Organisational Values Quotes

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

Do you want to influence the behaviour of people or organisations? You could always preach about values and visions, or you could appeal to reason. But in nearly every case, incentives work better. These need not be monetary; anything is useable, from good grades to Nobel Prizes to special treatment in the afterlife.

In the letter he left for the coroner he had explained his reasoning (for suicide): that life is a gift bestowed without anyone asking for it; that the thinking person has a philosophical duty to examine both the nature of life and the conditions it comes with; and that if this person decides to renounce the gift no one asks for, it is the moral and human duty to act on the consequences of that decision. ... Alex showed me a clipping from the Cambridge Evening News. 'Tragic Death of "Promising" Young Man.' ... The verdict of the coroner's inquest had been that Adrian Flinn (22) had killed himself 'while the balance of his mind was disturbed.' ... The law, and society, and religion all said it was impossible to be sane, healthy, and kill yourself. Perhaps those authorities feared that the suicide's reasoning might impugn the nature and value of life as organised by the state which paid the coroner?

As this story will show, reactionary populism in the United States has historically defined itself against the same enemies–urban elites, immigrants, liberals, progressives and organised labour; and for the same beliefs–evangelical Protestantism, traditional ‘family values’ and white supremacy. Trump has once again brought Americans face-to-face with a deeply rooted populist conservatism, one that defines itself in opposition to groups of people it constructs as ‘alien’ or ‘un-American’. And that populism is consistently drawn to demagogues and authoritarians.

The law, and society, and religion all said it was impossible to be sane, healthy, and kill yourself. Perhaps those authorities feared that the suicide‟s reasoning might impugn the nature and value of life as organised by the Page | 49 . state which paid the coroner? And then, since you had been declared temporarily mad, your reasons for killing yourself were also assumed to be mad. So I doubt anyone paid much attention to Adrian‟s argument, with its references to philosophers ancient and modern, about the superiority of the intervening act over the unworthy passivity of merely letting life happen to you.

The verdict of the coroner's inquest had been that Adrian Finn (22) had killed himself 'while the balance of his mind was disturbed.' I remember how angry that conventional phrase made me: I would have sworn on oath that Adrian's was the one mind which would never lose its balance. But in the law's view, if you killed yourself you were by definition mad, at least at the time you were committing the act. The law, and society, and religion all said it was impossible to be sane, healthy, and kill yourself. Perhaps those authorities feared that the suicide's reasoning might impugn the nature and value of life as organised by the state which paid the coroner? And then, since you had been declared temporarily mad, your reasons for killing yourself were also assumed to be mad. So I doubt anyone paid much attention to Adrian's argument, with its references to philosophers ancient and modern, about the superiority of the intervening act over the unworthy passivity of merely letting life happen to you.

The assertion that religion is a tool for preserving social order and for organising large-scale cooperation may vex many people for whom it represents first and foremost a spiritual path. However, just as the gap between religion and science is smaller than we commonly think, so the gap between religion and spirituality is much bigger. Religion is a deal, whereas spirituality is a journey. Religion gives a complete description of the world, and offers us a well-defined contract with predetermined goals. ‘God exists. He told us to behave in certain ways. If you obey God, you’ll be admitted to heaven. If you disobey Him, you’ll burn in hell.’ The very clarity of this deal allows society to define common norms and values that regulate human behaviour. Spiritual journeys are nothing like that. They usually take people in mysterious ways towards unknown destinations. The quest usually begins with some big question, such as who am I? What is the meaning of life? What is good? Whereas many people just accept the ready-made answers provided by the powers that be, spiritual seekers are not so easily satisfied. They are determined to follow the big question wherever it leads, and not just to places you know well or wish to visit. Thus for most people, academic studies are a deal rather than a spiritual journey, because they take us to a predetermined goal approved by our elders, governments and banks.

The real determinant of society is hidden behind the state and the economy: it is the way in which our everyday activity is organised, the subordination of our doing to the dictates of abstract labour, that is, of value, money, profit. It is this abstraction which is, after all, the very existence of the state. If we want to change society, we must stop the subordination of our activity to abstract labour, do something else.

A myth could not tell a hunter how to kill his prey or how to organise an expedition efficiently, but it helped him to deal with his complicated emotions about the killing of animals. Logos was efficient, practical and rational, but it could not answer questions about the ultimate value of human life nor could it mitigate human pain and sorrow.

the creation of any new value brings the destruction of the old.

Strategy has no value if your culture and leadership mindset are wrong

All idealization makes life poorer. To beautify it is to take away its character of complexity — it is to destroy it. Leave that to the moralists, my boy. History is made by men, but they do not make it in their heads. The ideas that are born in their consciousness play an insignificant part in the march of events. History is dominated and determined by the tool and the production — by the force of economic conditions. Capitalism has made socialism, and the laws made by the capitalist for the protection of property are responsible for anarchism. No one can tell what form the social organisation may take in the future. Then why indulge in prophetic phantasies? At best they can only interpret the mind of the prophet, and can have no objective value. Leave that pastime to the moralists, my boy.

I have more than 6670 employees spread across the length and breadth of the country who live and experience the brand 'Bajaj Allianz' everyday. I'd like to believe that these people are the company's most valued brand ambassadors.

To all my friends who constantly talk disparagingly about the supposed 'homosexual lifestyle' and stereotype gay people and the community, I'd like to get this straight. There are essentially two worlds – the 'gay scene' and the gay (or LGBTIQ) community. The 'scene' is like the tip of the iceberg; what is seen by others because it is visible on a street, suburb or pride parade. Like the ninety percent of the submerged iceberg, the community is larger and less visible. It consists of organisations, groups, support networks and also gay and lesbian singles and couples living 'normal' lives in the suburbs. Occasionally there is an overlap but not often. Some live, socialise and work in both. Many never enter each others worlds. The values, lifestyles and culture of these two worlds are as different as Asian culture is to western is to African is to Middle Eastern. Dig down even deeper below the surface and you find it is not a single community but diverse communities and subcultures that are separate but not necessarily divided. The common thing that binds them together is their experience of inequality, discrimination and their desire to make a better world for themselves, others and future generations. If you believe that all gays and lesbians are shallow and obsessed with sex, body image, partying, nightclubs and bars then you are obviously an observer from the outside or mixing in the wrong circles.

People do not always remember that politics, economics, and social organisation generally, belong in the realm of means, not ends. Our political and social thinking is prone to what may be called the ‘administrator’s fallacy’, by which I mean the habit of looking upon a society as a systematic whole, of a sort that is thought good if it is pleasant to contemplate as a model of order, a planned organism with parts neatly dove-tailed into each other. But a society does not, or at least should not, exist to satisfy an external survey, but to bring a good life to the individuals who compose it. It is in the individuals, not in the whole, that ultimate value is to be sought. A good society is a means to a good life for those who compose it, not something having a separate kind of excellence on its own account.

