Packard Quotes

I don't see how I could possibly move a napkin with the power of my mind," I say. "All will be revealed." "Did you just say, 'All will be revealed'?" He looks up. "Yes." "Who says, 'All will be revealed'?" "I do," Packard says. "Just perform the task.

Dearer to me than the evening star A Packard car A Hershey bar Or a bride in her rich adorning Dearer than any of these by far Is to lie in bed in the morning

Marketing is too important to be left to the marketing department.” David Packard

God, Packard! Do you know how hard I worked at it?” I twist up the napkin and whip it at him. He deflects it. “There we go; I knew you could do it.” My mouth falls open. “Very funny.” He just laughs. “I can’t believe you!

Leadership appears to be the art of getting others to want to do something you are convinced should be done.

Just like ice, lives crack, too. Personalities. Identities. Jimmy Zizmo, crouching over the Packard's wheel has already changed past understanding.

The former CEO of Hewlett-Packard, Carly Fiorina, ran for Senator. This is what she said when she was the CEO of Hewlett-Packard in 2004: “There is no job that is America’s God-given right anymore.” I could go on and on and on, but I think we have the point.

Oh.” Packard steps back. “I didn’t come in here for this.” “I didn’t either.” There’s this silence where it seems like one of us ought to utter a sentence that begins with the word yet.

An internal report at Hewlett-Packard revealed that women only apply for open jobs if they think they meet 100 percent of the criteria listed. Men apply if they think they meet 60 percent of the requirements. This difference has a huge ripple effect. Women need to shift from thinking 'I'm not ready to do that' to thinking 'I want to do that-- and I'll learn by doing it.

Without warning, Packard reaches out--I think he's going to touch my cheek, but he slides his hand around the nape of my neck and pulls me to him, kissing me warm and strong, lips soft, breath like coffee. The kiss takes me by surprise. My whole body wants to follow deeper into him, but he pulls away, and we're looking into each other's eyes, and the moment stops. And everything seems to fall out beneath me. "Good luck," he whispers. "Packard--" He opens the door. "It's okay." I stare at the open door. It feels like a closed door. And I leave.

An internal report at Hewlett-Packard revealed that women only apply for open jobs if they think they meet 100 percent of the criteria listed. Men apply if they think they meet 60 percent of the requirements.

Up ahead stands the fun house, which you enter through a clown’s smiling mouth. “I would kill myself if I was prisoner here,” Shelby says. “No, you wouldn’t, just out of courtesy,” I say, “because your body would be trapped in there after you die, and your friends would have to watch your corpse rot.” “Hmm,” Shelby says. “Smell it too.” “Well, now we’re looking on the bright side,” Packard says.

So what’s the verdict?” Kayla asked. “Can I act, or am I just a bimbo who got hired because I look good in lingerie?” “Is that a trick question?” Sean grinned. “Because I’m pretty sure you look good in lingerie.

A group of people get together and exist as an institution we call a company so they are able to accomplish something collectively that they could not accomplish separately – they make a contribution to society, a phrase which sounds trite but is fundamental.

Do you have no sense of decency?" He pauses, seems to think about this, then turns and walks out the door.

You can probably make them do anything for you: Sell people things they don’t need; make women who don’t know you fall in love with you.

Have you ever heard of anybody buying a vacuum cleaner at a vacuum cleaner store?" "One of the unsolved mysteries of the universe," Packard adds.

Alexander Hamilton Junior High School -- SEMESTER REPORT -- STUDENT: Joseph Margolis TEACHER: Janet Hicks ENGLISH: A, ARITHMETIC: A, SOCIAL STUDIES: A, SCIENCE: A, NEATNESS: A, PUNCTUALITY: A, PARTICIPATION: A, OBEDIENCE: D Teacher's Comments: Joseph remains a challenging student. While I appreciate his creativity, I am sure you will agree that a classroom is an inappropriate forum for a reckless imagination. There is not a shred of evidence to support his claim that Dolley Madison was a Lesbian, and even fewer grounds to explain why he even knows what the word means. Similarly, an analysis of the Constitutional Convention does not generate sufficient cause to initiate a two-hour classroom debate on what types of automobiles the Founding Fathers would have driven were they alive today. When asked on a subsequent examination, "What did Benjamin Franklin use to discover electricity?" eleven children responded "A Packard convertible". I trust you see my problem. [...] Janet Hicks Parent's Comments: As usual I am very proud of Joey's grades. I too was unaware that Dolley Madison was a Lesbian. I assumed they were all Protestants. Thank you for writing. Ida Margolis

