Pipeline Work Quotes

Granny Weatherwax was often angry. She considered it one of her strong points. Genuine anger was one of the world's greatest creative forces. But you had to learn how to control it. That didn't mean you let it trickle away. It meant you dammed it, carefully, let it develop a working head, let it drown whole valleys of the mind and then, just when the whole structure was about to collapse, opened a tiny pipeline at the base and let the iron-hard stream of wrath power the turbines of revenge.

Genuine anger was one of the world’s great creative forces. But you had to learn how to control it. That didn’t mean you let it trickle away. It meant you dammed it, carefully, let it develop a working head, let it drown whole valleys of the mind and then, just when the whole structure was about to collapse, opened a tiny pipeline at the base and let the iron-hard stream of wrath power the turbines of revenge.

There is no easy button in sales. Prospecting is hard, emotionally draining work, and it is the price you have to pay to earn a high income.

non-violence is not to be treated as a holy covenant or rite, then one must adopt the explicitly anti-Gandhian position of Mandela: ‘I called for non-violent protest for as long as it was effective’, as ‘a tactic that should be abandoned when it no longer worked.

A bigger hurdle, once we drill down into it, is the basic assumption that underlies the pipeline theory: that we are fair in the first place.

And yet the most jarring part of the grassroots anti-extraction uprising has been the rude realization that most communities do appear to lack this power; that outside forces—a far-off central government, working hand-in-glove with transnational companies—are simply imposing enormous health and safety risks on residents, even when that means overturning local laws. Fracking, tar sands pipelines, coal trains, and export terminals are being proposed in many parts of the world where a clear majority of the population has made its opposition unmistakable, at the ballot box, through official consultation processes, and in the streets.

Overcoming doesn't work. There is a universal law of human behavior: You cannot argue another person into believing that they are wrong. The more you push another person, the more they dig their heels in and resist you.

In fact, to be successful as a first-time manager requires a major transition for which many people are not adequately prepared. Perhaps the most difficult aspect of this transition is that first-time managers are responsible for getting work done through others rather than on their own.

This work will only mater if it's sustained. To sustain it, people have to believe that the myriad small, incremental actions matter. That they matter even when the consequences aren't immediate or obvious. They must remember that often when you fail at your immediate objective—to block a nominee or a pipeline or to pass a bill—that, even then, you may have changed the whole framework in ways that make broader change more possible. You may change the story or the rules, give tools, templates, or encouragements to future activists, and make it possible for those around you to persist in their efforts.

By the end of the twentieth century Interpol was ranking art crime as one of the world’s most profitable criminal activities, second only to drug smuggling and weapons dealing. The three activities were related: Drug pushers were moving stolen and smuggled art down the same pipelines they used for narcotics, and terrorists were using looted antiquities to fund their activities. This latter trend began in 1974, when the IRA stole $32 million worth of paintings by Rubens, Goya, and Vermeer. In 2001, the Taliban looted the Kabul museum and “washed” the stolen works in Switzerland. Stolen art was much more easily transportable than drugs or arms. A customs canine, after all, could hardly be expected to tell the difference between a crap Kandinksy and a credible one.

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

This complicated picture means that each of our paths to reshaping the world must pass directly through violence against women. Whether our passion is to improve healthcare access, end school-to-prison pipelines, increase the GDP, build an immigration system that respects the dignity of human beings, or create pathways to justice - all of that work requires ending and responding effectively to violence against women.

We are organisms, not angels, and our minds are organs, not pipelines to the truth. Our minds evolved by natural selection to solve problems that were life and death matters to our ancestors, not to commune with correctness and answer any question we are capable of asking. We cannot hold ten thousand words in short-term memory. We cannot see in ultraviolet light. And perhaps we cannot solve conundrums like free will and sentience.

In August 1917, white, Black, and Muskogee tenant farmers and sharecroppers in several eastern and southern Oklahoma counties took up arms to stop conscription, with a larger stated goal of overthrowing the US government to establish a socialist commonwealth. These more radically minded grassroots socialists had organized their own Working Class Union (WCU), with Anglo-American, African American, and Indigenous Muskogee farmers forming a kind of rainbow alliance. Their plan was to march to Washington, DC, motivating millions of working people to arm themselves and to join them along the way. After a day of dynamiting oil pipelines and bridges in southeastern Oklahoma, the men and their families created a liberated zone where they ate, sang hymns, and rested. By the following day, heavily armed posses supported by police and militias stopped the revolt, which became known as the Green Corn Rebellion.

We found it helpful to think of such cross-functional projects as a kind of tax, a payment one team had to make in support of the overall forward progress of the company. We tried to minimize such intrusions but could not avoid them altogether. Some teams, through no fault of their own, found themselves in a higher tax bracket than others. The Order Pipeline and Payments teams, for example, had to be involved in almost every new initiative, even though it wasn’t in their original charters.

Decisions made decades or even centuries ago—how we treat wastewater, the use of alternating current instead of direct current for electricity grids, pipelines laid for fossil fuels—all of these shape not just the technologies and systems in use today but those that haven’t yet been built. That continuity means there’s a path dependence—that the kinds of systems we have today depend on the characteristics of the systems that came before—in addition to growth and accumulation, as these systems build on each other. We now live surrounded by technological systems of nearly unimaginable scale, extent, and complexity.

Since the beginning of the electric grid, utilities have placed most power plants close to America’s rapidly growing cities, because it was relatively easy to use railroads and pipelines to ship fossil fuels from wherever they were extracted to the power plants where they’d be burned to make electricity. As a result, America’s power grid relies on railroads and pipelines to move fuels over long distances to power plants, and then on transmission lines to move electricity over short distances to the cities that need it. That model doesn’t work with solar and wind. You can’t ship sunlight in a railcar to some power plant; it has to be converted to electricity on the spot. But most of America’s sunlight supply is in the Southwest, and most of our wind is in the Great Plains, far from many major urban areas.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Outbound Prospecting (aka "Cold Calling 2.0"):: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in a while, it generates actual results!