The most obvious and the most distinctive features of the History of Civilisation, during the last fifty years, is the wonderful increase of industrial production by the application of machinery, the improvement of old technical processes and the invention of new ones, accompanied by an even more remarkable development of old and new means of locomotion and intercommunication. By this rapid and vast multiplication of the commodities and conveniences of existence, the general standard of comfort has been raised, the ravages of pestilence and famine have been checked, and the natural obstacles, which time and space offer to mutual intercourse, have been reduced in a manner, and to an extent, unknown to former ages. The diminution or removal of local ignorance and prejudice, the creation of common interests among the most widely separated peoples, and the strengthening of the forces of the organisation of the commonwealth against those of political or social anarchy, thus effected, have exerted an influence on the present and future fortunes of mankind the full significance of which may be divined, but cannot, as yet, be estimated at its full value.

Each community has its own idiosyncrasies and their own intrinsic values, which must be respected. No two communities are the same: there are different characteristics that are influenced by the geographical location, race, and finally, a number of circumstances that bear upon the formation of that community. (Juan Peron, The organised community 1974)

It is a commonplace that every age, or almost every age, thinks that its own time is one of special difficulty. The barbarians seem always to be at the gate. Alas, in our present day this is rather too literally so. But what many fail to realise is that the barbarians are a more various and numerous group than just those unspeakable villains who behead hostages in the desert. Barbarians might also wear ties and travel business class, they might occupy seats of power in government. They might be us, ourselves, when we give up certain civil liberties and betray our own values in the spurious belief that this will protect us from terrorism, organised crime, unwelcome immigration. Forms of dismantling civilisation might differ, but the result is the same.

The key problem with this vision is that fortresses are seldom friendly. Each national fortress usually wants a bit more land, security and prosperity for itself at the expense of the neighbours, and without the help of universal values and global organisations, rival fortresses cannot agree on any common rules. All previous attempts to divide the world into clear-cut nations have resulted in war and genocide.

In fact, war itself could become a commodity, just like opium. In 1821 the Greeks rebelled against the Ottoman empire. The uprising aroused great sympathy in liberal and romantic circles in Britain - Lord Byron, the poet, even went to Greece to fight alongside the insurgents. But London financiers saw an opportunity as well. They proposed to the rebel leaders the issue of tradable Greek Rebellion Bonds on the London stock exchange. The Greeks would promise to repay the bonds, plus interest, if and when they won their independence. Private investors bought bonds to make a profit, or out of sympathy for the Greek cause, or both. The value of Greek Rebellion Bonds rose and fell on the London stock exchange in tempo with military successes and failures on the battlefields of Hellas. The Turks gradually gained the upper hand. With a rebel defeat imminent, the bondholders faced the prospect of losing their trousers. The bondholders' interest was the national interest, so the British organised an international fleet that, in 1827, sank the main Ottoman flotilla in the Battle of Navarino. After centuries of subjugation, Greece was finally free. But freedom came with a huge debt that the new country had no way of repaying. The Greek economy was mortgaged to British creditors for decades to come.

In theory, if some holy book misrepresented reality, its disciples would sooner or later discover this, and the text’s authority would be undermined. Abraham Lincoln said you cannot deceive everybody all the time. Well, that’s wishful thinking. In practice, the power of human cooperation networks depends on a delicate balance between truth and fiction. If you distort reality too much, it will weaken you, and you will not be able to compete against more clear-sighted rivals. On the other hand, you cannot organise masses of people effectively without relying on some fictional myths. So if you stick to unalloyed reality, without mixing any fiction with it, few people will follow you. If you used a time machine to send a modern scientist to ancient Egypt, she would not be able to seize power by exposing the fictions of the local priests and lecturing the peasants on evolution, relativity and quantum physics. Of course, if our scientist could use her knowledge in order to produce a few rifles and artillery pieces, she could gain a huge advantage over pharaoh and the crocodile god Sobek. Yet in order to mine iron ore, build blast furnaces and manufacture gunpowder the scientist would need a lot of hard-working peasants. Do you really think she could inspire them by explaining that energy divided by mass equals the speed of light squared? If you happen to think so, you are welcome to travel to present-day Afghanistan or Syria and try your luck. Really powerful human organisations – such as pharaonic Egypt, the European empires and the modern school system – are not necessarily clear-sighted. Much of their power rests on their ability to force their fictional beliefs on a submissive reality. That’s the whole idea of money, for example. The government makes worthless pieces of paper, declares them to be valuable and then uses them to compute the value of everything else. The government has the power to force citizens to pay taxes using these pieces of paper, so the citizens have no choice but to get their hands on at least some of them. Consequently, these bills really do become valuable, the government officials are vindicated in their beliefs, and since the government controls the issuing of paper money, its power grows. If somebody protests that ‘These are just worthless pieces of paper!’ and behaves as if they are only pieces of paper, he won’t get very far in life.

The Chinese and Persians did not lack technological inventions such as steam engines (which could be freely copied or bought). They lacked the values, myths, judicial apparatus and sociopolitical structures that took centuries to form and mature in the West and which could not be copied and internalised rapidly. France and the United States quickly followed in Britain’s footsteps because the French and Americans already shared the most important British myths and social structures. The Chinese and Persians could not catch up as quickly because they thought and organised their societies differently.

The oversupply of huge amounts of information free of charge and on demand is changing the world beyond recognition. This is especially true in areas of education where education systems are evolving to reflect the reality that education is about constructing knowledge rather than just remembering facts. The knowledge revolution is correlated with the rise of knowledge economy where information is constructed and organised into knowledge that can be utilised to create economic value. Knowledge management is also allowing us to gradually use machines to perform tasks that need complex decision making.

