan had an indomitable spirit that infected everyone he met. He used to say that he suspected God had chosen him to be wounded, rather than someone else, because He knew he could bear it. If so, it was an excellent choice, for Ryan inspired many others to deal with their own handicaps as he dealt with his. He went hunting with the help of friends and special devices. His wound inspired the logo Chris would later use for his company; it was a way for Chris to continue honoring him. Ryan and his wife were expecting their first child in 2009 when Ryan went into the hospital for what seemed like a routine operation, part of follow-up treatment for his wounds. Tragically, he ended up dying. I remember looking at his wife at the funeral, so brave yet so devastated, and wondering to myself how we could live in such a cruel world. My enduring vision of Ryan is outside one of the hospitals where he was recovering from an operation. He was in his wheelchair with some of the Team guys. Head bandaged and clearly in pain, he asked to be pointed toward the American flag that flew in the hospital yard; once there, he held his hand up in a long and poignant salute, still a patriot.

Society would have much to gain from decriminalization. On the immediate practical level, we would feel safer in our homes and on our streets and much less concerned about the danger of our cars being burgled. In cities like Vancouver such crimes are often committed for the sake of obtaining drug money. More significantly perhaps, by exorcising this menacing devil of our own creation, we would automatically give up a lot of unnecessary fear. We could all breathe more freely. Many addicts could work at productive jobs if the imperative of seeking illegal drugs did not keep them constantly on the street. It’s interesting to learn that before the War on Drugs mentality took hold in the early twentieth century, a prominent individual such as Dr. William Stewart Halsted, a pioneer of modern surgical practice, was an opiate addict for over forty years. During those decades he did stellar and innovative work at Johns Hopkins University, where he was one of the four founding physicians. He was the first, for example, to insist that members of his surgical team wear rubber gloves — a major advance in eradicating post-operative infections. Throughout his career, however, he never got by with less than 180 milligrams of morphine a day. “On this,” said his colleague, the world-renowned Canadian physician Sir William Osler, “he could do his work comfortably and maintain his excellent vigor.” As noted at the Common Sense for Drug Policy website: Halsted’s story is revealing not only because it shows that with a morphine addiction the proper maintenance dose can be productive. It also illustrates the incredible power of the drug in question. Here was a man with almost unlimited resources — moral, physical, financial, medical — who tried everything he could think of and he was hooked until the day he died. Today we would send a man like that to prison. Instead he became the father of modern surgery.

I have seen and heard of expression of discontent in the public journals at the result of the expedition. I do not know how far this feeling extends in the army. My brother officers have been too kind to report it, and so far the troops have been too generous to exhibit it. It is fair, however, to suppose that it does exist, and success is so necessary to us that nothing should be risked to secure it. I therefore, in all sincerity, request Your Excellency to take measures to supply my place. I do this with the more earnestness because no one is more aware than myself of my inability for the duties of my position. I cannot even accomplish what I myself desire. How can I fulfill the expectations of others? In addition I sensibly feel the growing failure of my bodily strength. I have not yet recovered from the attack I experienced the past spring. I am becoming more and more incapable of exertion, and am thus prevented from making the personal examinations and giving the personal supervision to the operations in the field which I feel to be necessary. I am so dull that in making use of the eyes of others I am frequently misled. Everything, therefore, points to the advantages to be derived from a new commander, and I the more anxiously urge the matter upon Your Excellency from my belief that a younger and abler man than myself can readily be obtained.… I have no complaints to make of anyone but myself. I have received nothing but kindness from those above me, and the most considerate attention from my comrades and companions at arms. To Your Excellency I am specially indebted for uniform kindness and consideration. You have done everything in your power to aid me in the work committed to my charge, without omitting anything to promote the general welfare. I pray that your efforts may at length be crowned with success, and that you may long live to enjoy the thanks of a grateful people. With sentiments of great esteem, I am very respectfully and truly yours, R. E. LEE, General

