Previous Company Quotes

Parlabane found the word 'pro-active' enormously useful, as it immediately exposed the speaker as an irredeemable arsehole, whatever previous impression might have been given. Once upon a time, he remembered, people and companies just did things. But that ceased to be impressive enough, and for a while they 'actively' did things. Now they 'pro-actively' did things, but it was still the same bloody things that they were doing when they just plain old did things. Meaningless wank-language.

I had met Salvador Domingo Felipe Jacinto Dalí i Domènech, Marquis of Dalí de Púbol, previously in Spain in the company of his pet anteater and a glamorous model called Mercedes Benz.

When it happens to a wizard, insurance companies go broke and there’s reconstruction afterward. What was stirring in me now made those previous feelings of battle rage seem like anemic kittens.

A comprehensive treatment plan for the heart’s diseases is to deny the self of its desires,        Enjoin hunger, keep worship vigilance in the night, be silent, and meditate in private;        Also keep company with good people who possess sincerity, those who are emulated in their states and statements;        And, finally, take refuge in the One unto whom all affairs return. That is the most beneficial treatment for all of the previous diseases.        This must be to the point in which you are like a man drowning or someone lost in a barren desert and see no source of succor        Except from the Guardian, possessor of the greatest power. He is the One who responds to the call of the distressed.

Why should insurance companies continue to get away with limiting the skills that a health profession has always previously required of its members if they were to be considered fully trained?

In a country ruled by laws, it seemed to me that nothing was more important than removing politics from the process of choosing judges. During previous administrations in California, governors had often handed out judgeships to friends and cronies like prizes at a company picnic. Not only had this produced a lot of inferior judges, it had placed a number of partisans on the bench who believed that putting on the black robes of a judge gave them a license to rewrite the laws. I wanted judges who would interpret the Constitution, not rewrite it.

In Friendster's wake, a throng of social networking sites blossomed in San Francisco attempting to duplicate its appeal. Each tackled the idea of connecting people in a slightly different way. One was Tickle, a service which, on observing Friendster’s broad-based appeal, altered its own service, which had previously been based on self-administered quizzes and tests. Two of the other new social sites—LinkedIn and Tribe.net—were founded by friends of Abrams.

It remains an enduring mystery just which powerful figure(s) caused the world’s two most prestigious scientific journals, The Lancet and the New England Journal of Medicine (NEJM), to publish overtly fraudulent studies from a nonexistent database owned by a previously unknown company. Anthony Fauci and the vaccine cartel celebrated the Lancet and NEJM papers on May 22, 2020

One splendid summer afternoon Kaspar realized he had never been happier in his life or both of his lives, past and present. Not fireworks-orgasms-and-champagne happy, but on waking in the morning he was glad almost every single day to be exactly where he was. He had never before experienced the feeling of genuine, constant well-being and it was a true revelation. The longer the satisfaction continued, the less he thought about his previous life as a mechanic and the extraordinary things he’d once seen and been able to do. Misery may love company but happiness is content to be alone. The funny irony of his existence now was, as long as he was this happy and content with his lot, Kaspar didn’t need to make much of an effort to “walk away” from his mechanic’s life because now he was sated with this one both in mind and heart.

The results of decades of neurotransmitter-depletion studies point to one inescapable conclusion: low levels or serotonin, norepinephrine or dopamine do not cause depression. here is how the authors of the most complete meta-analysis of serotonin-depletion studies summarized the data: "Although previously the monoamine systems were considered to be responsible for the development of major depressive disorder (MDD), the available evidence to date does not support a direct causal relationship with MDD. There is no simple direct correlation of serotonin or norepinephrine levels in the brain and mood.' In other words, after a half-century of research, the chemical-imbalance hypothesis as promulgated by the drug companies that manufacture SSRIs and other antidepressants is not only with clear and consistent support, but has been disproved by experimental evidence.

Steamboat Willie put Walt Disney on the map as an animator. Business success was another story. Disney’s first studio went bankrupt. His films were monstrously expensive to produce, and financed at outrageous terms. By the mid-1930s Disney had produced more than 400 cartoons. Most of them were short, most of them were beloved by viewers, and most of them lost a fortune. Snow White and the Seven Dwarfs changed everything. The $8 million it earned in the first six months of 1938 was an order of magnitude higher than anything the company earned previously. It transformed Disney Studios. All company debts were paid off. Key employees got retention bonuses. The company purchased a new state-of-the-art studio in Burbank, where it remains today. An Oscar turned Walt from famous to full-blown celebrity. By 1938 he had produced several hundred hours of film. But in business terms, the 83 minutes of Snow White were all that mattered.

Like the railroads that bankrupted a previous generation of visionary entrepreneurs and built the foundations of an industrial nation, fiber-optic webs, storewidth breakthroughs, data centers, and wireless systems installed over the last five years will enable and endow the next generation of entrepreneurial wealth. As Mead states, "the hardest thing I ever had to do in my life was to get a company going during the bubble". Now, Mead says, "there's space available; you can get fab runs; you can get vendors to answer the phone. You can make deals with people; you can sit down and they don't spend their whole time telling you how they're a hundred times smarter than you. It's absolutely amazing. You can actually get work done now, which means what's happening now is that the entrepreneurs, the technologists, are building the next generation technology that isn't visible yet but upon which will be built the biggest expansion of productivity the world has ever seen.