This had to be Finn Dalton’s mother. It simply had to be. From the moment Nash had given Carrie what seemed like the impossible assignment of interviewing Finn, she’d looked for out-of-the-box ways to locate him. Her mother’s mention of work on the Alaskan pipeline and that many of those employed came from Washington State had led to a breakthrough. At least she hoped so. The search led Carrie to the birth record for a Finnegan Paul Dalton, not in Alaska but in her own birth state of Washington. That record revealed his mother’s name—Joan Finnegan Dalton—which then led to a divorce decree, along with a license for a second marriage several years later. Tax records indicated that Joan, whose married name was now Reese, continued to reside in Washington State. Her hope was that Joan Dalton Reese would be willing to help Carrie find Finn.

The narcissistic love match is inherently unstable. Any intrusion of reality can destabilize the relationship, leading to chronic or intermittent conflict, misery, trips to the couple counselor, or traumatic ruptures that bring the union to an end. When the narcissist can find support outside the relationship – career, family, friends, or other interests- that keep him or her feeling pumped up, the pressure on the partner may be minimal. But frustrations at work, job loss or retirement, disruptions in other needed relationships, and losses in status or rewards from other pipelines usually lead to more demands on the partner to pick up the slack. It is the nature of human beings to seek more satisfying solutions to life’s challenges over time and to strive toward a fully realized evolution of Self. Even a seed of emotional health wants to grow. Just as primary narcissism is a transient state in early childhood, so may narcissistic relationships be way stations on our journey to mature love. But sometimes the hard part is figuring out if, when, and how to move on.

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

You’re better off focusing on getting your story into a trade publication or picked up by a niche blogger. With these outlets, the barrier is much lower. You can send an e-mail and get a response (and maybe even a post) the same day. There’s no editorial board or PR person involved. There’s no pipeline your message has to go through.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

The myth that the phone no longer works—because people don't answer—is disproven daily in our Fanatical Prospecting Boot Camps. The myth is disproven by our sales team at Sales Gravy and with thousands of sales teams across the country that survive and thrive on the phone. The statistics don't lie. We see between a 15 percent and 80 percent contact rate on the phones depending on the industry, product, and role level of the contact. For example, in the business services segment, contact rates are consistently between 25 and 40 percent. This, by the way, is far higher than response rates with e-mail and light-years higher than those of social prospecting. All

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

Page 67: For jobs that require a college degree, race differences in cognitive ability in the workplace should be minimized by the process of obtaining that college degree. But it hasn’t worked that way since at least the 1970s. Colleges have been complicit in transmitting the mean IQ differences by race in the general population not only through the college pipeline but through the graduate-education pipeline as well.

Page 67: For jobs that require a college degree, race differences in cognitive ability in the workplace should be minimized by the process of obtaining that college degree. But it hasn’t worked that way since at least the 1970s. Colleges have been complicit in transmitting the mean IQ differences by race in the general population not only through the college pipeline but through the graduate-education pipeline as well.” Page 76: The mean IQs of Africans and Latins increase with each higher category, just as the European means do, but the size of the difference generally keeps pace. In the case of the European–African difference, the size of the difference tends to increase along with IQ, from 1.01 SDs for occupations with European mean IQs under 100 to 1.20 SDs for European mean IQs of 110 or higher.

Management becomes more complex, too, because the staff has to reach across the organization at a level and consistency you never had to before: different departments, groups, and business units. For example, analytics and business intelligence teams never had to have the sheer levels of interaction with IT or engineering. The IT organization never had to explain the data format to the operations team. From both the technical and the management perspectives, teams didn’t have to work together before with as high of a bandwidth connection. There may have been some level of coordination before, but not this high. Other organizations face the complexity of data as a product instead of software or APIs as the product. They’ve never had to promote or evangelize the data available in the organization. With data pipelines, the data teams may not even know or control who has access to the data products. Some teams are very siloed. With small data, they’ve been able to get by. There wasn’t ever the need to reach out, coordinate, or cooperate. Trying to work with these maverick teams can be a challenge unto itself. This is really where management is more complicated.

Step 1: Intro “Is this Nancy Kowalczik? Koh - wal - chik.” “Yes” “Hey, It’s Justin Michael from Acme Corp.” Step 2: Route “Just curious... Who’s in charge of your CX strategy?” “Why, what’s this about?” “I have some CX tech but don’t want to waste your time... just curious who heads up CX, does that roll up to you?” Step 3: Ruin (Peel the Onion) “Yes” “How do you do that now? Do you handle it internally or work with a 3rd party?

Paulson surveyed the market and saw one large competitor. There was a pipeline company called Williams Brothers, which shipped about a hundred thousand barrels of gasoline into the Minnesota area each day. Paulson knew that it cost about 6 cents per gallon to ship the gas from the Gulf Coast, where most American refineries were located. This meant that Koch had a 6-cent advantage over Williams Brothers that it could exploit. “I said, ‘We can expand. And we can dry up Williams Brothers,’ ” Paulson recalled. The strategy worked.

Granny Weatherwax was often angry. She considered it one of her strong points. Genuine anger was one of the world’s great creative forces. But you had to learn how to control it. That didn’t mean you let it trickle away. It meant you dammed it, carefully, let it develop a working head, let it drown whole valleys of the mind and then, just when the whole structure was about to collapse, opened a tiny pipeline at the base and let the iron-hard stream of wrath power the turbines of revenge.

It happened two days ago. Some dump between Le Havre and Rouen. Notre-Dame-de-Gravenchon—how’s that for a name? Bodies unearthed on the banks of the Seine—you must have heard about it on the tube.” “That thing at the construction site, where they’re laying a pipeline?” “Right. The media was all over it. They were already there because the site itself is such a hot-button issue. They discovered five stiffs with their skulls sawed off. Criminal Investigations in Rouen is on the scene, working with the local cops. Their DA was about to send in the CSI boys, but in the end we caught it. I can’t say I’m too thrilled—in this weather, it’s disgusting.