Out the corner of my eye I see Packard fly at Marty, pin him against the wall. "You do not do that! You do not!" He jerks Marty with every *not*. "You do *not* disrespect that woman, you understand me?" Packard speaks through his teeth, as if to bite back his fury. "It was your goddamn *lucky* day she decided to come in here. And you would spit at her? You were *privileged* she came in here!

Lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. Apple has been sidelined by Microsoft in the PC business. You've got to reinvent the company to do some other thing, like other consumer products or devices. You've got to be like a butterfly and have a metamorphosis.

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

Wife,” he said hesitantly, “you will get out of the wagon yourself, won’t you? You won’t compel us to lift you out before such a large crowd?” Elizabeth smiled sweetly. “No, Mr. Packard,” she replied at once. “I shall not help myself into an Asylum. It is you who are putting me there. I do not go willingly… I shall let you show yourself to this crowd, just as you are.

You have the most contact with Packard." "No, I don't." "Yes, you do," they say in unison. "You just saw him," Helmut says. "He had to deliver some gloves to me," I explain. Helmut raises an eyebrow. "And he couldn't have sent them with one of his people?" I don't answer. I'm thinking about those pretty gloves, clearly chosen to match that specific dress of mine. So thoughtful. Did he pick them out himself? Helmut snorts. "And what was he wearing?" "A dinner jacket," I say, "but just to blend in with the crowd." "And did you share any food or beverage-" "It wasn't a date." Simon tips his glass into his mouth and chews ice loudly. "It wasn't a date.

I turned my head and saw the big lamps, and I knew it was Violet Atwater. When I turned back around Mack had slowed because of the fog. Through the mist I couldn’t see Greyson Manor any longer. Violet almost caught up to us in her big Packard and then she was enveloped in the fog as well. It was the change in the air I noticed first. Fresh and clean, with something sweet like honeysuckle or jasmine drifting on the evening breeze. Mack smelled it too, because he sniffed and glanced over at me.

While everyone’s story is unique, there are some common tensions that emerge among the dechurched. • They wanted community . . . and got judgment. • They wanted to affect the life of the church . . . and got bureaucracy. • They wanted conversation . . . and got doctrine. • They wanted meaningful engagement with the world . . . and got moral prescription.

He said that more businesses die from indigestion than starvation. I have observed the truth of that advice many times since then.

If I came to you and we walked the path together, would I be your guide, or would you be mine?

You can’t lead bunny lives and write tiger poetry.

Incarceration seems to have been obtained in consequence of Mrs. Packard using her reason and, not as reported, by her losing her reason.

Hewlett Packard Chairman Built Company by Design, Calculator by Chance.

neighborhood was filled with engineers from Hewlett-Packard, then as now one of

Both Packards were extremely devout, yet Elizabeth became wary of mindlessly swallowing what other people preached,

Mr. Packard, I shall not,” Elizabeth said firmly. “It is your own chosen work you are doing. I shall not help you do it.

and “particularly avoided any disparaging…remarks respecting Mr. Packard.

Mr. Packard is a fool in calling me insane, because he don’t know any better. Dr. McFarland is a villain in calling me insane, because he does.

It had taken four years, but Elizabeth Packard had finally been given the insanity trial she had always wanted.

Mrs. Packard, I believe you to be a perfectly sane person, and moreover, I believe you always have been.”16 She could not help but smile.