Once, I was doing a late-night case with one of the neurosurgery attendings, a suboccipital craniectomy for a brain-stem malformation. It’s one of the most elegant surgeries, in perhaps the most difficult part of the body—just getting there is tricky, no matter how experienced you are. But that night, I felt fluid: the instruments were like extensions of my fingers; the skin, muscle, and bone seemed to unzip themselves; and there I was, staring at a yellow, glistening bulge, a mass deep in the brain stem. Suddenly, the attending stopped me. “Paul, what happens if you cut two millimeters deeper right here?” He pointed. Neuroanatomy slides whirred through my head. “Double vision?” “No,” he said. “Locked-in syndrome.” Another two millimeters, and the patient would be completely paralyzed, save for the ability to blink. He didn’t look up from the microscope. “And I know this because the third time I did this operation, that’s exactly what happened.” Neurosurgery requires a commitment to one’s own excellence and a commitment to another’s identity. The decision to operate at all involves an appraisal of one’s own abilities, as well as a deep sense of who the patient is and what she holds dear. Certain brain areas are considered near-inviolable, like the primary motor cortex, damage to which results in paralysis of affected body parts. But the most sacrosanct regions of the cortex are those that control language. Usually located on the left side, they are called Wernicke’s and Broca’s areas; one is for understanding language and the other for producing it. Damage to Broca’s area results in an inability to speak or write, though the patient can easily understand language. Damage to Wernicke’s area results in an inability to understand language; though the patient can still speak, the language she produces is a stream of unconnected words, phrases, and images, a grammar without semantics. If both areas are damaged, the patient becomes an isolate, something central to her humanity stolen forever. After someone suffers a head trauma or a stroke, the destruction of these areas often restrains the surgeon’s impulse to save a life: What kind of life exists without language? When I was a med student,

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary ... You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

Jason LeDay is currently the CEO of Axiom Industries who specializes in healthcare operations and focuses on all facets of healthcare including acute and long term care.

Intellectual Fascism – 1/3 If fascism is defined as the arbitrary belief that individuals possessing certain traits (such as those who are white, Aryan, or male) are intrinsically superior to individuals possessing certain other traits (such as those who are black, Jewish, or female), and that therefore the "superior" individuals should have distinct politico-social privileges, then the vast majority of (American) liberals and so called antifascists are actually intellectual fascists. In fact, the more politico-economically liberal our citizens are, the more intellectually fascistic they often tend to be. Intellectual fascism - in accordance with the above definition - is the arbitrary belief that individuals possessing certain traits (such as those who are intelligent, cultured, artistic, creative, or achieving) are intrinsically superior to individuals possessing certain other traits (such as those who are stupid, uncultured, unartistic, uncreative, or unachieving). The reason why the belief of the intellectual fascist, like that of the politico-social fascist, is arbitrary is simple: there is no objective evidence to support it. At bottom, it is based on value judgements or prejudices which are definitional in character and are not empirically validatable, nor is it falsifiable. It is a value chosen by a group of prejudiced people - and not necessarily by a majority. This is not to deny that verifiable differences exist among various individuals. They certainly do. Blacks, in some ways, are different from whites; short people do differ from tall ones; stupid individuals can be separated from bright ones. Anyone who denies this, whatever his or her good intentions, is simply not accepting reality. Human differences, moreover, usually have their distinct advantages. Under tropical conditions, the darkly pigmented blacks seem to fare better than do the lightly pigmented whites. At the same time, many blacks and fewer whites become afflicted with sickle-cell anaemia. When it comes to playing basketball, tall men are generally superior to short ones. But as jockeys and coxswains, the undersized have their day. For designing and operating electric computers, a plethora of gray matter is a vital necessity; for driving a car for long distances, it is likely to prove a real handicap. Let us face the fact, then, that under certain conditions some human traits are more advantageous - or "better" - than some other traits. Whether we approve the fact or not, they are. All people, in today's world, may be created free, but they certainly are not created equal. Granting that this is so, the important question is: Does the possession of a specific advantageous endowment make an individual a better human? Or more concretely: Does the fact that someone is an excellent athlete, artist, author, or achiever make him or her a better person? Consciously or unconsciously, both the "politico-social" and the "intellectual fascist" say yes to these questions. This is gruesomely clear when we consider politico-social or lower-order fascists. For they honestly and openly not only tell themselves and the world that being white, Aryan, or male, or a member of the state-supported party is a grand and glorious thing; but, simultaneously, they just as honestly and openly admit that they despise, loathe, consider as scum of the earth individuals who are not so fortunate as to be in these select categories. Lower-order fascists at least have the conscious courage of their own convictions. Not so, alas, intellectual or higher-order fascists. For they almost invariably pride themselves on their liberality, humanitarianism, and lack of arbitrary prejudice against certain classes of people. But underneath, just because they have no insight into their fascistic beliefs, they are often more vicious, in their social effects, than their lower-order counterparts.