Among the enormous multiplicity of phenomena to be observed in an organic being, that part which becomes conscious is a mere means: and the particle of "virtue," "self abnegation," and other fanciful inventions, are denied in a most thoroughgoing manner by the whole of the remaining phenomena. We would do well to study our organism in all its immorality.... The animal functions are, as a matter of fact, a million times more important than all beautiful states of the soul and heights of consciousness: the latter are an overflow, in so far as they are not needed as instruments in the service of the animal functions. The whole of conscious life: the spirit together with the soul, the heart, goodness, and virtue; in whose service does it work? In the greatest possible perfection of the means (for acquiring nourishment and advancement) serving the fundamental animal functions: above all, the ascent of the line of Life. That which is called "flesh" and "body" is of such incalculably greater importance, that the rest is nothing more than a small appurtenance. To continue the chain of life so that it becomes ever more powerful—that is the task. But now observe how the heart, the soul, virtue, and spirit together conspire formally to thwart this purpose: as if they were the object of every endeavour! ... The degeneration of life is essentially determined by the extraordinary fallibility of consciousness, which is held at bay least of all by the instincts, and thus commits the gravest and profoundest errors. Now could any more insane extravagance of vanity be imagined than to measure the value of existence according to the pleasant or unpleasant feelings of this consciousness? It is obviously only a means: and pleasant or unpleasant feelings are also no more than means. According to what standard is the objective value measured? According to the quantity of increased and more organised power alone.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

. . . All idealisation makes life poorer.  To beautify it is to take away its character of complexity—it is to destroy it.  Leave that to the moralists, my boy.  History is made by men, but they do not make it in their heads.  The ideas that are born in their consciousness play an insignificant part in the march of events.  History is dominated and determined by the tool and the production—by the force of economic conditions.  Capitalism has made socialism, and the laws made by the capitalism for the protection of property are responsible for anarchism.  No one can tell what form the social organisation may take in the future.  Then why indulge in prophetic phantasies?  At best they can only interpret the mind of the prophet, and can have no objective value.  Leave that pastime to the moralists, my boy.

The war is not over, however. Even organisations like Wikipedia succumbed to the authoritarian twitch, appointing editors with special privileges who could impose their own prejudices upon certain topics. The motive was understandable – to stop entries being taken over by obsessive nutters with weird views. But of course what happened, just as in the French and Russian revolutions, was that the nutters got on the committee. The way to become an editor was simply to edit lots of pages, and thereby gain brownie points. Some of the editors turned into ruthlessly partisan dogmatists, and the value of a crowd-sourced encyclopedia was gradually damaged. As one commentator puts it, Wikipedia is ‘run by cliquish, censorious editors and open to pranks and vandalism’. It is still a great first port of call on any uncontroversial topic, but I find Wikipedia cannot be trusted on many subjects.

They proposed to the rebel leaders the issue of tradable Greek Rebellion Bonds on the London stock exchange. The Greeks would promise to repay the bonds, plus interest, if and when they won their independence. Private investors bought bonds to make a profit, or out of sympathy for the Greek cause, or both. The value of Greek Rebellion Bonds rose and fell on the London stock exchange in tempo with military successes and failures on the battlefields of Hellas. The Turks gradually gained the upper hand. With a rebel defeat imminent, the bondholders faced the prospect of losing their trousers. The bondholders’ interest was the national interest, so the British organised an international fleet that, in 1827, sank the main Ottoman flotilla in the Battle of Navarino. After centuries of subjugation, Greece was finally free. But freedom came with a huge debt that the new country had no way of repaying. The Greek economy was mortgaged to British creditors for decades to come. 40.

You find nothing like that among humans. Yes, human groups may have distinct social systems, but these are not genetically determined, and they seldom endure for more than a few centuries. Think of twentieth-century Germans, for example. In less than a hundred years the Germans organised themselves into six very different systems: the Hohenzollern Empire, the Weimar Republic, the Third Reich, the German Democratic Republic (aka communist East Germany), the Federal Republic of Germany (aka West Germany), and finally democratic reunited Germany. Of course the Germans kept their language and their love of beer and bratwurst. But is there some unique German essence that distinguishes them from all other nations, and that has remained unchanged from Wilhelm II to Angela Merkel? And if you do come up with something, was it also there 1,000 years ago, or 5,000 years ago? The (unratified) Preamble of the European Constitution begins by stating that it draws inspiration ‘from the cultural, religious and humanist inheritance of Europe, from which “have developed the universal values of the inviolable and inalienable rights of the human person, democracy, equality, freedom and the rule of law’.3 This may easily give one the impression that European civilisation is defined by the values of human rights, democracy, equality and freedom. Countless speeches and documents draw a direct line from ancient Athenian democracy to the present-day EU, celebrating 2,500 years of European freedom and democracy. This is reminiscent of the proverbial blind man who takes hold of an elephant’s tail and concludes that an elephant is a kind of brush. Yes, democratic ideas have been part of European culture for centuries, but they were never the whole. For all its glory and impact, Athenian democracy was a half-hearted experiment that survived for barely 200 years in a small corner of the Balkans. If European civilisation for the past twenty-five centuries has been defined by democracy and human rights, what are we to make of Sparta and Julius Caesar, of the Crusaders and the conquistadores, of the Inquisition and the slave trade, of Louis XIV and Napoleon, of Hitler and Stalin? Were they all intruders from some foreign civilisation?

We had heard rumours of what people referred to as a ‘phantom accounting system’, also called zappers and phantom ware. This phenomenon was unheard of in South Africa at the time. The more formal term used to describe this kind of criminal financial-management software is a ‘sales-suppression system’. The Organisation for Economic Cooperation and Development (OECD), in which South Africa has observer status, issued a guide on these systems in 2013.10 On the surface, the technology seems like a supposedly normal accounting system, used mainly by retailers. It has all the expected features: it records stock, sales, invoices, receipts and taxes. It can print daily, weekly and monthly accounting records. Yet the software has a feature that can blank out certain sales and receipts. You can set it to suppress, for instance, every fourth sale, or random sales of a particular value, whichever you prefer. The effect is that, on paper, your stock, sales and receipts would balance for tax purposes. All you would have to do is click on a secret place on the screen, or type a particular code on the keyboard, and the unrecorded sales and receipts would reflect. One would then be able to take this money out of the company’s takings for the day, week or month, and people would be none the wiser.

follow you. If you used a time machine to send a modern scientist to ancient Egypt, she would not be able to seize power by exposing the fictions of the local priests and lecturing the peasants on evolution, relativity and quantum physics. Of course, if our scientist could use her knowledge in order to produce a few rifles and artillery pieces, she could gain a huge advantage over pharaoh and the crocodile god Sobek. Yet in order to mine iron ore, build blast furnaces and manufacture gunpowder the scientist would need a lot of hard-working peasants. Do you really think she could inspire them by explaining that energy divided by mass equals the speed of light squared? If you happen to think so, you are welcome to travel to present-day Afghanistan or Syria and try your luck. Really powerful human organisations – such as pharaonic Egypt, the European empires and the modern school system – are not necessarily clear-sighted. Much of their power rests on their ability to force their fictional beliefs on a submissive reality. That’s the whole idea of money, for example. The government makes worthless pieces of paper, declares them to be valuable and then uses them to compute the value of everything else. The government has the power to force citizens to pay taxes using these pieces of paper, so the citizens have no choice but to get their hands on at least some of them. Consequently, these bills really do become valuable, the government officials are vindicated in their beliefs, and since the government controls the issuing of paper money, its power grows. If somebody protests that ‘These are just worthless pieces of paper!’ and behaves as if they are only pieces of paper, he won’t get very far in life.