The next morning Sadie helps me into her cream-colored Packard sedan

David Packard had done, which was create a

Where's he getting the bricks? Packard asks. "That's what I don't understand. He brought his own bricks?

We piled into the car, a 1955 Packard Clipper the color of canned peas that my mother had named Lizzie.

Sean grinned. “And like the pro you are, you didn’t miss a beat.” “It takes more than a naked chest to rattle me,” she shot back. “Don’t forget, I was able to do love scenes with Marcus and not puke.” “You should get a reward for that." “I did,” she said softly. “I get to work with you.

Juan Garcia began putting chairs upside down on the tables. Gathering Mr. Packard’s spoon, cup, and saucer, Dynah watched the old man walk stiffly across the room. His arthritis was troubling him again.

Upper-class Victorians feared an overabundance of passion, believing it only complicated matters and, more dangerously, led to thoughts of unrealistic liaisons between persons of unequal social stations.

Packard rolled his cigar from one side of his mouth to the other. "I ast you not to start a riot with my boys and now I hear you kicked one of my stagehands in the nuts. You got anything to say about that?" Daisy said, "Never happened.

At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. “I discovered that the best innovation is sometimes the company, the way you organize a company,

Woman is too volatile and spiritual, a being to be kept down by mere brute force," she [Elizabeth Packard] wrote. "You can cage a bird and thus keep her down on a level with her serpent-mate, but just give her the use of her powers, its freedom, and she will rise.

The bulk of the advertising directed at children today has an immediate goal. “It’s not just getting kids to whine,” one marketer explained in Selling to Kids, “it’s giving them a specific reason to ask for the product.” Years ago sociologist Vance Packard described children as “surrogate salesmen” who had to persuade other people, usually their parents, to buy what they wanted. Marketers now use different terms to explain the intended response to their ads—such as “leverage,” “the nudge factor,” “pester power.” The aim of most children’s advertising is straightforward: Get kids to nag their parents and nag them well.

I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

Jobs’s ambition was to build a company that would endure, and he asked Markkula what the formula for that would be. Markkula replied that lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company.

I love you," Sean whispered when they parted. Gazing into his eyes, her heart overflowed with happiness, and there was something more-a feeling of completeness she'd never experienced before. Just like her character Shay, who'd found her soul mate in Jared, Kayla had found hers in Sean. Life had imitated art in the best possible.

Fall down,get up.Dust off.Keep trying.

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life is a long sequence of sacrifices, trials and difficulties and one rarely gets what one wants.

Community was fundamental to their understanding of God. They understood community as a manifestation and extension of their understanding of the divine.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Packard wrestles off his jacket and shirt. He ignores me, leaning far over to the side, reaching down into the rocks. He comes back with a handful of slime, which he swipes across his chest, smearing it over the solid planes of his muscles. “What the hell are you doing?” “Interfering with his concentration. Vulnerability and a lack of logic will disturb him. And the bricks exert a pull…” “Hold up!” he calls out. “I have to tell you something! Midcity is purchasing the Great Wall of China!” What? Has he gone insane? “Midcity is importing the wall, brick by brick, right now!” He strides, totally unprotected, toward where the Brick Slinger hides. “They’re bringing it here on a boat, in its raw brick form, to be deposited in the Maverick’s stadium!

I’m very hesitant to ever be a part of a church again, because I don’t want to get stuck inside walls and miss out on all of these relationships that form the basis of my understanding of God.

CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom. And yet when the cup of power neared his lips, he became strangely hesitant, reluctant, perhaps coy. He returned to Apple officially in January 1997 as a part-time advisor, as he had told Amelio he would. He began to assert himself in some personnel areas, especially in protecting his people who had made the transition from NeXT. But in most other ways he was unusually passive. The decision not to ask him to join the board offended him, and he felt demeaned

April 26th, 2014 is not only the day of the Alamogordo dig, it’s also my mother’s 78th birthday. How perfect is that? Without her, I wouldn’t be here. Of course, with her I might not be here either. She didn’t want me to go to Atari. When I announced I was leaving Hewlett-Packard to go make games, she told me I was throwing my life away. She told me I wasn’t her son, because no child of hers would do such a stupid thing. She came around though. After I made several million-sellers and put an addition on her home, she told me it was a good thing I had listened to her and gone into computers. This may shed some light on how my background prepared me for becoming a therapist, and before that a client. After all, if it weren’t for families, there would be no therapists.