When I got home at night, and delivered this message for Joe, my sister “went on the Rampage,” in a more alarming degree than at any previous period. She asked me and Joe whether we supposed she was door-mats under our feet, and how we dared to use her so, and what company we graciously thought she was fit for? When she had exhausted a torrent of such inquiries, she threw a candlestick at Joe, burst into a loud sobbing, got out the dustpan—which was always a very bad sign—put on her coarse apron, and began cleaning up to a terrible extent. Not satisfied with a dry cleaning, she took to a pail and scrubbing-brush, and cleaned us out of house and home, so that we stood shivering in the back-yard. It was ten o’clock at night before we ventured to creep in again, and then she asked Joe why he hadn’t married a Negress Slave at once? Joe offered no answer, poor fellow, but stood feeling his whisker and looking dejectedly at me, as if he thought it really might have been a better speculation.

Several years ago I was lecturing in British Columbia. Dr [Simon] Wessely was speaking and he gave a thoroughly enjoyable lecture on M.E. and CFS. He had the hundreds of staff physicians laughing themselves silly over the invented griefs of the M.E. and CFS patients who according to Dr Wessely had no physical illness what so ever but a lot of misguided imagination. I was appalled at his sheer effectiveness, the amazing control he had over the minds of the staid physicians….His message was very clear and very simple. If I can paraphrase him: “M.E. and CFS are non-existent illnesses with no pathology what-so-ever. There is no reason why they all cannot return to work tomorrow. The next morning I left by car with my crew and arrived in Kelowna British Columbia that afternoon. We were staying at a patient’s house who had severe M.E. with dysautanomia and was for all purposes bed ridden or house bound most of the day. That morning she had received a phone call from her insurance company in Toronto. (Toronto is approximately 2742 miles from Vancouver). The insurance call was as follows and again I paraphrase: “Physicians at a University of British Columbia University have demonstrated that there is no pathological or physiological basis for M.E. or CFS. Your disability benefits have been stopped as of this month. You will have to pay back the funds we have sent you previously. We will contact you shortly with the exact amount you owe us”. That night I spoke to several patients or their spouses came up to me and told me they had received the same message. They were in understandable fear. What is important about this story is that at that meeting it was only Dr Wessely who was speaking out against M.E. and CFS and how … were the insurance companies in Toronto and elsewhere able to obtain this information and get back to the patients within a 24 hour period if Simon Wessely was not working for the insurance industry… I understand that it was also the insurance industry who paid for Dr Wessely’s trip to Vancouver.

At once, the security system rewarded him with his worst memory. It was none of the memories he’d been expecting, but rather the one when he discovered that his father, in his will, had left him not the Barns, which Niall had loved, but rather a previous unknown town house in DC, because Declan had told him he wanted to be a politician, a desire Niall had not understood in the slightest. Boyo, he asked, do you know what politicians do? Declan emerged from the security system to find Jordan standing there waiting for him. He sat down directly in the middle of the drive with his hand tenderly over his wounded side and, for the first time since Niall had died, he cried. Jordan sat next to him and said nothing so he did not have to cry alone. After a space, a host of strange animals came out of the woods and sobbed with him, to keep him company. When he was finally done crying, Ronan drove to the end of the driveway to collect Declan’s spent body and take him and Jordan back to the farmhouse. “I miss them, too,” Ronan said.

In other words, when you reach the end of the Forrest Gump pattern, rather than asking your prospect a question (like you’ve done with your previous patterns), you’re going to move straight into your new pattern for reselling the company—using the following seven words as your transition: “And as far as my company goes …” For example, let’s say that the last point you were trying to get across to Bill with your Forrest Gump pattern was that not only are you going to tell him when to buy but you’re also going to tell him when to sell.

Keegan and Ardor started trotting away with little notice of her, ignoring her previous question. “You just can’t leave me here!” she cried out feeling the heat of anger rise into her cheeks. “I can, I must, and I am!” Keegan hollered over his shoulder. “Fair well, my lady!” Erewhon clenched her teeth and growled. She was just starting to enjoy his company, and now he was turning away and rudely leaving her alone. She took two steps after him with fists curled. “You’re despicable!” she screamed, making her throat hurt and her voice echo in the trees.

Nothing, again, could be more prosaic and impenetrable than the domestic energies of Miss Diana Duke. But Innocent had somehow blundered on the discovery that her thrifty dressmaking went with a considerable feminine care for dress--the one feminine thing that had never failed her solitary self-respect. In consequence Smith pestered her with a theory (which he really seemed to take seriously) that ladies might combine economy with magnificence if they would draw light chalk patterns on a plain dress and then dust them off again. He set up "Smith's Lightning Dressmaking Company," with two screens, a cardboard placard, and box of bright soft crayons; and Miss Diana actually threw him an abandoned black overall or working dress on which to exercise the talents of a modiste. He promptly produced for her a garment aflame with red and gold sunflowers; she held it up an instant to her shoulders, and looked like an empress. And Arthur Inglewood, some hours afterwards cleaning his bicycle (with his usual air of being inextricably hidden in it), glanced up; and his hot face grew hotter, for Diana stood laughing for one flash in the doorway, and her dark robe was rich with the green and purple of great decorative peacocks, like a secret garden in the "Arabian Nights." A pang too swift to be named pain or pleasure went through his heart like an old-world rapier. He remembered how pretty he thought her years ago, when he was ready to fall in love with anybody; but it was like remembering a worship of some Babylonian princess in some previous existence. At his next glimpse of her (and he caught himself awaiting it) the purple and green chalk was dusted off, and she went by quickly in her working clothes.