In 1942, Merton set out four scientific values, now known as the ‘Mertonian Norms’. None of them have snappy names, but all of them are good aspirations for scientists. First, universalism: scientific knowledge is scientific knowledge, no matter who comes up with it – so long as their methods for finding that knowledge are sound. The race, sex, age, gender, sexuality, income, social background, nationality, popularity, or any other status of a scientist should have no bearing on how their factual claims are assessed. You also can’t judge someone’s research based on what a pleasant or unpleasant person they are – which should come as a relief for some of my more disagreeable colleagues. Second, and relatedly, disinterestedness: scientists aren’t in it for the money, for political or ideological reasons, or to enhance their own ego or reputation (or the reputation of their university, country, or anything else). They’re in it to advance our understanding of the universe by discovering things and making things – full stop.20 As Charles Darwin once wrote, a scientist ‘ought to have no wishes, no affections, – a mere heart of stone.’ The next two norms remind us of the social nature of science. The third is communality: scientists should share knowledge with each other. This principle underlies the whole idea of publishing your results in a journal for others to see – we’re all in this together; we have to know the details of other scientists’ work so that we can assess and build on it. Lastly, there’s organised scepticism: nothing is sacred, and a scientific claim should never be accepted at face value. We should suspend judgement on any given finding until we’ve properly checked all the data and methodology. The most obvious embodiment of the norm of organised scepticism is peer review itself. 20. Robert K. Merton, ‘The Normative Structure of Science’ (1942), The Sociology of Science: Empirical and Theoretical Investigations (Chicago and London: University of Chicago Press, 1973): pp. 267–278.

Blaming therapy, social work and other caring professions for the confabulation of testimony of 'satanic ritual abuse' legitimated a programme of political and social action designed to contest the gains made by the women's movement and the child protection movement. In efforts to characterise social workers and therapists as hysterical zealots, 'satanic ritual abuse' was, quite literally, 'made fun of': it became the subject of scorn and ridicule as interest groups sought to discredit testimony of sexual abuse as a whole. The groundswell of support that such efforts gained amongst journalists, academics and the public suggests that the pleasures of disbelief found resonance far beyond the confines of social movements for people accused of sexual abuse. These pleasures were legitimised by a pseudo-scientific vocabulary of 'false memories' and 'moral panic' but as Daly (1999:219-20) points out 'the ultimate goal of ideology is to present itself in neutral, value-free terms as the very horizon of objectivity and to dismiss challenges to its order as the "merely ideological"'. The media spotlight has moved on and social movements for people accused of sexual abuse have lost considerable momentum. However, their rhetoric continues to reverberate throughout the echo chamber of online and 'old' media. Intimations of collusion between feminists and Christians in the concoction of 'satanic ritual abuse' continue to mobilise 'progressive' as well as 'conservative' sympathies for men accused of serious sexual offences and against the needs of victimised women and children. This chapter argues that, underlying the invocation of often contradictory rationalising tropes (ranging from calls for more scientific 'objectivity' in sexual abuse investigations to emotional descriptions of 'happy families' rent asunder by false allegations) is a collective and largely unarticulated pleasure; the catharthic release of sentiments and views about children and women that had otherwise become shameful in the aftermath of second wave feminism. It seems that, behind the veneer of public concern about child sexual abuse, traditional views about the incredibility of women's and children's testimony persist. 'Satanic ritual abuse has served as a lens through which these views have been rearticulated and reasserted at the very time that evidence of widespread and serious child sexual abuse has been consolidating. p60

It’s a mathematical fact that if the average number of relationships between people in an organisation increases by 20%, then value generation in the organisation increases by approximately 40%.

career is an opportunity to develop in a way that constantly makes it possible to add greater value to the organisation.

Corruption is an inferior value that feeds and climbs on the ladder of impunity and when it is strong it goes to the battlefield to fight with the superior value of integrity and if the inferior value of corruption wins the battle that begins the announcement of the funeral day of any organisation or nation.

It is that ability to constructively challenge, to be in many worlds at once, introducing knowledge and ideas from elsewhere into a different context, where I feel my neo-generalism has been most beneficial to the individuals and the organisations I have worked with. On occasion, however, I have had to take a Trojan Horse approach, withholding my multidisciplinarity until others have grown comfortable with me in relation to a given specialism, only gradually revealing other capabilities and interests that can add value.

The shift in focus from “I” to “we” in a marriage is just as important as important as the shift in focus from “I” to “we” in an organisation, community and society.

Investors shouldn’t always be suppressed; they’re allies in reforming capitalism to a more purposeful and more sustainable form. Business and society aren’t adversaries, but play for the same team. When all members of an organisation work together, bound by a common purpose and focused on the long term, they create shared value in a way that enlarges the slices of everyone – shareholders, workers, customers, suppliers, the environment, communities and taxpayers.

The answer to the question of the purpose of the theory of value is quite different for the bourgeoisie and the proletariat. The bourgeoisie asks about the prices of commodities, the proletariat about the organisation of society.

We need to understand that many of the profound challenges ahead will only be faced up to if we are willing to change our way of life, the way we organise ourselves and, yes, our values.

What we need is a ‘no-bullshit’ approach to the future: we must commit not only to our values, but also to our practices and we must not buy into utopianism – into undue confidence in democracy’s inevitable success and the self-assurance that reason will save us. We must convince the world in practical terms why our organising principles remain preferable to those of autocracies, both at home and abroad.

Pullman’s books, set in a ‘multiverse’ of parallel worlds that include magical creatures, witches and angels, have been criticised as being atheistic, with the Catholic Herald even suggesting they should be burnt. Pullman, however, does not deny the value of the religious impulse, which he believes ‘includes the sense of awe and mystery we feel when we look at the universe, the urge to find a meaning and a purpose in our lives, our sense of moral kinship with other human beings – [it] is part of being human, and I value it. I’d be a damn fool not to. But organised religion is quite another thing.’7

Well, whatever you think about the decline of organised religion – and I do accept that religion has a lot to answer for – it took with it a regard for the sacredness of things, for the value of humanity, in and of itself. This regard is rooted in a humility towards one’s place within the world – an understanding of our flawed nature. We are losing that understanding, as far as I can see, and it’s often being replaced by self-righteousness and hostility.

beware the "slash"—a job listing that advertises for a UX/UI designer betrays a lack of appreciation for the value of UX, and suggests that the organisation is probably actually looking for a UI designer.