Thanks to her work, the state of Illinois passed a “Bill for the Protection of Personal Liberty,” which guaranteed that all who were accused of insanity would be able to defend themselves in front of a jury—since doctors, it was recognized, could be bought and sold. (There were negatives to Packard’s reforms, as jurors could be grossly ignorant about matters related to mental illness.)

The most important thing to understand is that the job of a big company executive is very different from the job of a small company executive. When I was managing thousands of people at Hewlett-Packard after the sale of Opsware, there was an incredible number of incoming demands on my time. Everyone wanted a piece of me. Little companies wanted to partner with me or sell themselves to me, people in my organization needed approvals, other business units needed my help, customers wanted my attention, and so forth. As a result, I spent most of my time optimizing and tuning the existing business. Most of the work that I did was “incoming.” In fact, most skilled big company executives will tell you that if you have more than three new initiatives in a quarter, you are trying to do too much. As a result, big company executives tend to be interrupt-driven. In contrast, when you are a startup executive, nothing happens unless you make it happen. In the early days of a company, you have to take eight to ten new initiatives a day or the company will stand still. There is no inertia that’s putting the company in motion. Without massive input from you, the company will stay at rest.

I realize the church isn’t perfect, and it’s made up of people who aren’t perfect, and I’m not perfect either, but the church needs to see that there are things that are broken about the structure, not the people.

He asked her to stop attending the class. “I am willing to say to the class,” Elizabeth offered, “that as…Mr. Packard [has] expressed a wish that I withdraw my discussions…I do so, at [his] request.”54 But that wouldn’t do. That would only draw attention to her divergent views. “No,” Theophilus responded crossly. “You must tell them it is your choice to give them up.” Elizabeth exclaimed truthfully, “But, dear, it is not my choice!

A company has a responsibility beyond making a profit for stockholders; it has a responsibility to recognize the dignity of its employees as human beings, to the well-being of its customers, and to the community at large.

Carly Fiorina took over Hewlett-Packard shortly before the tech bubble burst. Anne Mulcahy got a shot at being the first female CEO at Xerox—precisely as the company was being investigated by the SEC. What do these leaders have in common? They are women. Women who were given big responsibilities right as the shit hit the fan. Which meant that when they failed—almost inevitably—the problem was blamed on them, not the surrounding circumstances.

In 1968, when he was thirteen, Steve discovered a part was missing from one of his kits. The kit was made by Hewlett-Packard, a big company in Silicon Valley that developed and made parts for computers. Steve got a phone book and looked up the number of Bill Hewlett. He was one of the founders of the company. Steve called him to complain. By the time they got off the phone, Hewlett had offered Steve a summer job and promised him a bagful of machine parts. What was Steve’s answer?

Markkula replied that lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. “Apple has been sidelined by Microsoft in the PC business,” Markkula said. “You’ve got to reinvent the company to do some other thing, like other consumer products or devices. You’ve got to be like a butterfly and have a metamorphosis.” Jobs didn’t say much, but he agreed.

Victoria and Albert speedily assented. In Stockmar’s undertaking to “strengthen the good [and] subdue … the evil dispositions of our Nature,” Vicky would come through relatively psychologically intact. Her brother Bertie would not be so fortunate.

It is dangerous to asume that people can be trusted to behave in a rational way (...) What the probers are looking for, of course, are the "whys" of our behavior, so that they can more effectively manipulate our habits and choices in their favor.

Our respondents also told us they’d encountered church planters, missional pastors, and on-campus religious groups who had utilized a “relationship first” model in which they were exhorted to make friends with people, gain their trust, and then invite them to church. Our respondents found these “shadow missions” abhorrent. The idea of pursuing relationships or conversations with an ulterior motive was anathema to them. They rejected the goal of shadow missions: to get people to come to God and/or the church.