The pipeline that supplies the educated workforce is clock-full of women at the entry level, but by the time that same pipeline is filling leadership positions, it is overwhelmingly stocked with men.

Unexpected emergency plumbers Unexpected emergency plumber is? If your own group, but probably the same dress isn’t in the middle, where they start imitating the pool, the owner most likely to smoke. This is certainly a task that will require a qualified plumber, clean bathrooms and sinks in each backup, and even the simple addition of a new line of right tubes. Unfortunately, there are elements that do not require any old plumber, but a situation of sudden emergency, like H2O uncontrolled always works with tap water and start flooding the marsh peace. However, they are high quality. How can I tell if other service providers should be, or not? Are you sure you need a plumber crisis? Shortly before speaking to the installer should complete the water supply or the probability that the water line, the rack provides back. It is in order to avoid problems with the drinking water. He is not only very welcome to complete the water flow. After the arrest of H2O oneself've, evaluates the circumstances. If the problem is a bathroom fully equipped, bathroom once, until dawn, so the long-term wear’s each washing. He is a very potential and are reluctant to get up early in the morning when you are ready for self-determination, these solutions makes the kitchen sink, toilet and a lounge. In fact, you can get away from high fire call 24 hours a plumber at night for a few hours or during holidays or weekends to stay. In an interview with an unexpected emergency plumbers Unfortunately, when the time of the suspension of H2O and objective analysis and emergency may not be present, created only for contacting unexpected emergency sanitary and easy and to take concerns in writing to the other include some content his hands to keep the person. Preliminary interviews hydraulic range is trying to understand a lot of the other Box difficulties. Other personal data and many other facts themselves can be better able to assess the management of the crisis and the calculation of the payments change. Is a great addition to the amount pipeline management principle affects many, if not yet in a plumber decision. In fact, bought a lot of contact carrier price quotes can also sometimes significant price differences. Also check out the views of the services is in his hands. Some of the costs only in the room, even if they, after maintenance. Well, the result have, as it in this area before the season and it is surprising simply be a monthly bill. Please ask to get the price of maintenance. 24 hours plumber not calculates the direction of providing greater than a cell phone, and requires separate installation scenario earlier selection. But it can be equipped with a direction to select difficulty of defining and thinking about the cost, if he succeeded in presenting the sewage system in unforeseen emergencies. Ask will differ plumber state and talk about their own crisis normal or common prices. If you need to contact the unexpected rescue tend to check an unexpected emergency plumber to the self to take us in the direction of first, so that you can be your own ready to talk to the plumber, one after another, much better, then you determine the value.

Platforms beat pipelines because platforms scale more efficiently by eliminating gatekeepers. Until recently, most businesses were built around products, which were designed and made at one end of the pipeline and delivered to consumers at the other end.* Today, plenty of pipeline-based businesses still exist—but when platform-based businesses enter the same marketplace, the platforms virtually always win.

Most salespeople never get lucky because they only do the minimal amount of prospecting required to just squeak by, and when they do start prospecting (usually out of desperation), they expect instant miracles. When those miracles don't happen, they gripe that prospecting doesn't work and crawl back into the warm comfort of mediocrity.

Aren’t our dresses exquisite?” Performing a few happy waltz steps, Corinna turned in a circle. “Um, yes. Pull your sleeves up, Juliana, will you?” She tugged at them, but the dress was designed to be off the shoulder. “They won’t go.” He eyed their dresses’ high waistlines and scooped necklines, designed to accentuate the bust. “You’re all going to cover”—at an apparent loss for words, he patted his own chest—“with one of those scarf things, right?” “A fichu?” Madame sniffed. “I think not. These are evening gowns, my lord.” “They don’t look like the pictures my sisters showed me.” “The pictures were but a starting point, my lord. By the time the fashion plates make it here from France, they’re already beginning to pass out of style.” “We shall not be caught in last month’s fashions,” Juliana added. “These gowns are the thing.” “Not in this house, they aren’t!” “Griffin. Good news. The foundry will have the new part cast by the end of the day.” Tris walked in, scanned the room with a low whistle, and settled on Alexandra. “By George, you ladies will put every other girl to shame.” “My sisters won’t be wearing these dresses,” Griffin said. “Of course they will.” Tris tore his gaze from Alexandra and turned to his friend. “While I take apart the pump, you’ll want to head out to the vineyard and see that work on the new pipeline is resumed.” “Very well.” Griffin turned to leave, then swiveled back. “I’m not paying for those dresses,” he warned. “Not until they’re made decent.” Madame Rodale gave a little French-sounding “hmmph.” Tris laughed. “Listen to yourself, old man. You’ve been on campaign far too long. Don’t you want men to find your sisters appealing? Irresistible? Marriageable?” “Not if they’re men like…” “Like us?” Tris suggested helpfully. Griffin’s “hmmph” put the mantua-maker’s to shame. “I need to get to the vineyard,” he muttered and left. “Madame

In recent years, more and more businesses are shifting from the pipeline structure to the platform structure. In this shift, the simple pipeline arrangement is transformed into a complex relationship in which producers, consumers, and the platform itself enter into a variable set of relationships.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

The atmosphere may be where the weather lives, but it speaks to the ocean, the land, and sea ice on a regular basis. Consider them influential friends that are capable of forcing the atmosphere to behave in ways that are sometimes, as in the case of ENSO, predictable. The hope is that if scientists can untangle all the messy relationships at work within our climate system, we should be better able to keep people out of harm’s way. The farther we can extend human memory, the longer out in time a society can see, and the better prepared we’ll be for what’s in the pipeline.