CEOs should be measured by the value they create into the community, the shareholders and the members of the company.

Our ultimate goal is to empower people to look at organisations and to compare them so that organisations can be valued by what they do – free from speculation.

But employee ownership is not just about sharing. It is also, in practice, often about giving. Such schemes depend on someone, usually the proprietor, deciding at some point to transfer ownership of some or all of a company to its employees. And it is this aspect of the ideal, I think, that has the greatest significance for my story. Of all the things I have given, it is arguable that the shares in my company that I gave away had the greatest financial value. In fact, I have rarely thought of this transfer of ownership as a gift, and I would be wrong if I did. The staff had a right to share in the company. Without them, the company would not have been so prosperous (and I am certain that Xansa would never have reached anything like the financial heights it eventually did if it hadn’t been powered by the fuel of staff ownership). But while I never doubted that aspect of the transfer, I did sometimes struggle with a more abstract issue: the fact that transferring ownership also means, ultimately, transferring control. That was the real challenge: surrendering power. Anyone can adjust to having a bit less money; ceding control of an enterprise that really matters to you is, by contrast, painfully counterintuitive. Who in their right mind would entrust an organisation that they have built up against all the odds, through years of tears, toil and sweat, to someone else? What if they mess it up? What if they don’t really understand what it is that you have created? What if they take it in some dangerous new direction, or manage it in a less idealistic way? Yet without that surrender, the most important part of the transaction is lost. A feudal grandee can be as generous as he likes with his wealth and property, but as long as he remains the grandee then his dependants are not empowered: they are merely well-fed. Empowering them means letting go: in other words, ceasing to be the grandee. I have struggled all my life with an instinct to hang on to the things that matter most to me, to control and protect them myself. Yet the art of surrender is, I am convinced, a key to many kinds of success - and fulfilment. And many lives are limited by a failure to master it.

Uncomplicated Systems Of giftcity - A Background The sort of present you give can have an enduring impression on the receiver. Gift will make a person feel special so it is important that when selecting a gift, you must always keep the receiver in mind. Gift has the power to keep up it for a long time and to develop relationship that is powerful. Particularly in the corporate world, a a happy customer or a partner that is satisfied can have an enormous impact on the business. Thus, when picking corporate gift, one must be attentive and be diplomatic as well. Firms organises occasions and events to market their services and products. During such occasions, corporate gifts Singapore can play an enormous part in attracting more customers and keep up the old ones. Companies can emboss the presents reach to more individuals and they give away to further their advertisement with company emblems. Inexpensive gift item like pencils mugs bags etc are perfect for such giveaways they not only promote the company but also bring more customers company may also organize Corporate Gifting such as jewellery branded goods electronics and gadgets etc for significant occasions giveaways to high achievers for the company or business associates. Some of the things proposed by Giftcitysingapore are leather goods, branded wristwatches, kitchenwares, gadgets and electronic good etc are perfect for corporate gifts. Such expensive items can be given on particular company's occasion and occasions. Depending on the occasion and recipients corporate gifts can be chosen. One should also keep in your mind not to tarnish the company's persona with affordable presents for special occasions when choosing corporate gifts. Latest gadgets and electronic devices makes wonderful gifts for family members and friends, the exact same thought can be used on corporate gift ideas. Everyone will appreciate being gifted with the most recent gadget in the industry. Present city website has also implied that electronic devices and gadgets are perfect corporate gifts. Gadgets and electronic devices even have practical use consequently most firms regularly give away such expensive gifts to valued employees and clients.

Brisbane said nothing for a long moment. Then he spoke, his voice resolved. “I will tell Morgan the Apiary cannot be. I will keep to private enquiry work. It isn’t much safer but it will keep me closer to home, I suspect. And we will need a bigger house than Mrs. Lawson’s in Half Moon. I will tell her we rescind the offer, and we’ll start looking for lodgings tomorrow.” “No,” I said firmly. “No?” One handsome black brow quirked upward. “No. We must begin as we mean to go on. We are neither of us happy without purposeful work, and we shall have it. There will be those to care for him when we are not there, and he will learn the value of a job well done from both of us. We will move into Half Moon Street as we planned, and you will work with Morgan to form the Vespiary,” I said, stressing the correction. He smiled. “And what will you do? You will never be happy with teething biscuits and silver spoons.” “No more than you,” I agreed. “But I will do as I have done. I will organise our household because, let us be frank, my love, I am better at it than you. I will work with you on cases that interest me. I will advise on the Vespiary when you think I can be useful. I will have my photography. And we will have...” I hesitated then said it for the first time and with ringing conviction, “our son.” He looked down at the sleeping boy. “Our son,” he said, and in his voice was a note of wonder.

In the postwar period, democratic politics was transformed not only by the switch to oil, but by the development of two new methods of governing democracies, both made possible by the growing use of energy from oil. One of these was an arrangement for managing the value of money and limiting the power of financial speculation, which was said to have destroyed interwar democracy – a system built with the pipelines, oil agreements and oligarchies that organised the supply and pricing of oil. It was accompanied by the construction of the Cold War, which provided a framework for the policing of the postwar Middle East that replaced the need for mandates, trusteeships, development programmes and other scaffoldings for imperial power. The other new mode of governing democracies was the manufacture of ‘the economy’ – an object whose experts began to displace democratic debate and whose mechanisms set limits to egalitarian demands.

My fifth point is that, nevertheless, the experience, memory or imagination of enforced abnegation does play a key role. Years of real or imagined oppression — or a solidarity, even an identification, with those who have been oppressed elsewhere — lead to a rebellion. The question missing from most analyses, however, is that the oppression that is resisted is not only a political oppression of a people — for example, the Palestinians (which almost every Islamic state and militant organisation has conspicuously failed to help beyond very limited points) — but a perceived oppression or denigration of a sense of self and a sense of core belief; and it is perceived as applied personally, but also as systemically applied to the collective manifestation of this core belief. To that extent, it is belief that seems as if it is called upon to fight back, because it is belief and philosophy that have been subject to abnegation. It is not, however, just the philosophy that fights back, but, as mentioned above, the philosophy of the means chosen. Does abnegation justify a sacrificium in which huge numbers of innocent people are swept into death? Does the sacrificium necessarily sacrifice others? In so far as the memory or re-created memory of abnegation is strong and made stronger, it triumphs over the memories and values of self held by others. Terror thus becomes a requital and ruthlessness — requital for sins committed perhaps against self but certainly against self’s historical and contemporary cohorts, and ruthlessness in an exploding outwards.