Every job has tedious or unfulfilling parts; every one has trade-offs that you're forced to make. Your work may be autonomous but lonely, like a writer's; or it may involve operating within a dysfunctional system, like a teacher's or a doctor's; or it may mean plugging away for years before you get any traction, like an entrepreneur's. There is sure to be anxiety, frustration, perhaps humiliation, and certainly days when you wish you had done something else.

Establishing KPIs that are actively managed is a fundamental requirement for achieving operational excellence. The key phrase is “actively managed.

Now, as traditional computing programs are displaced by the operation of AI algorithms, requirements are once again shifting. Machine learning demands the rapid-fire execution of complex mathematical formulas, something for which neither Intel’s nor Qualcomm’s chips are built. Into the void stepped Nvidia, a chipmaker that had previously excelled at graphics processing for video games. The math behind graphics processing aligned well with the requirements for AI, and Nvidia became the go-to player in the chip market. Between 2016 and early 2018, the company’s stock price multiplied by a factor of ten.

At the most senior level, the people with the greatest impact—the ones who are running the company—should be product people. When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

In the first year of its operations, HDFC Bank, which was actually a mere two and a half months old, recorded a deposit base of ₹642 crore, advances of ₹98 crore, investments of ₹221 crore and a profit of ₹80.20 lakh, after paying tax of ₹40.60 lakh. There was not much business to talk about and hence its first annual report spoke about the four core values the bank stood for—operational excellence, customer focus, product leadership and professional people. The report tried to tell shareholders and investors what the bank stood for rather than what it had done, as very little had been achieved so far.

Achieving operational excellence in categories above and around software is exponentially more difficult to achieve than in software alone. But the rewards are much greater, and in many cases, the Software Paradox may mean that would-be providers of software have no choice but to expand their product focus.

If you put 3 million people on the streets of Lagos out there working at night, you will need to power them and that will provide light. There will not be enough darkness for thieves to think they can operate

The right use of kaizen in Operational Excellence is using kaizen to eliminate the need for management in the flow of product to the customer.

records in any form I request under the Health Insurance Portability and Accountability Act within thirty days and for a reasonable handling and processing fee. If this material is not quickly forthcoming, I will file a complaint with the federal Health and Human Services’ Office for Civil Rights, which prosecutes HIPPA violations. Sincerely, 3. TO CHALLENGE OUTRAGEOUS CHARGES/BILLING ERRORS Dear Sirs or Madam: I’m writing to protest what I regard as excessive charges for my operation/hospitalization/procedure at your medical facility. The operation/hospitalization/procedure was billed to my insurer/me at $__________,__________. This total included several itemized charges that were well above norms for our nation and our region, such as a $__________,__________ charge for __________ and a $__________,__________ charge for __________. The Healthcare Bluebook says a “fair price” is $__________,__________ and $__________,__________. Likewise, my bill includes entries for treatments I simply did not receive, such as $__________ for __________ and $__________ for __________. Before sending in any payment, I’m requesting that your billing and coding department review my chart to revise the charges, or explain to me the size and the nature of such entries. I have been a loyal customer of your hospital for many years and have been happy with my excellent medical care. But if these billing issues are not resolved, I feel compelled to report them to the state attorney general/consumer protection agency, to investigate fraudulent or abusive billing practices. Sincerely,