Son of a bitch. She was blackmailing him. He had to hand it to her, she was clever. “How about one interview?” “How about you get rid of what’s-her-name without my help?” Kelly replied sweetly. “Fine,” he gritted out. “But you’d better make this good.” “Kayla isn’t the only actress in the family.” She reached up and patted his cheek with her key card. “I’ve dabbled in the performing arts myself. I played Kate in Taming of the Shrew when I was in college.” “I can’t think of a better part for you,” he snapped. “Let’s get this over with.

Poor Vanderbilt! How I pity you; and this is honest. You are an old man, and ought to have some rest, and yet you have to struggle, and deny yourself, and rob yourself of restful sleep and peace of mind, because you need money so badly. I always feel for a man who is so poverty ridden as you. Don’t misunderstand me, Vanderbilt. I know you own seventy millions; but then you know and I know, that it isn’t what a man has, that constitutes wealth. No—it is to be satisfied with what one has; that is wealth. —MARK TWAIN, PACKARD’S MONTHLY, MARCH 1869

results in binary code with little lights. When it was finished, Fernandez told Wozniak there was someone at Homestead High he should meet. “His name is Steve. He likes to do pranks like you do, and he’s also into building electronics like you are.” It may have been the most significant meeting in a Silicon Valley garage since Hewlett went into Packard’s thirty-two years earlier. “Steve and I just sat on the sidewalk in front of Bill’s house for the longest time, just sharing stories—mostly about pranks we’d pulled, and also what kind of electronic designs

The structures that dominate most churches work very well for the large segment of the congregation that’s not particularly involved, or interested in being involved. But these same structures are not only ineffective for the most active members, they are actually driving them away.

By 1996 Apple’s share of the market had fallen to 4% from a high of 16% in the late 1980s. Michael Spindler, the German-born chief of Apple’s European operations who had replaced Sculley as CEO in 1993, tried to sell the company to Sun, IBM, and Hewlett-Packard. That failed, and he was ousted in February 1996 and replaced by Gil Amelio, a research engineer who was CEO of National Semiconductor. During his first year the company lost $1 billion, and the stock price, which had been $70 in 1991, fell to $14, even as the tech bubble was pushing other stocks into the stratosphere.

Jobs’s ambition was to build a company that would endure, and he asked Markkula what the formula for that would be. Markkula replied that lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. “Apple has been sidelined by Microsoft in the PC business,” Markkula said. “You’ve got to reinvent the company to do some other thing, like other consumer products or devices. You’ve got to be like a butterfly and have a metamorphosis.” Jobs didn’t say much, but he agreed.

The princess wrote to her mother of her feelings about these activities: “ … if one never sees poverty and always lives in that cold circle of Court people, one’s good feelings dry up, and I feel the want of going about and doing the little good that is in my power.” She added that “I am sure you will understand this.

As our respondents show when discussing these tensions, the failure of the church to adapt to new cultural realities is a fundamental issue driving the dechurched movement. In short, what worked for churches to attract and keep people in the 1980s or 1990s can be the same practices that drive people away in the 2000s.

They drove for a while. Clayton wasn’t going to speak unless spoken to and kept his lips squished to keep something stupid from flying out. Now that it wasn’t his two dumb feet moving him, he got agitated and scanned for police cars. Rebuked himself for not staying out of sight longer. He pictured Freddie Rich at the head of the posse, holding a flashlight, the sun gleaming off the big buffalo belt buckle Clayton knew so well—the sight of it, the clatter of it on the concrete floor. The houses got closer together and the Packard eased through a short main street, the boy sinking in his seat but trying not to let the man notice. Then they were on a quiet road once more.