Someone asked me a question as to why the maximum experience for functional head position preferably is 10 – 15 years max in organisations now . My gut feel is that with advancement of technology the value of long experience has been eroded in the market due to information being processed through technology for programmed decisions and access to information of all types is within the reach of every relevant person irrespective of the age in this digital world. So, information is no longer a competitive advantage. Application of that information is an edge. Today, application is of information is a collaborative process and no longer an isolated process in good organisation. hence, erosion of experience.

Valuing differences is the beginning of leveraging the strengths of each team member.

Principles help us turn the values into actions.

Corruption. Everywhere else we call in the IMF; in Italy they call it family values. And northern Europeans, whose countries don’t allow politicians to accept a doughnut, happily pay endless bribes to get electricity put into their holiday homes in Tuscany. And what’s more, they feel happy and privileged to be allowed to join in the rustic corruption of Italian politics and pay the mayor. Italy is a trough of special interests, fixing, foul play, pay-offs and excommunications. Italians wave their hands in mock exasperation, and the rest of the world smiles benignly, and goes, aww, those Italian scallywags. If Italy happened to be in the Middle East, there’d be a Yankee aircraft carrier in the Venice lagoon and sanctions. But Italians get away with it simply by being Italians, and we all know what they’re like – and they know we know. Every other nation in the world tries to make life be as it should be; the Italians make the most of how it is. We all say corruption is a bad thing; we must stop it. The Italians say we are all fallible; to pretend otherwise is arrogance. Everywhere else has crime, but in Italy, it’s organised by professionals. All men are lecherous bastards who only want one thing; surely, say the Italians, it’s better to be seduced by Casanova than Attila the Drunk. Instead of pitting virtue against vice in an eternal war of abstinence, failure and guilt like the rest of us, Italy has made the vices virtues, and vice versa. If you come from a prescriptive, prudent, parsimonious society, this seems hypnotically attractive, and I am as mesmerised and seduced as any gap-year convent girl. Most years I try to find myself in Siena for the Palio. The Palio is a horserace held twice a year. But

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

Observe their cohabiting customs,’ Gutkind’s great-grandfather wrote, ‘observe them as a scientist might observe the mating habits of white mice, and you will see that however far outside the swarm they wander to satisfy their appetites, for purposes of procreation they invariably regroup. They choose their mistresses and lovers from those for whom they feel neither respect nor compassion and their wives and husbands from their own ranks. As is often reported by innocents who encounter them without knowing by what rules they live, they can be companionable, amusing, even adorable, and in some circumstances, especially where reciprocal favours are looked for, munificent. But this to them is no more than play, the exercise of their undeniable powers and charm for the mere sadistic fun of it. Thereafter their loyalty is solely to each other. Let one of their number suffer and their vengefulness knows no limits; let one of their number perish and they will make the planet quake for it. To some, this is taken to be the proof of the steadfastness of their tribal life, the respect and affection they have been brought up, over many generations, to show to one another. But it is in fact a manifestation of a sense of superiority that values the life of anyone not belonging to their “tribe” at less than nothing. Only witness, in that country which they call their ancestral home (but which few of them except the most desperate appear to be in any hurry to repair to), a recent exchange of prisoners with one of their many enemies in which, for the sake of a single one of their own – just one – they willingly handed over in excess of seven hundred! The mathematics make a telling point. Never, in the history of humanity, has one people held all others in such contempt, or been more convinced that the world can, and will, be organised for their benefit alone. It has been said that were the earth to be laid waste, so long as not a single hair of one of theirs was harmed, they would connive in that destruction. That is not a justification for their destruction, though others argue persuasively for it. But it does invite us to ask how much longer we can tolerate their uncurbed presence.

Observe their cohabiting customs,’ Gutkind’s great-grandfather wrote, ‘observe them as a scientist might observe the mating habits of white mice, and you will see that however far outside the swarm they wander to satisfy their appetites, for purposes of procreation they invariably regroup. They choose their mistresses and lovers from those for whom they feel neither respect nor compassion and their wives and husbands from their own ranks. As is often reported by innocents who encounter them without knowing by what rules they live, they can be companionable, amusing, even adorable, and in some circumstances, especially where reciprocal favours are looked for, munificent. But this to them is no more than play, the exercise of their undeniable powers and charm for the mere sadistic fun of it. Thereafter their loyalty is solely to each other. Let one of their number suffer and their vengefulness knows no limits; let one of their number perish and they will make the planet quake for it. To some, this is taken to be the proof of the steadfastness of their tribal life, the respect and affection they have been brought up, over many generations, to show to one another. But it is in fact a manifestation of a sense of superiority that values the life of anyone not belonging to their “tribe” at less than nothing. Only witness, in that country which they call their ancestral home (but which few of them except the most desperate appear to be in any hurry to repair to), a recent exchange of prisoners with one of their many enemies in which, for the sake of a single one of their own – just one – they willingly handed over in excess of seven hundred! The mathematics make a telling point. Never, in the history of humanity, has one people held all others in such contempt, or been more convinced that the world can, and will, be organised for their benefit alone. It has been said that were the earth to be laid waste, so long as not a single hair of one of theirs was harmed, they would connive in that destruction. That is not a justification for their destruction, though others argue persuasively for it. But it does invite us to ask how much longer we can tolerate their uncurbed presence.” … ‘Some worm of divisiveness in their own souls has impelled them – throughout history, as though they knew history itself was against them – to the brink of self-destruction. Imaginatively, the story of their annihilation engrosses them; let them enjoy a period of peace and they conjure war, let them enjoy a period of regard and they conjure hate. They dream of their decimation as hungry men dream of banquets. What their heated brains cannot conceive, their inhuman behaviour invites. “Kill us, kill us! Prove us right!” Time and again they have been saved, not by their own resolution, but by the world taking them at their own low self-valuation and endeavouring to deliver them the consummation they devoutly wish. Only then are they able to come together as a people, mend their divisions, and celebrate their escape as one more proof of the divine protection to which their specialness entitles them. But it is a dangerous game and will backfire on them one day.

Human nature is a constant – except when it isn’t. In the future society, consciousness, the way in which people understand themselves to be people, might be very different. On the one hand, we might say that people have always fallen in love, made art, worshipped gods, fought wars and engaged in complex forms of political organisation and conflict. But our understanding of ourselves as human subjects today is profoundly different from medieval times, which, again, is profoundly different from Ancient Rome or Greece or Egypt; which, again, is profoundly different from Neolithic times… anyway, the point is, in the future, people might not share our values. Your vision of the future should reflect this and not simply reflect modern attitudes in different clothes. 6: Language shapes reality. Language changes over time. New words are coined, others fall out of use. Social and technological changes produce changes in the lexicon; styles of speaking and writing evolve, what was ‘normal’ in the eighteenth century seems obscure today – your future should reflect this, with new words, new slang, new expressions and colloquialisms, new ways of speaking and articulating. China Miéville’s Embassytown (2011) is a good example of how to do this. Building a new, tangible reality out of language will give your vision of the future a density, credibility and coherence that goes beyond the practical mechanics of story, plot and structure. Finally, be bold – the future is yours to imagine.

the concept of work/life balance in my view is dead and unreal.