All about Yoga Beauty Health.Yoga is a gathering of physical, mental, and otherworldly practices or teaches which started in antiquated India. There is a wide assortment of Yoga schools, practices, and objectives in Hinduism, Buddhism, and Jainism. Among the most surely understood sorts of yoga are Hatha yoga and Rāja yoga. The birthplaces of yoga have been theorized to go back to pre-Vedic Indian conventions; it is said in the Rigveda however in all probability created around the 6th and fifth hundreds of years BCE,in antiquated India's parsimonious and śramaṇa developments. The order of most punctual writings depicting yoga-practices is indistinct, varyingly credited to Hindu Upanishads. The Yoga Sutras of Patanjali date from the main portion of the first thousand years CE, however just picked up noticeable quality in the West in the twentieth century. Hatha yoga writings risen around the eleventh century with sources in tantra Yoga masters from India later acquainted yoga with the west after the accomplishment of Swami Vivekananda in the late nineteenth and mid twentieth century. In the 1980s, yoga wound up noticeably well known as an arrangement of physical exercise over the Western world.Yoga in Indian conventions, be that as it may, is more than physical exercise; it has a reflective and otherworldly center. One of the six noteworthy standard schools of Hinduism is likewise called Yoga, which has its own epistemology and transcendentalism, and is firmly identified with Hindu Samkhya reasoning. Beauty is a normal for a creature, thought, protest, individual or place that gives a perceptual ordeal of delight or fulfillment. Magnificence is examined as a major aspect of style, culture, social brain research, theory and human science. A "perfect delight" is an element which is respected, or has includes broadly ascribed to excellence in a specific culture, for flawlessness. Grotesqueness is thought to be the inverse of excellence. The experience of "magnificence" regularly includes a translation of some substance as being in adjust and amicability with nature, which may prompt sentiments of fascination and passionate prosperity. Since this can be a subjective ordeal, it is frequently said that "excellence is entirely subjective. Health is the level of practical and metabolic proficiency of a living being. In people it is the capacity of people or groups to adjust and self-oversee when confronting physical, mental, mental and social changes with condition. The World Health Organization (WHO) characterized wellbeing in its more extensive sense in its 1948 constitution as "a condition of finish physical, mental, and social prosperity and not simply the nonappearance of sickness or ailment. This definition has been liable to contention, specifically as lacking operational esteem, the uncertainty in creating durable wellbeing procedures, and on account of the issue made by utilization of "finish". Different definitions have been proposed, among which a current definition that associates wellbeing and individual fulfillment. Order frameworks, for example, the WHO Family of International Classifications, including the International Classification of Functioning, Disability and Health (ICF) and the International Classification of Diseases (ICD), are usually used to characterize and measure the parts of wellbeing. yogabeautyhealth.com

If you want success as a leader in a complex environment read Commanding Excellence and follow it!

If adopting DevOps could enable us, through better management and increased operational excellence, to halve that waste and redeploy that human potential into something that’s five times the value (a modest proposal), we could create $2.6 trillion of value per year.