My conclusion at the time was that finalizing the story before production began was still a worthy goal—we just hadn’t achieved it yet. As we continued to make films, however, I came to believe that my goal was not just impractical but naïve. By insisting on the importance of getting our ducks in a row early, we had come perilously close to embracing a fallacy. Making the process better, easier, and cheaper is an important aspiration, something we continually work on—but it is not the goal. Making something great is the goal. I see this over and over again in other companies: A subversion takes place in which streamlining the process or increasing production supplants the ultimate goal, with each person or group thinking they’re doing the right thing—when, in fact, they have strayed off course. When efficiency or consistency of workflow are not balanced by other equally strong countervailing forces, the result is that new ideas—our ugly babies—aren’t afforded the attention and protection they need to shine and mature. They are abandoned or never conceived of in the first place. Emphasis is placed on doing safer projects that mimic proven money-makers just to keep something—anything!—moving through the pipeline (see The Lion King 1½, a direct-to-video effort that came out in 2004, six years after The Lion King 2: Simba’s Pride). This kind of thinking yields predictable, unoriginal fare because it prevents the kind of organic ferment that fuels true inspiration. But it does feed the Beast.

One important lesson to take away from this is that you should always take care of any administrative things the code must do during initialization. This may include allocating memory, or reading configuration from a file, or even precomputing some values that will be needed throughout the lifetime of the program. This is important for two reasons. First, you are reducing the total number of times these tasks must be done by doing them once up front, and you know that you will be able to use those resources without too much penalty in the future. Secondly, you are not disrupting the flow of the program; this allows it to pipeline more efficiently and keep the caches filled with more pertinent data. We also learned more about the importance of data locality and how important simply getting data to the CPU is. CPU caches can be quite complicated, and often it is best to allow the various mechanisms designed to optimize them take care of the issue. However, understanding what is happening and doing all that is possible to optimize how memory is handled can make all the difference. For example, by understanding how caches work we are able to understand that the decrease in performance that leads to a saturated speedup no matter the grid size in Figure 6-4 can probably be attributed to the L3 cache being filled up by our grid. When this happens, we stop benefiting from the tiered memory approach to solving the Von Neumann bottleneck.

If you’re working on long-running scientific problems where each job takes many seconds (or longer) to run, then you might want to review Gael Varoquaux’s joblib. This tool supports lightweight pipelining; it sits on top of multiprocessing and offers an easier parallel interface, result caching, and debugging features.

Having enough other opportunities to work on is the best position a salesperson and his or her company can be in. A full pipeline gives salespeople the strongest position from which to negotiate—the ability to say no.

Prisoners of hope describes salespeople who have, for the most part, stopped working the sales process and ceased pursuing new opportunities because they are so hopeful the precious few deals in their pipeline are going to close. They spend (waste) most of their time talking about, worrying about, wondering about, that good-size contract that was predicted to close last month but didn’t. Instead of doing the wise and responsible thing—spreading their effort across target accounts and opportunities in various stages of the sales cycle—they lock up, becoming prisoners to deals in the pipeline that are now getting stale and starting to grow mold.

Sales development should be teeing up introductory meetings so that the account executive can do the work of educating the prospect and developing that curiosity into interest. If

Marc Goodman is a cyber crime specialist with an impressive résumé. He has worked with the Los Angeles Police Department, Interpol, NATO, and the State Department. He is the chief cyber criminologist at the Cybercrime Research Institute, founder of the Future Crime Institute, and now head of the policy, law, and ethics track at SU. When breaking down this threat, Goodman sees four main categories of concern. The first issue is personal. “In many nations,” he says, “humanity is fully dependent on the Internet. Attacks against banks could destroy all records. Someone’s life savings could vanish in an instant. Hacking into hospitals could cost hundreds of lives if blood types were changed. And there are already 60,000 implantable medical devices connected to the Internet. As the integration of biology and information technology proceeds, pacemakers, cochlear implants, diabetic pumps, and so on, will all become the target of cyber attacks.” Equally alarming are threats against physical infrastructures that are now hooked up to the net and vulnerable to hackers (as was recently demonstrated with Iran’s Stuxnet incident), among them bridges, tunnels, air traffic control, and energy pipelines. We are heavily dependent on these systems, but Goodman feels that the technology being employed to manage them is no longer up to date, and the entire network is riddled with security threats. Robots are the next issue. In the not-too-distant future, these machines will be both commonplace and connected to the Internet. They will have superior strength and speed and may even be armed (as is the case with today’s military robots). But their Internet connection makes them vulnerable to attack, and very few security procedures have been implemented to prevent such incidents. Goodman’s last area of concern is that technology is constantly coming between us and reality. “We believe what the computer tells us,” says Goodman. “We read our email through computer screens; we speak to friends and family on Facebook; doctors administer medicines based upon what a computer tells them the medical lab results are; traffic tickets are issued based upon what cameras tell us a license plate says; we pay for items at stores based upon a total provided by a computer; we elect governments as a result of electronic voting systems. But the problem with all this intermediated life is that it can be spoofed. It’s really easy to falsify what is seen on our computer screens. The more we disconnect from the physical and drive toward the digital, the more we lose the ability to tell the real from the fake. Ultimately, bad actors (whether criminals, terrorists, or rogue governments) will have the ability to exploit this trust.

The industrial world of pipelines relies heavily on push. Consumers are accessed through specific marketing and communication channels that the business owns or pays for. In a world of scarcity, options were limited, and getting heard often sufficed to get marketers and their messages in front of consumers. In this environment, the traditional advertising and public relations industries focused almost solely on awareness creation—the classic technique for “pushing” a product or service into the consciousness of a potential customer. This model of marketing breaks down in the networked world, where access to marketing and communication channels is democratized—as illustrated, for example, by the viral global popularity of YouTube videos such as PSY’s “Gangnam Style” and Rebecca Black’s “Friday.” In this world of abundance—where both products and the messages about them are virtually unlimited—people are more distracted, as an endless array of competing options is only a click or a swipe away. Thus, creating awareness alone doesn’t drive adoption and usage, and pushing goods and services toward customers is no longer the key to success. Instead, those goods and services must be designed to be so attractive that they naturally pull customers into their orbit. Furthermore, for a platform business, user commitment and active usage, not sign-ups or acquisitions, are the true indicators of customer adoption. That’s why platforms must attract users by structuring incentives for participation—preferably incentives that are organically connected to the interactions made possible by the platform. Traditionally, the marketing function was divorced from the product. In network businesses, marketing needs to be baked into the platform.