Thinking about it from a personal and a professional perspective, they need to be the same.

love is an act of will and not a feeling.

Which kind of values figure less prominently in the picture of the future held out to us by the popular writers and speakers than they did in the dreams and hopes of our fathers? It is certainly not material comfort, certainly not a rise in our standard of living or the assurance of a certain status in society which ranks lower. Is there a popular writer or speaker who dares to suggest to the masses that they might have to make sacrifices of their material prospects for the enhancement of an ideal end? Is it not, in fact, entirely the other way round? Are not the things which we are more and more frequently taught to regard as "nineteenth-century illusions" all moral values-liberty and independence, truth and intellectual honesty, peace and democracy, and the respect for the individual qua man instead of merely as the member of an organised group?

Values flow as blood in organizational culture. Only truthful values can create a healthy culture.

in any piece of content, the value is not evenly distributed.

As leaders you can never tell people that they are empowered, all you can do is to create the environment and give people the skills and tools to enable them to grow. You feel valued for the part that you play and from that you breed loyalty. Loyalty not only to the team, the leadership, but to the organisation as a whole.

Procurement, though, cannot move to a high achieving team acting alone, but if the will, desire, drive and commitment are there, it will succeed. It will require passionate and committed leadership. What this book describes and provides readers is how to progress to this aspiration and subscribe to the following value proposition, “Procurement is the key and respected organisation resource that secures goods, services and materials to the organisation aligned with key business performance metrics, strategic objectives, priorities and values. It is the primary commercial team in the business.

The List: Good Strategy, Bad Strategy by Richard Rumelt Why: Especially because it will show you how to identify bad strategy The Five Dysnfunctions of a Team by Patrick Lencioni Why: Learn most recognised tendencies of dysfunctional teams (in a storified format) Storyworthy by Matthew Dicks Why: Why storytelling matters in everything we do and how to tell a solid story Never Split the Difference by Christopher Voss Why: Learn the fundamentals of having a competitive edge in any discussion Understanding Michael Porter by Joan Magretta Why: The absolute fundamentals of organisational success - big or small Crossing the Chasm by Geoffrey Moore Why: If you are curious about what it takes to continue growing and scaling a technology company throughout its lifecycle 7 Powers by Hamilton Helmer Why: You can read it once every year. You can pick any failed venture/product and do a post-mortem of why it failed through the lens of this book (learning the value of building and sustaining moats) Build by Tony Fadell Why: This book can be a great friend as you navigate every fork/decision in your career Super Thinking by Gabriel Weinberg and Lauren McCann Why: You can pick your pet mental models from this book and apply in any situation in your life; the pet mental models can keep evolving as you evolve

The voters, by themselves inconsiderable unities, acquire a value in the hands of dexterous agents.​ This value is realised by many means—mainly, by bribery in innumerable forms, from gifts of money and trifling articles, to the distribution of places in the services, the financial departments, and the administration.​ Little by little a class of electors has been formed which lives by the sale of votes to one or another of the political organisations.​

It’s not a matter of having enough raw talent. Talent needs to be channeled and developed in order to become something more than a momentary spark. Actor and comedian Jerry Seinfeld, arguably the most influential comedian of his generation, wrote in his book Is This Anything?: Whenever I came up with a funny bit, whether it happened on a stage, in a conversation or working it out on my preferred canvas, the big yellow legal pad, I kept it in one of those old-school accordion folders . . . A lot of people I’ve talked to seemed surprised that I’ve kept all these notes. I don’t understand why they think that. I don’t understand why I’ve kept anything else. What could possibly be of more value?

Whatever you are building, there is a smaller, simpler version of it that would deliver much of the value in a fraction of the time.

In the nineteenth century the global economy was worth a little more than $1 trillion, in today’s money. That means each year capital needed to find new investments worth about $30 billion – a significant sum. This required a huge effort on the part of capital, including the colonial expansion that characterised the nineteenth century. Today the global economy is worth over $80 trillion, so to maintain an acceptable rate of growth capital needs to find outlets for new investments worth another $2.5 trillion next year. That’s the size of the entire British economy – one of the biggest in the world. Somehow we have to add the equivalent of another British economy next year, on top of what we are already doing, and then add even more than that the following year, and so on. Where can this quantity of growth possibly be found? The pressures become enormous. It’s what is driving the pharmaceutical companies behind the opioid crisis in the United States; the beef companies that are burning down the Amazon; the arms companies that lobby against gun control; the oil companies that bankroll climate denialism; and the retail firms that are invading our lives with ever-more sophisticated advertising techniques to get us to buy things we don’t actually want. These are not ‘bad apples’ – they are obeying the iron law of capital. Over the past 500 years, an entire infrastructure has been created to facilitate the expansion of capital: limited liability, corporate personhood, stock markets, shareholder value rules, fractional reserve banking, credit ratings – we live in a world that’s increasingly organised around the imperatives of accumulation.

In other words, degrowth – reducing material and energy use – is an ecologically coherent solution to a multi-faceted crisis. And the good news is that we can do this without any negative impact on human welfare. In fact, we can do it while improving people’s lives.3 How is this possible? The key is to remember that capitalism is a system that’s organised around exchange-value, not around use-value. The majority of commodity production is geared toward accumulating profit rather than toward satisfying human needs. In fact, in a growth-oriented system, the goal is quite often to avoid satisfying human needs, and even to perpetuate need itself. Once we understand this, it becomes clear that there are huge chunks of the economy that are actively and intentionally wasteful, and which do not serve any recognisable human purpose.

It is difficult and stressful due to the goals we have in our organisations; to experience higher yields and eventual capital growth in years to come, which were almost completely wiped out due to more than 10 years setbacks

Being a sustainable, happy and profitable organisation goes beyond checklists and execution of responsibility. It’s a deep partnership of the whole, across your value chain, employees, customers and community.

When you use up too much energy taking notes, you have little left over for the subsequent steps that add far more value: making connections, imagining possibilities, formulating theories, and creating new ideas of your own.

any piece of content, the value is not evenly distributed. There are always certain parts that are especially interesting, helpful, or valuable to you.