And so it was in this strange way, no longer so welcome in my previous circles, that I somehow became a fish out of water once more. But now, of course, it would be different and was different, because now I enjoyed the company of that Golden Fish of Fishes who had come out of the water for me-and who in doing so promised me that I could now in part and one day fully and forever return with him to that happiest medium for which I had been created in the first place; so that I was truly no longer a fish out of water at all, and would never again be one. No, never. World without end. Amen.

This was the first of the St. Augustines. Previous memos had borne messages from Zwingli, Lévi-Strauss, Rilke, Chekhov, Tillich, William Blake, Charles Olson and a Kiowa chief named Satanta. Naturally the person responsible for these messages became known throughout the company as the Mad Memo-Writer. I never referred to him that way because it was much too obvious a name. I called him Trotsky. There was no special reason for choosing Trotsky; it just seemed to fit. I wondered if he was someone I knew. Everybody seemed to think he was probably a small grotesque man who had suffered many disappointments in life, who despised the vast impersonal structure of the network and who was employed in our forwarding department, the traditional repository for all sex offenders, mutants and vegetarians. They said he was most likely a foreigner who lived in a rooming house in Red Hook; he spent his nights reading an eight-volume treatise on abnormal psychology, in small type, and he told his grocer he had been a Talmudic scholar in the old country. This was the consensus and maybe it had a certain logic. But I found more satisfaction in believing that Trotsky was one of our top executives. He made eighty thousand dollars a year and stole paper clips from the office.

White wasn’t enthusiastic, but she couldn’t see any other option. She approved the deferred prosecution agreement, the first with a large company. In late October 1994 the Department of Justice filed criminal charges against Prudential Securities but then held off on pressing them on the condition that the firm adhere to reforming itself. The Department of Justice made the company put $ 330 million into a fund for the investors, doubling the fund that the SEC had set up the previous year. White said that she and her office made the decision not to indict formally out of fear for what would happen to Prudential’s eighteen thousand employees and to its clients.

Corporations go to great lengths to employ geniuses: technologists, designers, financial engineers, economists, artists even. I’ve seen it happen,’ he said. ‘But what have they done with them? They channel all that talent and creativity towards humanity’s destruction. Even when it is creative, Eva, capitalism is extractive. In search of shareholder profit, corporations have put these geniuses in charge of extracting the last morsel of value from humans and from the earth, from the minerals in its guts to the life in its oceans. And these brilliant minds have been used to cajole governments into accepting their raids on the planet’s resources by creating markets for them: markets for carbon dioxide and other pollutants – phoney markets controlled by their employers! Unlike the East India Company, the Technostructure does not need its own armies. It owns our states and their armies, because it controls what we think. The dirtier the industry, the richer and more despised, the more its captains have been able to tap into the rivers of debt-derived money to purchase influence and to blunt opposition. Previously they would buy newspapers and set up TV stations; now they employ armies of lobbyists, found think tanks, litter the Internet with their trolls and, of course, direct monumental campaign donations to the chief enablers of our species’ extinction, the politicians.

More than 754,000 Danes aged between fifteen and sixty-four—over 20 percent of the working population—do no work whatsoever and are supported by generous unemployment or disability benefits. The New York Times has called Denmark “The best place on earth to be laid off,” with unemployment benefits of up to 90 percent of previous wages for up to two years (until recent reforms, it was eleven years). The Danes call their system flexicurity, a neologism blending the flexibility Danish companies enjoy to fire people with short notice and little compensation (compared with Sweden, where jobs can still be for life) with the security the labor market enjoys knowing that there will be ample support in times of unemployment

To some extent, the amnesia around the concepts that tech companies draw on to make public policy (without admitting that they are doing so) is by design. Fetishizing the novelty of the problem (or at least its “framing”) deprives the public of the analytic tools it has previously brought to bear on similar problems. Granted, quite frequently these technologies are truly novel—but the companies that pioneer them use that novelty to suggest that traditional categories of understanding don’t do them justice, when in fact standard analytic tools largely apply just fine. But this practice tends to disenfranchise all of the people with a long tradition of analyzing these problems—whether they’re experts, activists, academics, union organizers, journalists, or politicians.

The PlayStation 4's errs not by being something other than what it is, but by holding on to the idea that its particular brand of novelty is in any way novel, by mistaking itself for figure rather than for ground. By calling itself "PlayStation 4" instead of just "PlayStation," because really all anyone wants is whatever PlayStation is made available, doing whatever things it ought to do at whatever moment it does them. Apple recognized this problem when it tried to correct the mistake of the "iPad 2" by reverting to its follow-up as just "the iPad," a name that still hasn't stuck. Leica, the old and traditional German photographic and optical equipment company, stopped numbering its digital M rangefinder cameras this year, after burning through as many numeric increments in six years as it had in the previous two decades. At some point, a camera is just a camera, no matter how nice it is.