It began two years earlier when Karetnikov seized the Crimean peninsula from Ukraine in broad daylight and dared the West to make him pay. As sanctions were levied against Karetnikov’s associates, the European Commission passed regulation after regulation to prevent South Stream from being built and leaned on the Bulgarian government, where the pipeline would come ashore, to end their involvement. Gazprom executives and Kremlin emissaries began clandestine pilgrimages to Bojan Siderov, the prime minister of Bulgaria, and showered the country with politically strategic investments. Ivanov warily helped the GRU, Russian military intelligence, funnel millions to Ataka, a far-right party opposed to European integration and the exploration of Bulgarian shale gas. After parliamentary elections, Ataka gained enough seats to bolster Siderov’s coalition and pass a bill clearing the way for the pipeline. Everything was in order, and even as of that morning, pipe-laying ships were at work in the Black Sea.

Donovan Burgmaier's professional journey is a testament to his adaptability and work ethic. From his role as a welder's helper and pipefitter at Bandit Pipeline Construction to his current position as a front desk worker at Turf Training Centre, he demonstrates versatility and a willingness to take on diverse challenges. Donovan's ability to thrive in dynamic environments underscores his resilience and determination to succeed.

Instead, infrastructural systems are repaired or rebuilt in modular increments, like steadily working through the replacement of water mains in a neighborhood or fixing potholes every spring. But that continuity has a flip side: it locks us into these ways of doing things. The QWERTY keyboard layout was designed to keep fast typists from jamming the keys on manual typewriters, but it’s still in use on smartphone touchscreens. Decisions made decades or even centuries ago—how we treat wastewater, the use of alternating current instead of direct current for electricity grids, pipelines laid for fossil fuels—all of these shape not just the technologies and systems in use today but those that haven’t yet been built. That continuity means there’s a path dependence—that the kinds of systems we have today depend on the characteristics of the systems that came before—in addition to growth and accumulation, as these systems build on each other. We now live surrounded by technological systems of nearly unimaginable scale, extent, and complexity.

Create your 3D Female Fantacy Warrior Character Model and Texturing by GameYan Studio. 3D Game Art Studio are among the most popular entertainment medium for people worldwide and take them into a highly interactive fantastic world that can exist only in imaginations. What are 3D games without the famous 3D character Modelling who have awed a generation? We are experts at creating 3d characters that appear extraordinarily appealing and more than graphics. Our main focus is on the 3D character Modeling and rigging for game development, Movie and short films, cinematic video content, TV advertisement & commercials animation content. Our Professional Team Of Artists Can Develop Variety Of 3d Art Content For Movie And Video Games Along With Low Optimized Characters For Mobile And Virtual Reality Interactive Games. In our modern digital workflows we use software like Autodesk Maya and ZBrush to get that same effect. This combination of tools is like working with digital clay—we are able to create a base model of the design and then sculpt on more complex details and anatomical notes. Once a Game Character Modelling Studio is finalized it’s ready for rigging and the rest of the animation pipeline. This art of modeling and Character sculpting studio characters is a wonderful blend of the technical and creative sides of the brain and a highly rewarding profession. Our team amazes you with their 3D character Models talent and expertise. We break the boundaries with our real to world 3D characters and animations, delivering a near-to-life gaming experience to the game players. Our team of highly skilled and creative 3D artists and developers generate 3D character models using the latest techniques and trends that give your game a competitive edge in the market. With our groundbreaking 3D Character Modeling Services, we deliver fantastic 3D Character Modelling for Games with the highest level of image quality with low poly game character resolution.

Paul Molles has over twenty years of experience working in film and TV as a Visual Effects Producer. He has worked on several high-profile TV shows and films over this period of time and currently has a number of exciting projects in the pipeline. Paul Molles is personally inspired by Star Wars and has always adored the visual effects in the series.

Obama spoke of being inspired by the courage of Black civil rights activists and freedom riders, who faced dog attacks, fire hoses, and police brutality, and “who risked everything to advance democracy.” Yet under his watch, private security working on behalf of DAPL unleashed attack dogs on unarmed Water Protectors who were attempting to stop bulldozers form destroying a burial ground; Morton County sheriff’s deputies sprayed Water Protectors with water cannons in freezing temperatures, injuring hundreds; and police officers and private security guards brutalized hundreds of unarmed protestors. All of this violence was part of an effort to put a pipeline through Indigenous lands.

The Native activism to protect land and watersheds galvanized not only physical sit-ins in front of earth-moving machines but also efforts that reached far beyond these machines. They looked past the pipeline and earthmovers to the companies that owned the machines. They then looked further again to find the financial institutions that provide those companies with working capital. In doing so, the water protectors of North Dakota sparked a national protest against banks that fund pipelines and other parts of the extractive fuels industry. They connected the immediate threat of one pipeline to the larger threat of climate change, bringing new allies to their fight and joining themselves to a global movement.

Automated systems can allow mistakes, errors, and attacks to be propagated and multiplied in far more damaging ways than manual systems. As the DevOps comedy account @DevOpsBorat says, “To make error is human. To propagate error to all server in automatic way is #devops.” 2 Furthermore, automated tooling is fallible; and as we know so well in the security world, it can be easy for humans to begin to trust in the computer and stop applying sense or judgment to the results. This can lead to teams trusting that if the tests pass, the system is working as expected, even if other evidence might indicate otherwise.

here are some steps to identify and track code that should be reviewed carefully: Tagging user stories for security features or business workflows which handle money or sensitive data. Grepping source code for calls to dangerous function calls like crypto functions. Scanning code review comments (if you are using a collaborative code review tool like Gerrit). Tracking code check-in to identify code that is changed often: code with a high rate of churn tends to have more defects. Reviewing bug reports and static analysis to identify problem areas in code: code with a history of bugs, or code that has high complexity and low automated test coverage. Looking out for code that has recently undergone large-scale “root canal” refactoring. While day-to-day, in-phase refactoring can do a lot to simplify code and make it easier to understand and safer to change, major refactoring or redesign work can accidentally change the trust model of an application and introduce regressions.