As more complex forms of knowledge emerge and an economic surplus is built up, experts devote themselves full-time to the subjects of their expertise, which, with the development of conceptual machineries, may become increasingly removed from the pragmatic necessities of everyday life. Experts in these rarefied bodies of knowledge lay claim to a novel status. They are not only experts in this or that sector of the societal stock of knowledge, they claim ultimate jurisdiction over that stock of knowledge in its totality. They are, literally, universal experts. This does not mean that they claim to know everything, but rather that they claim to know the ultimate significance of what everybody knows and does. Other men may continue to stake out particular sectors of reality, but they claim expertise in the ultimate definitions of reality as such. This stage in the development of knowledge has a number of consequences. The first, which we have already discussed, is the emergence of pure theory. Because the universal experts operate on a level of considerable abstraction from the vicissitudes of everyday life, both others and they themselves may conclude that their theories have no relation whatever to the ongoing life of the society, but exist in a soft of Platonic heaven of ahistorical and asocial ideation. This is, of course, an illusion, but it can have great socio-historical potency, by virtue of the relationship between the reality-defining and reality-producing processes. A second consequence is a strengthening of traditionalism in the institutionalized actions thus legitimated, that is, a strengthening of the inherent tendency of institutionalization toward inertia.91 Habitualization and institutionalization in themselves limit the flexibility of human actions. Institutions tend to persist unless they become “problematic.” Ultimate legitimations inevitably strengthen this tendency. The more abstract the legitimations are, the less likely they are to be modified in accordance with changing pragmatic exigencies. If there is a tendency to go on as before anyway, the tendency is obviously strengthened by having excellent reasons for doing so. This means that institutions may persist even when, to an outside observer, they have lost their original functionality or practicality. One does certain things not because they work, but because they are right—right, that is, in terms of the ultimate definitions of reality promulgated by the universal experts.

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

Budget for better business operations to avoid basement-bargaining another's skill and brilliance...that's a dead end detour toward business excellence.

Experiments published in 1983 clearly showed that subjects could choose not to perform a movement that was on the cusp of occurring (that is, that their brain was preparing to make) and that was preceded by a large readiness potential. In this view, although the physical sensation of an urge to move is initiated unconsciously, will can still control the outcome by vetoing the action. Later researchers, in fact, reported readiness potentials that precede a planned foot movement not by mere milliseconds but by almost two full seconds, leaving free won’t an even larger window of opportunity. “Conscious will could thus affect the outcome of the volitional process even though the latter was initiated by unconscious cerebral processes,” Libet says. “Conscious will might block or veto the process, so that no act occurs.” Everyone, Libet continues, has had the experience of “vetoing a spontaneous urge to perform some act. This often occurs when the urge to act involves some socially unacceptable consequence, like an urge to shout some obscenity at the professor.” Volunteers report something quite consistent with this view of the will as wielding veto power. Sometimes, they told Libet, a conscious urge to move seemed to bubble up from somewhere, but they suppressed it. Although the possibility of moving gets under way some 350 milliseconds before the subject experiences the will to move, that sense of will nevertheless kicks in 150 to 200 milliseconds before the muscle moves—and with it the power to call a halt to the proceedings. Libet’s findings suggest that free will operates not to initiate a voluntary act but to allow or suppress it. “We may view the unconscious initiatives for voluntary actions as ‘bubbling up’ in the brain,” he explains. “The conscious will then selects which of these initiatives may go forward to an action or which ones to veto and abort…. This kind of role for free will is actually in accord with religious and ethical strictures. These commonly advocate that you ‘control yourself.’ Most of the Ten Commandments are ‘do not’ orders.” And all five of the basic moral precepts of Buddhism are restraints: refraining from killing, from lying, from stealing, from sexual misconduct, from intoxicants. In the Buddha’s famous dictum, “Restraint everywhere is excellent.

Part of their approach involved making structure change to group competitive work more tightly together and separate it from noncompetitive work. The mind-set required by the two workforces is different—one to strive toward differentiation and excellence, one to aim for extraordinary efficiency. Non-competitive work is not necessarily less important—many non-strategic tasks, such as payroll, sales administration, and network operations, are absolutely crucial for running the business. But non-competitive work tends to be more transactional in nature. It often feels more urgent as well. And herein lies the problem. If the same product expert who answers demanding administrative questions and labors to fill out complicated compliance paperwork is also responsible for helping to craft unique, integrated solutions for clients, the whole client experience—the competitive work—could easily fall apart. Prying apart these two different types of activities so different teams can perform them ensures that vital competitive work is not engulfed by less competitive tasks.