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

Dr. Morris Netherton, a pioneer in the field of past-life therapy (and my teacher),7 relates the incident of a patient who returned to her previous life as Rita McCullum. Rita was born in 1903 and lived in rural Pennsylvania with her foster parents until they were killed in a car accident in 1916. In the early 1920s she married a man named McCullum and moved to New York, where they had a garment manufacturing company off Seventh Avenue in midtown Manhattan. Life was hard and money short. Her husband died in 1928. In 1929, her son died from polio, and the stock market crashed. Like many others during the Great Depression, Rita succumbed to bankruptcy and depression. On the sunny day of June 11, 1933, she hanged herself from the ceiling fan of her factory. Because this memory featured traceable facts, Netherton and his patient contacted New York City’s Hall of Records. They received a photocopy of a notarized death certificate of a woman named Rita McCullum. Under manner of death, it stated that she died by hanging at an address in the West Thirties, still today the heart of the garment district. The date of death was June 11, 1933.8

There is always a tradeoff. As music gets disseminated, and distinct regional voices find a way to be more widely heard, certain bands and singers (who might be more creative, or possibly have just been marketed by a bigger company) begin to dominate, and peculiar regional styles—what writer Greil Marcus, echoing Harry Smith, called the “old weird America”—eventually end up getting squashed, neglected, abandoned, and often forgotten. This dissemination/homogenization process runs in all directions simultaneously; it’s not just top-down repression of individuality and peculiarity. A recording by some previously obscure backwoods or southside singer can find its way into the ear of a wide public, and an Elvis, Luiz Gonzaga, Woody Guthrie, or James Brown, can suddenly have a massive audience—what was once a local style suddenly exerts a huge influence. Pop music can be thrown off its axis by some previously unknown and talented rapper from the projects. And then the homogenization process begins again. There’s a natural ebb and flow to these things, and it can be tricky to assign a value judgment based on a particular frozen moment in the never-ending cycle of change.

It would be a mistake to imagine that drug companies are the only people applying pressure for fast approvals. Patients can also feel they are being deprived of access to drugs, especially if they are desperate. In fact, in the 1980s and 1990s the key public drive for faster approvals came from an alliance forged between drug companies and AIDS activists such as ACT UP. At the time, HIV and AIDS had suddenly appeared out of nowhere, and young, previously healthy gay men were falling ill and dying in terrifying numbers, with no treatment available. We don’t care, they explained, if the drugs that are currently being researched for effectiveness might kill us: we want them, because we’re dying anyway. Losing a couple of months of life because a currently unapproved drug turned out to be dangerous was nothing, compared to a shot at a normal lifespan. In an extreme form, the HIV-positive community was exemplifying the very best motivations that drive people to participate in clinical trials: they were prepared to take a risk, in the hope of finding better treatments for themselves or others like them in the future. To achieve this goal they blocked traffic on Wall Street, marched on the FDA headquarters in Rockville, Maryland, and campaigned tirelessly for faster approvals.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

When the result of the lawsuit was made known (and rumour flew much quicker than the telegraph which has supplanted it), the whole town was filled with rejoicings. [Horses were put into carriages for the sole purpose of being taken out. Empty barouches and landaus were trundled up and down the High Street incessantly. Addresses were read from the Bull. Replies were made from the Stag. The town was illuminated. Gold caskets were securely sealed in glass cases. Coins were well and duly laid under stones. Hospitals were founded. Rat and Sparrow clubs were inaugurated. Turkish women by the dozen were burnt in effigy in the market place, together with scores of peasant boys with the label ‘I am a base Pretender’, lolling from their mouths. The Queen’s cream-coloured ponies were soon seen trotting up the avenue with a command to Orlando to dine and sleep at the Castle, that very same night. Her table, as on a previous occasion, was snowed under with invitations from the Countess of R., Lady Q., Lady Palmerston, the Marchioness of P., Mrs. W.E. Gladstone, and others, beseeching the pleasure of her company, reminding her of ancient alliances between their family and her own, etc.] — all of which is properly enclosed in square brackets, as above, for the good reason that a parenthesis it was without any importance in Orlando’s life. She skipped it, to get on with the text

When the result of the lawsuit was made known (and rumour flew much quicker than the telegraph which has supplanted it), the whole town was filled with rejoicings. [Horses were put into carriages for the sole purpose of being taken out. Empty barouches and landaus were trundled up and down the High Street incessantly. Addresses were read from the Bull. Replies were made from the Stag. The town was illuminated. Gold caskets were securely sealed in glass cases. Coins were well and duly laid under stones. Hospitals were founded. Rat and Sparrow clubs were inaugurated. Turkish women by the dozen were burnt in effigy in the market place, together with scores of peasant boys with the label ‘I am a base Pretender’, lolling from their mouths. The Queen’s cream-coloured ponies were soon seen trotting up the avenue with a command to Orlando to dine and sleep at the Castle, that very same night. Her table, as on a previous occasion, was snowed under with invitations from the Countess of R., Lady Q., Lady Palmerston, the Marchioness of P., Mrs. W.E. Gladstone, and others, beseeching the pleasure of her company, reminding her of ancient alliances between their family and her own, etc.] — all of which is properly enclosed in square brackets, as above, for the good reason that a parenthesis it was without any importance in Orlando’s life. She skipped it, to get on with the text.

When the result of the lawsuit was made known (and rumour flew much quicker than the telegraph which has supplanted it), the whole town was filled with rejoicings. [Horses were put into carriages for the sole purpose of being taken out. Empty barouches and landaus were trundled up and down the High Street incessantly. Addresses were read from the Bull. Replies were made from the Stag. The town was illuminated. Gold caskets were securely sealed in glass cases. Coins were well and duly laid under stones. Hospitals were founded. Rat and Sparrow clubs were inaugurated. Turkish women by the dozen were burnt in effigy in the market place, together with scores of peasant boys with the label ‘I am a base Pretender’, lolling from their mouths. The Queen’s cream-coloured ponies were soon seen trotting up the avenue with a command to Orlando to dine and sleep at the Castle, that very same night. Her table, as on a previous occasion, was snowed under with invitations from the Countess of R., Lady Q., Lady Palmerston, the Marchioness of P., Mrs. W.E. Gladstone, and others, beseeching the pleasure of her company, reminding her of ancient alliances between their family and her own, etc.] — all of which is properly enclosed in square brackets, as above, for the good reason that a parenthesis it was without any importance in Orlando’s life. She skipped it, to get on with the text.