John, Heard about you while looking up Marketing Directors for major hospitals and love your backstory - incredible that you work as a volunteer firefighter as well. I specialize in iOS development for the healthcare industry. Recently, we built an app for Johns Hopkins that has increased their patient happiness rating by 75% through an automated dashboard. Interested in improving your patient happiness at Baylor? Let me know and I’ll send over some times to chat. Thanks, Alex

Disease, in the Gandhian view, results from impurity and must be allowed to do its cleansing work, and the same goes for extreme weather and earthquakes: with unusual consistency, the mahatma preached that victims of such events had it coming.

Not only do the rich make our lives miserable, they are working to terminate the lives of multitudes.

Over time, however, one promising strategy emerged from the tests. One simulation showed that a pipeline company might beat down the holdouts if it negotiated with all of the property owners at once, rather than buying one plot of land and then moving on to the next. This buying strategy seemed to inject a level of uncertainty into the sellers’ minds—each seller didn’t know if his or her neighbors would sell or not, which increased the pressure on them to do so. This strategy worked even better if the sellers were walled off from one another and didn’t know what price their neighbors were being offered.

Chase Koch began a rotation of high-level jobs that exposed him to the strategic pillars of Koch Industries’ modern business. It was telling what Chase Koch did not learn. He was not sent to the oil refineries, or to a pipeline farm, or to a natural gas processing plant. Charles Koch didn’t necessarily want to teach his son about the energy industry. Instead, Charles Koch selected a series of jobs that reflected what Koch Industries had become over the last decade and how it planned to carry on into the future. The rotation of jobs was set forth, roughly, as follows: Class 1. Private equity acquisitions and mergers. Class 2. Accounting and taxes. Class 3. Market-Based Management training. Class 4. Trading. One of Chase’s first assignments was to Koch’s development group, the internal committee that looked for new companies to acquire. He joined a division called Koch Equity Development, which bought shares of publicly traded firms. Chase worked in this office when Koch’s acquisition spree was at its peak, shortly after the Invista and Koch Fertilizer deals and during the $21 billion purchase of Georgia-Pacific.

As service levels went green, the partners also worked on more value-added innovations. For example, the consumer products company wanted to recruit engineers with demographics that better match their consumers. The provider helped by changing the recruitment strategy from reacting to current job openings to proactively building a pipeline of potential engineering candidates.

In this environment, the primary job of Koch’s lobbyists was to gather and analyze information. Inside information was perhaps even more important in the market for influence than it was in the market for crude oil. Congress was an impossibly opaque system, a complex pipeline network of policy ideas that flowed between 535 offices in the House and Senate. Minute-by-minute updates on the inner workings of Congress were extraordinarily valuable, and out of reach for most companies. Koch’s lobbyists, like most other corporate lobbyists, spent their time gathering detailed intelligence. They determined which bills were originating from which offices, which bills had momentum and which didn’t, which politician needed help with a campaign and where that politician stood on issues that were important to Koch. This need for inside information explains why so many lobbyists are former congressional staffers. The former staffers have personal relationships with lawmakers and their staffers. They know which bills will be debated and moved forward through the system. A lobbyist’s value comes just as much from knowing about this process as it does from being able to influence it.

Platforms, then, have economic advantages that enable them to grow faster than similar pipeline businesses. This phenomenon alone would lead to significant disruption of traditional industries, as platform businesses displace pipeline businesses at the top of the Fortune 500 rankings. But the era of platforms-eat-pipelines is disrupting businesses in many other ways as well. In particular, the rise of the world of platforms is reconfiguring the familiar business processes of value creation, value consumption, and quality control.8

On the other hand, if you have been worried or frightened by what you have read, that’s good, you should be, especially on behalf of your children and their children. But don’t let fear feed inertia. Fear does not have to be paralysing. Indeed, it is often the driver of effective action. No one ever won a war while knowing no fear, and make no mistake, this is a war. Wherever we live on this magnificent planet, we all need to do our utmost to try to keep it that way. The fact that the future looks dismal is not an excuse to do nothing, to imagine it’s all too late. On the contrary, it is a call to arms. So, if you feel the need to glue yourself to a motorway or blockade an oil refinery, then do it. In his book How to Blow Up a Pipeline, Andreas Malm argues convincingly that, such is the scale of the climate crisis, sabotage and property damage are absolutely justified in the battle against fossil fuel companies and others working against the public good. I understand that this is not to everyone’s taste, but there is plenty more you can do. Drive an electric car or, even better, use public transport, walk or cycle; stop flying; switch to a green energy tariff; eat less meat; spread the word about the predicament we find ourselves in among your friends and family; lobby your elected representatives at both local and national level; and use your vote wisely to put in power a government that walks the talk on the climate emergency.

Magnetik(modular abstract grid net.work integer keys)Pipeline GPL -- JRM Most Recently Used Rainbow Coin That I Decrypted >> Onguard, Salvage, Offend, Halve” ― Jonathan Roy Mckinney Gero EagleO2

email will attract way more referrals. Let's say, for example, you're working with Sony; the