I wrote this book for managers, executives, and entrepreneurs who want to offer good jobs but don’t think they can because controlling costs is so important to their business. You will see that offering good jobs can in fact reduce costs and increase profits as long as it is combined with operational excellence. If you want to offer good jobs and low prices at the same time, operational excellence is not optional, it is mandatory.

You're efficient when you do something with minimum waste. & you're effective when you're doing the right something." "...the degree of freedom required to effect change. Slack is the natural enemy of efficiency & vise versa." "...slack represents operational capacity sacrificed in the interest of long term health." "Imagine one of those puzzle games consisting of 8 numbered tiles in a box, with one empty space, so you can slide them around one at a time. The objective is to shuffle the tiles into numerical order. That empty space is the equivalent of slack. If you remove it, the game is technically more efficient, but something is lost. Without the open space, there is no further possibility of moving tiles at all. The layout is optimal as it is, but if time proves otherwise, there is no way to change it." "Having a little bit of wiggle room allows us to respond to changing circumstances, to experiment, & to do things that might not work." → time, money, people on job, or even expectations → Not having slack is taxing. Scarcity weighs on our minds and uses up energy that could go toward doing the task at hand better. It amplifies the impact of failures & unintended consequences. → Slack allows us to handle the inevitable shocks & surprise of life. → Slack is the time when reinvention happens. It is time when you are not 100% busy doing the operational business of your firm. Slack is the time when you are 0% busy. Slack at all levels is necessary to make the organization work effectively & to grow. It is the lubricant of change. Good companies excel in creative use of slack. & bad ones only obsess about removing it. → Only when we are 0% busy can we step back & look at the bigger picture of what we're doing. Slack allows room for that...to think ahead. → We are more productive when we don't try to be productive all the time. → Being comfortable with sometimes being 0% busy means we think about whether we're doing the right thing → Effectiveness → "The secret to top performance is to always be a little underemployed; you waste years by not being able to waste hours. Those seemingly wasted hours are necessary to figure out if you're headed in the right direction.

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Consciousness is the result of neuro-linguistic programming. Language programs the nervous system to operate in a different way from that of instinctual animals. Language reprograms the nervous system, transitioning it away from fixed biological instincts to variable cultural ideas, leading to a staggering degree of change in the pace of mental evolution (but not physical, biological evolution – the body remains stubbornly the same). Language is what stands in greatest need of explanation. Once we fully understand language – not biology, not matter, not faith, not spirituality – we will understand existence fully. Existence itself is language – ontological mathematics – and manmade languages are possible exactly because they originate in a language-reality, not a material or spiritual reality. The fact that existence revolves around language means that language can answer what existence is. It means that existence has an exact answer, and that existence is fundamentally mental, intellectual and teleological. The science of consciousness should become the great new science. It will totally transform the human race. As humanity expands its consciousness, the quality and excellence of the human race will grow exponentially, and the culmination will be the divinity of humanity. Are you ready to join the gods?

I'm not convinced," Dodds said. It was Thursday morning, just six hours after Bosch and Chu had ended their surveillance of Chang, with the suspect going to an apartment in Monterey Park and apparently retiring for the night. "Well, Cap, you shouldn't be convinced yet," Bosch said. "That's why we want to continue the surveillance and get the wire." "What I mean is, I'm not convinced it's the way to go," Dodds said, "Surveillance is fine. But a wire is a lot of work and effort for long-shot results." Bosch understood. Dodds had an excellent repu tation as a detective, but he was now an administrator and about as far removed from the detective work in his division as a Houston oil executive is from the gas pump, He now worked with personnel numbers and budgets, He had to find ways of doing more with less and never allowing a dip in the statistics of arrests made and cases closed. That made him a realist and the reality was that electronic surveillance was very expensive. Not only did it take double-digit man hours to carefully draft a fifty plus-page affidavit secking court permission, but once permission was granted, a wiretap room had to be staffed twenty-four hours a day with a detective monitoring the line. Often a single-number tap led to other numbers needing to be tapped and under the law each line had to have its own monitor. Such an operation quickly sucked up overtime like a giant sponge. With the RHD's OT budget seriously down because of economic constraints on the department, Dodds was reluctant to give any of it up for what amounted to an investigation of the mur der of a South Side liquor store clerk. He would rather save it for a rainy day-a big-time media case that might come up and that would demand it.