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

She told him the origins of the “buck dance,” when “white people would come up and say ‘N____r, dance’, and then start shooting around the feet of blacks so that they would dance like everything.” 45 Big Ma was an important presence in Jimmy’s childhood and adolescence, and he credited her with giving him a unique and powerful sense of historical change. “When she talked about slavery,” he recalled, “she always talked not about how they freed the slaves, but about how [slaveholders] surrendered. There was a big difference. She saw the change as something that had been won by somebody, not something that had been given. She realized that there had been a struggle and that somebody had to lose.” 46 It would not take much for young Jimmy to see a historical connection and a continuity in struggle between these two moments—the buck dance that Big Ma witnessed in her childhood and the marauding Selma sheriff who came to town “shooting and raising Cain to see the colored folks run” during his childhood. Big Ma lived until the mid-1930s, when Jimmy was in his teens. By this time he could see new spaces of struggle emerging from shifts in the region’s economy and black people’s employment patterns. These shifts had impacted his family, specifically through his father’s work opportunities, and would shape his own prospects. Cotton continued to be an important part of the economy, both in the state and in the Black Belt region, but its significance declined relative to Alabama’s growing industrial economy. African Americans saw expanded employment opportunities, as labor shortages, strikes, and union organizing during the first two decades of the century led companies to open up jobs previously unavailable to black workers. The steel industry, which had previously satisfied its need for cheap labor with immigrant workers, came to rely heavily on black labor after World War I. 47

FROM THE WAVERLEY KITCHEN JOURNAL Angelica - Will shape its meaning to your need, but it is particularly good for calming hyper children at your table. Anise Hyssop - Eases frustration and confusion. Bachelor’s Button - Aids in finding things that were previously hidden. A clarifying flower. Chicory - Conceals bitterness. Gives the eater a sense that all is well. A cloaking flower. Chive Blossom - Ensures you will win an argument. Conveniently, also an antidote for hurt feelings. Dandelion - A stimulant encouraging faithfulness. Frequent side effects are blindness to flaws and spontaneous apologies. Honeysuckle - For seeing in the dark, but only if you use honeysuckle from a brush of vines at least two feet thick. A clarifying flower. Hyacinth Bulb - Causes melancholy and thoughts of past regrets. Use only dried bulbs. A time-travel flower. Lavender - Raises spirits. Prevents bad decisions resulting from fatigue or depression. Lemon Balm - Upon consumption, for a brief period of time the eater will think and feel as he did in his youth. Please note if you have any former hellions at your table before serving. A time-travel flower. Lemon Verbena - Produces a lull in conversation with a mysterious lack of awkwardness. Helpful when you have nervous, overly talkative guests. Lilac - When a certain amount of humility is in order. Gives confidence that humbling yourself to another will not be used against you. Marigold - Causes affection, but sometimes accompanied by jealousy. Nasturtium - Promotes appetite in men. Makes women secretive. Secret sexual liaisons sometimes occur in mixed company. Do not let your guests out of your sight. Pansy - Encourages the eater to give compliments and surprise gifts. Peppermint - A clever method of concealment. When used with other edible flowers, it confuses the eater, thus concealing the true nature of what you are doing. A cloaking flower. Rose Geranium - Produces memories of past good times. Opposite of Hyacinth Bulb. A time-travel flower. Rose Petal - Encourages love. Snapdragon - Wards off the undue influences of others, particularly those with magical sensibilities. Squash and Zucchini Blossoms - Serve when you need to be understood. Clarifying flowers. Tulip - Gives the eater a sense of sexual perfection. A possible side effect is being susceptible to the opinions of others. Violet - A wonderful finish to a meal. Induces calm, brings on happiness, and always assures a good night’s sleep.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

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

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

The half dozen parents I spoke with said their first knowledge of this new wrinkle in the drug world was when they found their children dead. Among them were Roy and Wendy Plunk, who had driven from Arizona. Their son, Zach, a star high school running back, died the previous summer from a fentanyl-laced bogus Percocet sold to him by a dealer he found on Snapchat. The dealer delivered the pill at 3 a.m. The family’s Ring camera captured Zach sneaking from the house. He was in rehab and struggling with his drug use, the couple said, and they divided the day into twelve-hour shifts to watch him. His father found him dead on the front lawn at dawn. The company responded to the protest with a statement: “At Snap we strictly prohibit drug-related activity on our platform, aggressively enforce against these violations, and support law enforcement in their investigations,” it read in part. “We wouldn’t be standing here if the (company’s) statement were true,” one father told reporter Sam Blake of dot.LA, a tech news site. That day a protestor carried a sign: “Fentanyl changes everything.” Indeed. Dealers selling

Fond remembrance of Damien lead to the recollection of a few former love relationships that lacked in sobriety and in depth. Cruising through school and university, and not being unpopular or unattractive, Chloe commanded many distinguished young men’s attention even though the mutual interest between both the parties remained short-lived. Despite her current relationship being a classic case of forbidden love, like the romance depicted in Alfred Noyes’ ‘The Highwayman’, she experienced a certitude in the company of Lucien which she never felt before with her previous lovers.