Adopting the habit of knowledge capture has immediate benefits for our mental health and peace of mind. We can let go of the fear that our memory will fail us at a crucial moment. Instead of jumping at every new headline and notification, we can choose to consume information that adds value to our lives and consciously let go of the rest.

[...] The revolution was left unfinished. The feminists of the sixties and seventies challenged the rigid division of labour between men and women; they wanted women to have access to the workplace, and men to rediscover their role at home. The psychotherapist Susie Orbach reflects on the thinking of the seventies: 'We wanted to challenge the whole distribution of work we wanted to put at the centre of everything the reproduction of daily life, but feminism got seduced by the work ethic. My generation wanted to change the values of the workplace so that it accepted family life.' This radical agenda for the reorganisation of work and home was abandoned in Britain. Instead we took on the American model of feminism, influenced by the rise of neo-liberalism and individualism. Feminism acquired shoulderpads and an appetite for power; it celebrated individual achievement rather than working out how to transform the separation between work and family, and the social processes of how we care for dependants and raise children. Trade Secretary Patricia Hewitt remembers a turning point in the debate in the UK when she was at the National Council for Civil Liberties: 'The key moment was when we organised a major conference in the seventies with a lot of American speakers who were terrific feminists. When they arrived we were astonished that they were totally uninterested in an agenda around better maternity leave, etc. They argued that we couldn't claim special treatment in the workplace; women would simply prove they were equals. You couldn't make claims on the workplace. We thought it was appalling.

Reversing Hegel's famous maxim, I noted as long ago as 1967 that 'in a world that has really been turned upside down, truth is a moment of falsehood'. In the intervening years, this principle has encroached upon each specific domain, without exception. Thus in an era when contemporary art can no longer exist, it becomes difficult to judge classical art. Here as elsewhere, ignorance is only created in order to be exploited. As the meanings of history and taste are lost, networks of falsification are organised. It is only necessary to control the experts and auctioneers, which is easy enough, to arrange everything, since in this kind of business - and at the end of the day in every other kind - it is the sale which authenticates the value.

Over the past thirty years the orthodox view that the maximisation of shareholder value would lead to the strongest economic performance has come to dominate business theory and practice, in the US and UK in particular.42 But for most of capitalism’s history, and in many other countries, firms have not been organised primarily as vehicles for the short-term profit maximisation of footloose shareholders and the remuneration of their senior executives. Companies in Germany, Scandinavia and Japan, for example, are structured both in company law and corporate culture as institutions accountable to a wider set of stakeholders, including their employees, with long-term production and profitability their primary mission. They are equally capitalist, but their behaviour is different. Firms with this kind of model typically invest more in innovation than their counterparts focused on short-term shareholder value maximisation; their executives are paid smaller multiples of their average employees’ salaries; they tend to retain for investment a greater share of earnings relative to the payment of dividends; and their shares are held on average for longer by their owners. And the evidence suggests that while their short-term profitability may (in some cases) be lower, over the long term they tend to generate stronger growth.43 For public policy, this makes attention to corporate ownership, governance and managerial incentive structures a crucial field for the improvement of economic performance. In short, markets are not idealised abstractions, but concrete and differentiated outcomes arising from different circumstances.

It's not about adopting technology for the sake of adopting it. Technology is only one of the stepping stones to achieve the desired outcomes by businesses and revamp traditional organisations to compete in the digital age. Technological innovation is only a supporting element to realising value and goals.

Do use business model analysis to think about how organisations are designed to create value.

Love is the appreciation and mutual respect of another individual or group of individuals. It’s a natural empathy and mutual understanding.

Love is therefore, an action, a behaviour, a capability.

​The vital condition of every true state is a well-defined climate: the climate of the highest possible tension, but not of forced agitation. It will be desirable that everyone stay at his post, that he takes pleasure in an activity in conformity with his own nature and vocation, which is therefore free and desired for itself before considering utilitarian purposes and the unhealthy desire to live above one’s proper condition. If it is not possible to ask everyone to follow an ‘ascetic and military vision of life’, it will be possible to aim at a climate of concentrated intensity, of personal life, that will encourage people to prefer a greater margin of liberty, as opposed to comfort and prosperity paid for with the consequent limitation of liberty through the evitable economic and social influences. Autarchy, in the terms we have emphasised, is a valid Fascist formula. A course of virile, measured austerity is also valid and, finally, an internal discipline through which one develops a taste and an anti-bourgeois orientation of life, but no schoolmarmish and impertinent intrusion by what is public into the field of private life. Here, too, the principle should be liberty connected with equal responsibility and, in general, giving prominence to the principles of ‘great morality’ as opposed to the principles of conformist ‘little morality’. A doctrine of the state can only propose values to test the elective affinities and the dominant or latent vocations of a nation. If a people cannot or does not want to acknowledge the values that we have called ‘traditional’, and which define a true Right, it deserves to be left to itself. At most, we can point out to it the illusions and suggestions of which it has been or is the victim, which are due to a general action which has often been systematically organised, and to regressive processes. If not even this leads to a sensible result, this people will suffer the fate that it has created, by making use of its ‘liberty’.​

business model is the organisational design used to exploit an opportunity and create value.

The first is value creation. Business models have something to do with how (and why) organisations create value.

Every organisation exists for a single purpose: to create more value than an individual could do alone. That value could be profit, education, economic growth, social justice, entertainment or any number of other possible outcomes.

Most geographers regard the small area of Turkey which is west of the Bosporus as being in Europe, and the rest of the country, south and south-east of the Bosporus, as being in the Middle East (in its widest sense). That is one reason why Turkey has never been accepted into the EU. Other factors are its record on human rights, especially when it comes to the Kurds, and its economy. Its population is 79 million and European countries fear that, given the disparity in living standards, EU membership would result in a mass influx of labour. What may also be a factor, albeit unspoken within the EU, is that Turkey is a majority Muslim country (98 per cent). The EU is neither a secular nor a Christian organisation, but there has been a difficult debate about ‘values’. For each argument for Turkey’s EU membership there is an argument against, and in the past decade the prospects for Turkey joining have diminished. This has led the country to reflect on what other choices there may be.

Why were so many songs collected in the north-east, for example? In part, no doubt, the answer has to do with the activities of collectors; but the richness of the north-east in songs compared with the barren song terrain of the Lothians strongly suggests that differences in rural social organisation have explanatory value. We need to get away from simply counterposing 'lowland' to 'highland'. We need to see the enormous diversity in social arrangements within Lowland Scotland, even in recent times; and to analyse that diversity case by case without trying to smash it into a spurious shape with the intellectual cudgel of 'improvement'.