In the absence of continual external reinforcement, we must be our own monitor, and quality of presence is often the best gauge. We cannot expect to touch excellence if “going through the motions” is the norm of our lives. On the other hand, if deep, fluid presence becomes second nature, then life, art, and learning take on a richness that will continually surprise and delight. Those who excel are those who maximize each moment’s creative potential—for these masters of living, presence to the day-to-day learning process is akin to that purity of focus others dream of achieving in rare climactic moments when everything is on the line. The secret is that everything is always on the line. The more present we are at practice, the more present we will be in competition, in the boardroom, at the exam, the operating table, the big stage. If we have any hope of attaining excellence, let alone of showing what we’ve got under pressure, we have to be prepared by a lifestyle of reinforcement. Presence must be like breathing.

Surprise. Kill. Vanish.” This is where TITUS could excel. Small groups of armed individuals operating from a network of allies and supporters using prepositioned ammunition and weapons.

What level of aggressiveness do you use on an intoxicated patron at a bar that is staggering around and wanting to fight you? What level of aggressiveness do you use on a gang of thugs that have jumped you in a parking lot? I add these two extremes because you are more likely to face one of these examples than find yourself in a life-or-death struggle in a trench on the front lines of a battlefield. Do you understand the Force Continuum that is taught to Law Enforcement Officers? I would suggest that you familiarize yourself with it. Besides being an excellent mental tool to use when faced with potentially violent encounters, it could be invaluable if you ever have to justify your actions to law enforcement or before a judge. The techniques demonstrated in this book can be very serious when executed. You should have a solid understanding of the law, levels of force needed to mitigate a violent encounter, and most importantly, the moral and ethical foundation of a true warrior. A warrior that has a high level of self-confidence, but isn’t arrogant. One that trains their body and their mind for that moment that they might find themselves in a sudden violent encounter. Warriors understand when to hold back the level of their aggression, and likewise, they understand when to unleash it in all its ruthless darkness. Few in today’s society walk the true path of a warrior. Most modern warriors are in special operations in the military and within the intelligence community. Others work as overseas contractors. There are some that work in various government agencies, but on the most part average civilians will never be in the role of a true warrior. Can any of us still be thrust into a life-or-death encounter with only our four limbs and, most importantly, our head to survive the situation? Yes, but honestly the odds of being in that kind of situation are extremely low. Given the gravity of such a situation, we should all still train ourselves to be able to increase our chance of surviving. The segment of the population that doesn’t train and believes that this type of thing will never happen to them, or their loved ones, falls under the category of those to be protected. Then again, you, as an individual, have the right to turn a blind eye, though morally and ethically wrong to a warrior, in such a situation and let natural selection take its course. I couldn’t do that and I’m sure the vast majority of you feel the same way. By examining ourselves and determining that we would not stand by idly while others were attacked, adds additional responsibility and purpose.

Coach” Bill Campbell’s wisdom is invoked more fleetingly. Here, then, is our opportunity to celebrate Bill, a man who gave so much to so many. From his gift for honest, open communication to his zeal for data-driven operating excellence, the Coach embodied the very spirit of OKRs. So it’s only fitting that he graces our close.

Like the value system of more, the thieves operate according to a psychological construct called the “hedonic treadmill,” which states, “Whatever we have, we will adapt to it, and soon we will want more.” The hedonic treadmill, sometimes referred to as hedonic adaptation, is our tendency to reset our level of contentment after each advance. As we achieve more (drive), finesse more (excellence), know more (information), and do more (activity), we get used to each new plateau and quickly feel it’s a little unexciting. Whenever we get where we think we are going, the finish line moves.