Transforming Culture It is easier to kill an organization than it is to change it. —Tom Peters Every gathering of people, every organization has a culture. Though a local church is much more than just an organization, every church has a culture. Some church cultures are healthy and some are unhealthy, but every church has a culture. Healthy church cultures are conducive for leadership development. They don’t merely say they value leadership development; they actually believe the Church is responsible to develop and deploy leaders, and they align their actions to this deeply held conviction. Culture ultimately begins with the actual beliefs and values that undergird all the actions and behavior. A church’s capacity for developing leaders relies on the collective worldview of the church and whether it is compatible with the ambition. A church’s culture has the power to significantly impede or empower its effectiveness in the Great Commission and the call to multiplication. Leaders create culture and culture shapes leaders and churches, even without recognizing it. Ministry leaders must understand the transformative power of culture if they want to have mature communities of faith.1 Organizational culture, and more pertinently church culture, is intensely potent. Church culture is a powerful force in the hands of those who shape a local church according to God’s design. If you are reading this book in any type of building, rebar is likely holding the building up and connecting the structure together. Glance up from the book and look for the rebar (short for reinforcing bar). You can’t see it, but it is impacting everything you see. You often can’t see culture, not in the same way you can see the doctrinal statement (the expressed convictions) or the leadership pipeline (the expressed constructs), but it holds everything in place. For better or worse, culture impacts your church more than you often realize. Building on the expert work of Edgar Schein, church culture can be seen in three layers, each layer building and depending on the layer below it.2 These layers move from actual beliefs to articulated beliefs, to the expression of those beliefs (called artifacts). All three layers make up the culture in a church. Actual beliefs are what the group collectively believes, not merely says they believe.

The navy lacked sufficient armed escort ships to sustain a full-scale escort strategy. The admiral proposed instituting a temporary coastal convoy system. This Bucket Brigade, as he named it, escorted tankers around danger points such as North Carolina’s Cape Hatteras and barricaded them in safe anchorages at night.60 Dönitz increased the pace of his attacks, but the Bucket Brigade worked. Losses declined. Dönitz then moved his killer submarines into the Caribbean and continued destroying tankers. With the development of antisubmarine frigates and ship and airborne radar later in the war, the German submarine menace retreated. In the meantime, the United States went to work on a more effective protection for its northeastern oil deliveries: land pipelines, the largest and longest yet built anywhere in the world.

The party for those addicted to markets has been the “make it rain” free-money printing game run since 1971. They may call it “Quantitavive Easing”, (QE) or “monetary policy” or “Asset purchases by the Fed”, or any number of terms which cause 99% of humans to stop listening. I urge everyone to demand better from governments, professionals and public servants. To demand real “service” from those who claim to be in this role. Right now we are letting those addicted to money, play with “self” accountability, which is creating addicts and poverty at a faster rate than our western economies can create prosperity. “Asset purchases” means the Fed printing money, to give this money to banks in exchange for some of the banks bad assets that need to be purged. How wealthy would your family be if each losing investment could simply be taken off your hands…using borrowed money that the taxpayer must then repay? How poor would your neighbors be if they did not have this money pipeline working for them? The newly printed money for asset purchases, is backed by US Treasury IOU’s, or similar notes and borrowings, for which the public must now repay through income taxes…forever. Banks thus get billions in freshly created cash, while the US public gets the bad assets, or gets stuck with the bill to pay back the money created to purchase the bad assets. I could probably refine that description a bit, but for now I am going to let it lay here. Any corrections are welcomed with gratitude. Dousing the flames of the 2008 mortgage bubble disaster, using government money issued in this manner, was said to be needed to prevent complete financial system meltdown. A better choice would have been to let those with a gambling addiction, suffer the consequences of their addiction, like we demand of every addict in Downtown LA. But the Fed is the perfect tool for dumping bank gambling losses and bad assets upon the taxpayer, and to make taxpayers pay to give the banks a clean-money start each time. The only thing left to do for the recipients of some of those newly printed billions, is to “launder it”, to get

Welcome to South West Surveys, a company that offers surveying services for every commercial, industrial, residential and local government application. South West Surveys have worked on a huge variety of extensive projects; ranging from residential extensions and renovations to highly prestigious heritage projects. The work we carry out involves a vast amount of detail and even reality TV sets. Over the years, we have surveyed for new utility pipelines, solar farms, busy motorway junctions and development sites.

For advanced analytics, a well-designed data pipeline is a prerequisite, so a large part of your focus should be on automation. This is also the most difficult work. To be successful, you need to stitch everything together.

Robert Carr believed in a God of justice. He recognized that those who have been empowered to oppress on earth will not be empowered to do the same in the afterlife. Carr also did not confuse religious practice with true discipleship and was undeterred by false piety. Three types of justice can be seen here in Exodus 6: 6–8. There is retributive justice—God punishes Egypt. Then there is restorative justice, which means God’s promises to restore Israel as a nation. Finally, there is redistributive justice: God is taking them to the land and will redistribute the land. African Americans have yet to experience each of these forms of justice. While no longer in legal bondage, far too many Blacks are constrained by economic, societal, and educational inequities. Many Blacks are in prison bondage or, as Douglas Blackmon refers to it, “Black reenslavement,” which continues on in the twenty-first century. Although the Thirteenth Amendment officially abolished Slavery, Congress provided itself with an important loophole—no one can be held bound in servitude except for a crime. This tragic loophole became the basis for a new form of Slavery or, as it is often called, Slavery by another name: mass incarceration. Blacks are profiled and once charged with a crime find themselves in the prison industrial complex pipeline, their Black bodies kept in bondage and leased out to private businesses without pay for their work. 1 Never-theless, many faithful believers, like Carr, trust that the injustices that prevail today will be nonexistent tomorrow.

Platforms beat pipelines because platforms scale more efficiently by eliminating gatekeepers.

Platforms beat pipelines because platforms unlock new sources of value creation and supply.

Platforms beat pipelines by using data-based tools to create community feedback loops.

The crucial role of the value unit. As this description of the core interaction shows, value units play a crucial role in the workings of any platform. Yet, in most cases, platforms don’t create value units; instead, they are created by the producers who participate in the platform. Thus, platforms are “information factories” that have no control over inventory. They create the “factory floor” (that is, they build the platform infrastructure within which value units are produced). They can foster a culture of quality control (by taking steps to encourage producers to create value units that are accurate, useful, relevant, and interesting to consumers). They develop filters that are designed to deliver valuable units while blocking others. But they have no direct control over the production process itself—a striking difference from the traditional pipeline business.