History determines your hiring policy. Why are tech companies being lectured by media corporations on “diversity”? Is it because those media corporations that are 20-30 points whiter than tech companies actually deeply care about this? Or is it because after the 2009-era collapse of print media revenue, media corporations struggled for a business model, found that certain words drove traffic, and then doubled down on that - boosting their stock price and bashing their competitors in the process?12 After all, if you know a bit more history, you’ll know that the New York Times Company (which originates so many of these jeremiads) is an organization where the controlling Ochs-Sulzberger family literally profited from slavery, blocked women from being publishers, excluded gays from the newsroom for decades, ran a succession process featuring only three cis straight white male cousins, and ended up with a publisher who just happened to be the son of the previous guy.13

Jenner did not pursue what this reference to “proper channels” meant. And he did not then ask for more information on Max Clark. Not that he was likely to have needed the answer. Max Clark had previously been head of security for General Dynamics, Jenner’s top client, and was aware of the Kennedy administration’s ongoing investigation of the company.

In fact, mostly what the Forest Service does is build roads. I am not kidding. There are 378,000 miles of roads in America’s national forests. That may seem a meaningless figure, but look at it this way—it is eight times the total mileage of America’s interstate highway system. It is the largest road system in the world in the control of a single body. The Forest Service has the second highest number of road engineers of any government institution on the planet. To say that these guys like to build roads barely hints at their level of dedication. Show them a stand of trees anywhere and they will regard it thoughtfully for a long while, and say at last, “You know, we could put a road here.” It is the avowed aim of the U.S. Forest Service to construct 580,000 miles of additional forest road by the middle of the next century. The reason the Forest Service builds these roads, quite apart from the deep pleasure of doing noisy things in the woods with big yellow machines, is to allow private timber companies to get to previously inaccessible stands of trees. Of the Forest Service’s 150 million acres of loggable land, about two-thirds is held in store for the future. The remaining one-third—49 million acres, or an area roughly twice the size of Ohio—is available for logging. It allows huge swathes of land to be clear-cut, including (to take one recent but heartbreaking example) 209 acres of thousand-year-old redwoods in Oregon’s Umpqua National Forest.

For example, our knives deliver the performance of those fancy knives at a fraction of the cost—and we’ll deliver them right to your door! Pro tip: this is also a perfect place to insert the belief statement you created in the previous section (e.g., “At the Cerebral Knife Company, we believe that every home cook deserves affordable, professional-grade knives”). Here’s another example of an infomercial narrative for a piece of home exercise equipment: Hey, do you want to lose weight and get in the best shape of your life? Well, the best way to do that is to go to the gym five times a week and work out for two hours each time. But gym memberships are expensive—and who has that kind of time? What you need is our awesome, cost-effective home exercise machine. Or how about an infomercial narrative for some kind of fruit and vegetable juicer: Eating too many processed foods is destroying your health. The solution is to eat more fresh fruits, vegetables, and juices. The problem is that typical juicers are too large, time-consuming to use, expensive, hard to clean, and kill too many of your food’s helpful nutrients. Our awesome, compact, easy-to-clean, and affordable juice machine is what you need! From a classical sales perspective, this messaging and pitch formula is so effective because at each stage your audience is taking small, incremental steps toward your solution. These steps are rooted in both universal truths and emotion. While the approach starts with tension to garner the buyer’s interest, the story unfolds naturally with no big leaps of faith required.

results in the prospect buying from you for the first time. Example: Tom gets a lot of value from the report he downloaded. It has some genuinely good tips that he didn’t previously know and implementing them has saved him a lot of time. In addition, the IT company that wrote the report has been emailing him additional valuable tips and information and offers Tom a free twenty-one-point IT audit for his business. Tom takes them up on this offer. The audit is thorough and professional and reveals to Tom that his IT systems are vulnerable because a lot of the software on his computers is out of date.

The advantage of having a dog for company lies in the fact that it is possible to make him happy; he demands such simple things, his ego is so limited. Possibly, in a previous era, women found themselves in a comparable situation—similar to that of domestic animals. Undoubtedly there used to be a form of demotic happiness, connected to the functioning of the whole, which we are no longer able to understand; there was undoubtedly the pleasure of constituting a functional organism, one that was adequate, conceived with the purpose of accomplishing a discrete series of tasks—and these tasks, through repetition, constituted a discrete series of days. All that has disappeared, along with the series of tasks; we no longer really have any specific objective; the joys of humans remain unknowable to us, inversely, we cannot be torn apart by their sorrows. Our nights are no longer shaken by terror or by ecstasy. We live, however; we go through life, without joy and without mystery; time seems brief to us.

With the ‘modern labour market services’ legislation (‘Hartz I and II’), part-time employment and agency work were liberalized. The latter particularly abolished the ban on ‘synchronization’ and dismissal (it had previously been illegal for employment agencies to take on workers only for the duration of a particular job in a client company).90 The boom in agency and low-paid work in the following years was a direct result of these measures. On top of this, precarious workers, particularly agency and subcontracted staff, are considered second-class citizens in terms of employment.91 This is particularly clear in the case of agency workers. In formal legal terms, although the modernization of employment law in 2001 gave these workers additional rights of co-determination, in practice these were curtailed: within the agency they have the same rights as other employees, but in the firm where they actually work, possibly for several years, they have only very limited participation rights. Appearing on the balance sheet as ‘material resources’, they have no protection from dismissal, they often earn only half as much as permanent staff for the same work, and their position is inferior in terms of labour and health protection. As a result, they fall into a new dependency—for example, earning so little that their income does not cover their needs and they are forced to seek greater support from the state.