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We have an unshakeable conviction that the long-term interests of shareowners are perfectly aligned with the interests of customers.”2 In other words, while it’s true that shareholder value stems from growth in profit, Amazon believes that long-term growth is best produced by putting the customer first. If you held this conviction, what kind of company would you build? In a talk at the 2018 Air, Space and Cyber Conference, Jeff described Amazon this way: “Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.” That

The behavioral level in human beings is especially valuable for well-learned, routine operations. This is where the skilled performer excels.

Brute spent almost as much time with frontline units as he did at Shepherd’s command post. For his role in the invasion, he would receive the Legion of Merit, the citation for which praises him for bringing the division to “a state of complete readiness” and for providing Shepherd with advice “of immeasurable value, being always sound, and based upon comprehensive and excellent tactical judgment and a consistently complete grasp of the situation.” It also notes that to better acquaint himself with fluid battlefield conditions, Krulak frequently was on the front lines, where he exposed himself to enemy artillery and small-arms fire, and that his coordination of subordinate units “contributed materially to the success of this difficult operation.

Throughout the development of these projects, we adhered to Amazon’s distinctive management practices. Above all, they are examples of Amazonian long-term thinking, customer obsession, willingness to invent, and operational excellence. Throughout, we were stubborn on the vision and flexible on the details.

Jeff described Amazon this way: “Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

Articulate the core elements of the company’s culture, as Amazon did with long-term thinking, customer obsession, eagerness to invent, and operational excellence. Then build these into every process and discussion. Do not assume that simply stating them and displaying them will have any significant effect.

First, I am thrilled that paramedics are finally getting the respect they deserve for being the professionals they can be. The scope of practice is expanding, and patient care modalities are improving, seemingly by the minute. Patient outcomes are also improving as a result, and EMS is passing through puberty and forging into adulthood. On the other hand, autonomy in the hands of the “lesser-motivated,” can be a very dangerous thing. You know as well as I do that there are still plenty of providers who operate from a subjective, complacent, and downright lazy place. Combined with the ever-expanding autonomy, that provider just became more dangerous than he or she ever has been – to the patients and to you. Autonomy in patient care places more pressure for excellence on the provider charged with delivering it, and also on the partner and crew members on scene. Since the base hospital is not involved like it once was, they are likewise less responsible for the errors and omissions of the medics on the scene. Now more than ever, crew members are being held to answer for the mistakes and follies of their coworkers; now more than ever, EMS providers are working without a net. What’s next? I predict (and hope) emergency medical Darwinism is going to force some painful and necessary changes. First, increasing autonomy is going to result in the better and best providing superior patient care. More personal ownership of the results is going to manifest in outcomes such as increased cardiac arrest survival rates, faster and more complete stroke recovery, and significantly better outcomes for STEMI patients, all leading to the brass ring: EMS as a profession, not just a job. On the flip side of that coin, you will see consequences for the not-so-good and completely awful providers. There will be higher instances of licensure action, internal discipline, and wash-out. Unfortunately, all those things will stem from generally preventable negative patient outcomes. The danger for the better provider will be in the penumbra; the murky, gray area of time when providers are self-categorizing. Specifically, the better provider who is aware of the dangerously poor provider but does nothing to fix or flush him or her, is almost certain to be caught up in a bad situation caused by sloppy, complacent, or ultimately negligent patient care that should have been corrected or stopped. The answer is as simple as it is difficult. If you are reading this, it is more likely because you are one of the better, more committed, more professional providers. This transition is up to you. You must dig deep and find the strength necessary to face the issue and force the change; you have to demand more from yourself and from those around you. You must have the willingness to help those providers who want it – and respond to those who need it, but don’t want it – with tough love by showing them the door. In the end, EMS will only ever be as good as you make it. If you lay silent through its evolution, you forfeit the right to complain when it crumbles around you.

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