Facilitate. Unlike traditional pipeline businesses, platforms don’t control value creation. Instead, they create an infrastructure in which value can be created and exchanged, and lay out principles that govern these interactions. That’s what the process of facilitating is all about. One aspect of facilitating interactions is making it as easy as possible for producers to create and exchange valuable goods and services via the platform.

Platforms are eating the world.” We’ve entered stage two of the disruption saga, in which platforms eat pipelines.

How and why is this happening? Let’s break it down. In the world of platforms, the Internet no longer acts merely as a distribution channel (a pipeline). It also acts as a creation infrastructure and a coordination mechanism. Platforms are leveraging this new capability to create entirely new business models. In addition, the physical and the digital are rapidly converging, enabling the Internet to connect and coordinate objects in the real world—for example, through smartphone apps that allow you to control your home appliances at long distance. Simultaneously, organizational boundaries are being redefined as platform companies leverage external ecosystems to create value in new ways.7 In this new stage of disruption, platforms enjoy two significant economic advantages over pipelines. One of these advantages is superior marginal economics of production and distribution.

When multiple products and services connect and interact using data, pipelines can start behaving like platforms, producing new forms of value and encouraging users to engage in more interactions.

Zin also thinks about what WikiLeaks did historically. This organization had revealed the United States war crimes. There would not have been a revolution unless the dirty secrets of the ruling powers were out in the open for all to see. If war crimes had remained hidden, it would have been plenty more of the same—more oil pipelines on Native lands, more war and killing of innocents, more homeless while the billionaires only got richer, more working people dying without even adequate healthcare and unable to make a living wage.

You need to start working on building a pipeline and getting other balls in the air. Business is not target practice.

Recently when working with a group of mobile device sales reps, I asked the question: “How many of you notice people using mobile phones in public?” All the hands went up. “How many of you notice people using outdated phones or phones with cracked and damaged screens?” All the hands went up. “How many of you think that most of these people would like an upgrade to the newest equipment or a phone screen that doesn't look like a kaleidoscope and cut their fingertips?” Most hands went up. “How many of you hand those people your business card and let them know that you can get them a new phone for little or no cost?” Not a single hand went up.​

Reynolds does not believe quotas would work in the Liberal Party, and while Labor boasts it has worked for them, she reckons what has really worked for Labor is the steady pipeline of women coming through the trade union movement.

If you work for a small company or start-up, start by analyzing your product and service delivery strengths and weaknesses. Look for patterns and commonalities among your best customers. Analyze the deals you are closing and gain a deeper understanding of trigger events that open buying windows. Based on the information you know, gauge how soon you need to engage prior to the buying window opening. Uncover common buyer roles. Then develop a ​profile of the prospect that is most likely to do business with you and, over the long-term, be a profitable, happy customer.

Climate change was, for them, inconceivable because it would get in the way of profits—the Koch brothers run enormous pipeline networks; they are among the biggest leaseholders in Canada’s tar sands—but also because it marred the purity of their belief system. The antigovernment forces had, at some level, no choice but to deny global warming, because tackling it would have required governments to take strong action—at the very least, to set a price on carbon so that markets could then work their putative magic.

Understanding the Importance of Pressure Relief Valves in Industrial Systems Pressure Relief valves (PRVs) play a critical role in ensuring the safety and efficiency of industrial systems across various sectors, from manufacturing plants to chemical processing facilities. These valves are essential components designed to control or limit the pressure within a system by releasing excess pressure when it exceeds a set limit. The importance of pressure relief valves cannot be overstated, as they protect both personnel and equipment from the dangers of over-pressurization. What Are Pressure Relief Valves? A pressure relief valve is a safety device that automatically releases pressure from a system to maintain safe operating levels. It is commonly used in pressurized vessels, pipelines, and tanks where the pressure may rise beyond the acceptable limit due to unexpected changes in the system's operation or external factors. When the pressure reaches a pre-determined value, the valve opens to release fluid or gas, thus reducing the pressure and preventing potential damage or catastrophic failures. The Safety Aspect: Preventing Equipment Damage and Catastrophic Failures One of the primary reasons for installing pressure relief valves in industrial systems is to prevent damage to critical equipment. Excessive pressure buildup can cause pipes, tanks, or pressure vessels to rupture, which could result in expensive repairs, production downtime, and in the worst-case scenario, hazardous accidents. In industries where flammable or toxic materials are used, over-pressurization could lead to explosions, chemical spills, or leaks, endangering both workers and the surrounding environment. For example, in the oil and gas industry, pipelines carrying crude oil or natural gas are constantly exposed to pressure variations. A pressure relief valve ensures that, even if the pressure suddenly rises, the system remains intact, minimizing the risk of pipeline rupture or explosion. Regulatory Compliance Pressure relief valves also help industrial systems comply with regulatory standards. Organizations such as the Occupational Safety and Health Administration (OSHA), the American Society of Mechanical Engineers (ASME), and the American National Standards Institute (ANSI) enforce stringent rules on pressure management in industrial processes. These regulations mandate that systems incorporate pressure relief devices to ensure that operations are carried out safely and within regulated pressure limits. Failure to comply with these regulations can lead to costly fines, operational halts, and legal liabilities. A properly installed and functioning pressure relief valve not only helps to avoid such consequences but also ensures that industrial operations are carried out without interruption. Protecting Personnel In addition to protecting equipment, pressure relief valves are essential for safeguarding personnel working in industrial settings. Over-pressurization can lead to dangerous situations, including the release of harmful substances or the failure of protective systems. By maintaining safe pressure levels, PRVs ensure that workers are not exposed to hazardous environments or conditions that could lead to injuries or fatalities. Furthermore, the presence of a pressure relief valve in a system helps to create a more predictable and stable working environment, which is crucial for ensuring worker safety and boosting operational efficiency. Conclusion Pressure relief valves are integral components in modern industrial systems. Their ability to maintain safe pressure levels by preventing over-pressurization makes them crucial for the protection of equipment, personnel, and the environment. These valves not only ensure the longevity of industrial systems by preventing catastrophic failures but also help organizations meet regulatory standards.