They spent the rest of the time talking about where Apple should focus in the future. Jobs’s ambition was to build a company that would endure, and he asked Markkula what the formula for that would be. Markkula replied that lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. “Apple has been sidelined by Microsoft in the PC business,” Markkula said. “You’ve got to reinvent the company to do some other thing, like other consumer products or devices. You’ve got to be like a butterfly and have a metamorphosis.” Jobs didn’t say much, but he agreed.

I wondered how in the world I could possibly sleep now, knowing a wonderful girl who loved me was just down the hall. Slipping into Johnny's pajamas, I figured I might as well see what Perry and Della were up to. The detective yarn was good enough to distract me from a million questions I had no answers to, and in a short while my eyelids grew heavy. I barely managed to mark my place before exhaustion overcame me. It had been the most eventful day in my memory, and that included the War. I had wrecked — though not seriously — my new Packard, bought a lovely home by the sea, met a girl who was supposed to be dead but wasn't, fallen in love with said girl, made a new friend named Carol, and went on an unexpected ghost hunt. I wondered what tomorrow would bring…

He had told Larry Ellison that his return strategy was to sell NeXT to Apple, get appointed to the board, and be there ready when CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom.

Hewlett-Packard conducted a study to figure out how to get more women into top management. These numbers say it all: The authors found that the women working at H-P applied for promotions only when they believed they met 100 percent of the qualifications necessary for the job. The men were happy to apply when they thought they could meet 60 percent of the job requirements. So, essentially, women feel confident only when we are perfect. Or practically perfect. Underqualified and underprepared men don’t think twice about leaning in. Overqualified and overprepared, too many women still hold back. And the confidence gap is an additional lens through which to consider why it is women don’t lean in. Even when we are prepared to tolerate the personal disruption that comes with aiming high, even when we have plenty of ambition, we fundamentally doubt ourselves.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I

I’m glad you’re coming on the road trip.” Matt took a step back, putting space between them. “Why?” He searched her face, his gaze lingering briefly on her lips. “Because now I don’t have to wait two weeks to kiss you again.” His words, along with the raw heat in his eyes, ignited a sudden, fierce longing inside of her that almost knocked her off of her feet. Stunned by its onslaught, she pressed her palms to the car for support and took a deep breath to regain her equilibrium. “You’re presuming I want you to kiss me again,” she said in her haughtiest tone. A smile teased the corner of his mouth. “I think you want me to do a lot more than that.” “You’re wrong.” Actually, he was right, but there was no way in hell she was going to admit that to him. No way in hell. “Am I?” Matt fished his keys from his front pocket and flashed a cocky grin. “I guess we’ll find out.

A botanist would have been stumped, coming across a tree like this one. Yet, if we are to judge a tree by its fruit, it was clearly an avocado. I picked the fruit, sliced it open, and tasted it to make sure. There was no doubt in my mind. If it looks like an avocado and tastes like an avocado, it has got to be an avocado. However, the tree itself had a white bark like that of a birch and its sap tasted like birch juice. Its leaves were delicate like that of a cypress, while its trunk and the root system reminded me of a baobab. Could it be that someone had grafted an avocado on to a baobab tree? And if so, why the bark so white and the leaves so, well, feathery, and delicate yet bold like a dragonfly’s wing? Why is there not another tree like it nearby? Where had the seed of this tree come from? I had no answer. So, I put the seed of the fruit in my pocket and took it home with me to see if I could make it grow.

They recruited senior research scientists from different local companies as subjects, and asked them to bring with them to the sessions at least two different problems on which they had been working without success for at least three months. These subjects were executives at Hewlett-Packard, fellows at the Stanford Research Institute, architects, and designers. Among them were the people who would design the first silicon chips, create word processing, and invent the computer mouse. Fadiman and his colleagues administered one-hundred-microgram doses of LSD to the subjects and guided them through the next hours as they puzzled over their intractable problems.*3 The subjects worked on their problems and took a variety of psychometric tests. The results were striking. Many of the subjects experienced flashes of intellectual intuition. Their performance on the psychometric tests improved, but, more important, they solved their thorny equations and problems. According to Fadiman, “A number of patents, products, and publications emerged out of that study.