The key concepts of this discourse are no longer social inequality and exploitation, but rather equal rights and identity. Equal opportunity, for example, now aims at the formally equal access of women to positions that were previously reserved for men. The vertical differences between occupational positions—between the female manager of a large corporation and a low-paid female employee of a cleaning company, scarcely play any role in this discourse. The problem with this shift is clearly not the impetus to improve women’s position on the labour market. The problem is that equality policy is limited to this question, as radically equal opportunity reduces justice to the horizontal logic of inclusion and equal treatment. The vertical logic of redistribution is increasingly blanked out.

With the ‘modern labour market services’ legislation (‘Hartz I and II’), part-time employment and agency work were liberalized. The latter particularly abolished the ban on ‘synchronization’ and dismissal (it had previously been illegal for employment agencies to take on workers only for the duration of a particular job in a client company).90 The boom in agency and low-paid work in the following years was a direct result of these measures. On top of this, precarious workers, particularly agency and subcontracted staff, are considered second-class citizens in terms of employment.

In each case, the answer is the same: we clergy (I speak as part of the problem) are caught in a tangled web of conflicts of interest, most (if not all) involving money. Because of my years in parish ministry, I feel the pain on all sides. I understand why a large percentage of our pastors become the kinds of company men we considered in the previous chapter. They must constantly negotiate among their own moral and spiritual instincts, the interests of their institutions, their personal concerns about their own salaries and retirement accounts, and professional and social status.

Dropbox, the cloud storage company mentioned previously that Sean Ellis was from, cleverly implemented a double-sided incentivized referral program. When you referred a friend, not only did you get more free storage, but your friend got free storage as well (this is called an “in-kind” referral program). Dropbox prominently displayed their novel referral program on their site and made it easy for people to share Dropbox with their friends by integrating with all the popular social media platforms. The program immediately increased the sign-up rate by an incredible 60 percent and, given how cheap storage servers are, cost the company a fraction of what they were paying to acquire clients through channels such as Google ads. One key takeaway is, when practicable, offer in-kind referrals that benefit both parties. Although Sean Ellis coined the term “growth hacking,” the Dropbox growth hack noted above was actually conceived by Drew Houston, Dropbox’s founder and CEO, who was inspired by PayPal’s referral program that he recalled from when he was in high school. PayPal gave you ten dollars for every friend you referred, and your friend received ten dollars for signing up as well. It was literally free money. PayPal’s viral marketing campaign was conceived by none other than Elon Musk (now billionaire, founder of SpaceX, and cofounder of Tesla Motors). PayPal’s growth hack enabled the company to double their user base every ten days and to become a success story that the media raved about. One key takeaway is that a creative and compelling referral program can not only fuel growth but also generate press.

I did some quick math. The share price valued this company at $80 million, while the company’s profits for the previous year were $160 million, which meant that the Polish government was selling this company for one-half of the previous year’s earnings!

Avoid checking up on whether someone did something the previous day. Team members will start feeling like they are being micromanaged. In general, looking forward is great management; looking backward is micromanagement.

The formative stage is treacherous and the subject of much study and analysis by management experts. Notably, as previously mentioned, consultant Geoffrey Moore coined the term “crossing the chasm” back in 1991 to describe the unique challenges and activities associated with this phase of a start‐up's evolution. Lots of companies make it far enough to attract some early adopters, and they have enough funding to pursue a much bigger market. But then they fall into the chasm between appealing to a narrow niche audience and building a large and sustainable customer base.

From start to finish, it took Lilly eight months to go from concept to a commercially available medicine.30 The company’s previous record for discovering, developing, and commercializing an antibody drug—soup to nuts—was four and a half years. Lilly received FDA authorization for its COVID antibody drug on November 9, and Regeneron soon followed suit on November 21.31

There’s a reason why the term used for viral growth is to “land and expand”—to build new networks as well as increasing the density of existing networks. By “landing,” viral growth can start new atomic networks, as a Dropbox invite from an ad agency to their client brings a new company into the collaboration network. Or, when a WhatsApp group chat invite brings onboard a new set of friends who hadn’t previously used the service. But then the product “expands”—increasing the density of a network as all the coworkers in an office ultimately join Dropbox. It’s for this reason that networks built through viral growth are healthier and more engaged than those that are launched in the typical “Big Bang” fashion, as Google+ did years back. Big Bang Launches can be great at landing, but often fail at expanding—and as we discussed, many networks with low density and low engagement will fail. The result of increasing density and engagement isn’t just easier new user acquisition, but also stronger Engagement and Economic network effects. That’s because these network effects are ultimately derived by the density and size of the network, and as more users join, they naturally become stronger.

Finally, I saw that we had demystified one of our greatest forces, our Art, and specifically our Rock music. Art, like Religion, needs mystery. That is how we participate in it. But our society demystifying that mystery has the same effect as music Engineers separating the frequencies with pillows and rugs. The advent of MTV was the beginning of the end of Rock’s importance. The accessibility of videos diluted and in many cases eliminated the experience of seeing a live Rock band. It has also allowed Rock bands to exist without the essential prerequisite of being great live performers. The corporatization of Rock radio dealt another severely damaging, if not lethal, blow. As did consultants, whose only job was to homogenize and eliminate interesting, unique personality. As did lazy, ignorant, short-sighted record companies. The result, of course, was the waning of the Rock era and the rise of a Pop era that was more vapid, meaningless, superficial, emotionless, soulless, unmemorable, and disposable than any previous era in the history of music. Most importantly, now that Pop was big business, bottom-line corporate control took precedence over the Art.