At different times in the past, there were companies that exemplified Silicon Valley. It was Hewlett-Packard for a long time. Then, in the semiconductor era, it was Fairchild and Intel. I think that it was Apple for a while, and then that faded. And then today, I think it’s Apple and Google—and a little more so Apple. I think Apple has stood the test of time. It’s been around for a while, but it’s still at the cutting edge of what’s going on. It’s easy to throw stones at Microsoft. They’ve clearly fallen from their dominance. They’ve become mostly irrelevant. And yet I appreciate what they did and how hard it was. They were very good at the business side of things. They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but he’s really not. He’s a businessperson. Winning business was more important than making great products. He ended up the wealthiest guy around, and if that was his goal, then he achieved it. But it’s never been my goal, and I wonder, in the end, if it was his goal. I admire him for the company he built—it’s impressive—and I enjoyed working with him. He’s bright and actually has a good sense of humor. But Microsoft never had the humanities and liberal arts in its DNA. Even when they saw the Mac, they couldn’t

You must have some new inventions that we did not have in my time. Tell me about your most modern things." "I think the best things are the bicycle trails. Since 1997 they've allowed no new roads to be built—only bike trails—and now there are as many miles of bike trails as there are of roads for cars." "So you can really bike all over the country?" you ask. "Sure—and not alongside buses and trucks and crazy drivers, but through forests and across plains and deserts and along rivers and streams. I sometimes feel like biking forever that way, and there are hostels for bikers where you can sleep in comfort for almost nothing. Most of the cost is paid for by taxes on gasoline.

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century. I asked Jobs why he wanted me to be the one to write his biography. “I think you’re good at getting people to talk,” he replied. That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months,

Rain pounded on the Packard, reverberating through the car and into her bones. The wipers going full speed, banging on the steel frame of the windshield like a metronome out of control, she still could not see more than a few feet in front of her.

Epson is upbeat about prospects for sales of inkjet printers to businesses, which now rely on laser printers from rivals such as Hewlett-Packard Co., Canon Inc. and Xerox Corp.

RPX's current members include such giants as Apple, Amazon, Cisco, Dell, eBay, Google, Hewlett-Packard, HTC, IBM, Intel, LG, Microsoft, Oracle, Samsung, Sony, T-Mobile, and Verizon.

A great company is more likely to die of indigestion from too much opportunity than starvation from too little.” —Packard’s Law

Performance (1992). Using the term ‘adaptive’ and ‘non-adaptive’ to describe high and low performing cultures, they studied over 200 firms, including Hewlett-Packard, Xerox, ICI and Nissan, and concluded that adaptive cultures, those that are flexible enough to evolve with changing market conditions, tended to perform better economically than non-adaptive cultures.

To date, there is no strong empirical support for claims that automating medical record keeping will lead to major reductions in health-care costs or significant improvements in the well-being of patients. But if doctors and patients have seen few benefits from the scramble to automate record keeping, the companies that supply the systems have profited. Cerner Corporation, a medical software outfit, saw its revenues triple, from $1 billion to $3 billion, between 2005 and 2013. Cerner, as it happens, was one of five corporations that provided RAND with funding for the original 2005 study. The other sponsors, which included General Electric and Hewlett Packard, also have substantial business interests in health-care automation. As today’s flawed systems are replaced or upgraded in the future, to fix their interoperability problems and other shortcomings, information technology companies will reap further windfalls.

Packard and Giles entreated Rockefeller for a donation to secure the school on a permanent footing: “Give it a name; let it if you please be called Rockefeller College, or if you prefer let it take your good wife’s Maiden name or any other which suits you.” Although Rockefeller retired the $5,000 debt, he humbly declined to use his own name. Instead, in a fitting tribute to his in-laws, he opted for the Spelman name, thus giving birth to Spelman Seminary, renamed Spelman College in 1924. It developed into one of America’s most respected schools for black women, counting Martin Luther King, Jr.’s mother and grandmother among its many prominent alumnae.