Mrs. E. K. Shields, of Saginaw, Michigan, was driven to despair—even to the brink of suicide—before she learned to live just till bedtime. “In 1937, I lost my husband,” Mrs. Shields said as she told me her story. “I was very depressed—and almost penniless. I wrote my former employer, Mr. Leon Roach, of the Roach-Fowler Company of Kansas City, and got my old job back. I had formerly made my living selling World Books to rural and town school boards. I had sold my car two years previously when my husband became ill; but I managed to scrape together enough money to put a down payment on a used car and started out to sell books again. “I had thought that getting back on the road would help relieve my depression; but driving alone and eating alone was almost more than I could take. Some of the territory was not very productive, and I found it hard to make those car payments, small as they were. “In the spring of 1938, I was working out of Versailles, Missouri. The schools were poor, the roads bad; I was so lonely and discouraged that at one time I even considered suicide. It seemed that success was impossible. I had nothing to live for. I dreaded getting up each morning and facing life. I was afraid of everything: afraid I could not meet the car payments; afraid I could not pay my room rent; afraid I would not have enough to eat. I was afraid my health was failing and I had no money for a doctor. All that kept me from suicide were the thoughts that my sister would be deeply grieved, and that I did not have enough money to pay my funeral expenses. “Then one day I read an article that lifted me out of my despondence and gave me the courage to go on living. I shall never cease to be grateful for one inspiring sentence in that article. It said: ‘Every day is a new life to a wise man.’ I typed that sentence out and pasted it on the windshield of my car, where I saw it every minute I was driving. I found it wasn’t so hard to live only one day at a time. I learned to forget the yesterdays and to not think of the tomorrows. Each morning I said to myself, ‘Today is a new life.

Traditionally, companies restructure their businesses periodically to cut costs, primarily through mass layoffs and closures. Perpetual restructuring is a more gradual, moderate, and humbler approach. Instead of slashing costs dramatically all at once, keep your fixed costs steady while growing sales year over year. Operate more efficiently, doing just a bit more each year with roughly the same resources you used the previous year. To achieve those efficiency gains, deploy a variety of smaller restructuring programs that support ongoing process-improvement initiatives. Push to get a bit better—more efficient, more effective, more innovative—each year. Over time, as your business grows, deliver part of the added profits to investors, but set aside a portion to fund additional investments in R&D, geographic expansion, process improvement, sales coverage, and strategic portfolio management (acquisitions, mergers, and divestitures).

Looking at the data, one can see that the best preparation to start a multibillion-dollar company is to create a $10 million–plus company first. The best preparation for that is to start something—anything: a hobby project, a side hustle, maybe a school club. Some Super Founders had as many as four previous $10 million–plus outcomes.

His meaning becomes clear if we recall the story recounted by all three Synoptic evangelists, in which children were brought to Jesus “that he might touch them”. Despite the resistance of the disciples, who wanted to protect him from this imposition, Jesus calls the children to himself, lays his hands on them, and blesses them. He explains this gesture with the words: “Let the children come to me; do not hinder them; for to such belongs the kingdom of God. Truly, I say to you, whoever does not receive the kingdom of God like a child shall not enter it” (Mk 10:13-16). The children serve Jesus as an example of the littleness before God that is necessary in order to pass through the “eye of a needle”, the image that he used immediately afterward in the story of the rich young man (Mk 10:17-27). In the previous chapter we find the scene where Jesus responds to the disciples’ dispute over rank by placing a child in their midst, taking it into his arms and saying: “Whoever receives one such child in my name receives me” (Mk 9:33-37). Jesus identifies himself with the child—he himself has become small. As Son he does nothing of himself, but he acts wholly from the Father and for the Father. The passage that follows a few verses later can also be understood on this basis. Here Jesus speaks no longer of children, but of “little ones”, and the term “little ones” designates believers, the company of the disciples of Jesus Christ (cf. Mk 9:42). In the faith they have found this true littleness that leads mankind into its truth. This brings us back to the children’s Hosanna: in the light of Psalm 8, the praise of these children appears as an anticipation of the great outpouring of praise that his “little ones” will sing to him far beyond the present hour. The early Church, then, was right to read this scene as an anticipation of what she does in her liturgy. Even in the earliest post-Easter liturgical text that we possess—the Didachē (ca. 100)—before the distribution of the holy gifts the Hosanna appears, together with the Maranatha: “Let his grace draw near, and let this present world pass away. Hosanna to the God of David. Whoever is holy, let him approach; whoever is not, let him repent. Maranatha. Amen” (10, 6). The Benedictus also entered the liturgy at a very early stage. For the infant Church, “Palm Sunday” was not a thing of the past. Just as the Lord entered the Holy City that day on a donkey, so too the Church saw him coming again and again in the humble form of bread and wine.

From his headquarters in Los Angeles, Bob Lorsch had entered the prepaid calling card space and built SmarTalk into a success. I was a VP at Salomon at the time and had heard stories about how crazy and fascinating Lorsch was, so I agreed to work with my colleague Mark Davis on a SmarTalk equity offering a year or so after the company’s IPO. We met at their Los Angeles offices at lunchtime. Lorsch burst into the room like a bad caricature of Danny DeVito, and even though I’d been warned that he was an unconventional CEO, I still wasn’t prepared for the encounter. We had put together the standard detailed presentation that analyzed the state of the public equity markets, how the SmarTalk stock had been performing, who owned it, et cetera. A young Salomon analyst who had been pulling all-nighters to assemble the books sat in a chair near the door. Mark and I passed around the presentation books. “So we’ve prepared a—” I started. “Just tell me,” Lorsch interjected. “Do we have Grubman or not?” Jack Grubman, Salomon’s famed equity analyst, had previously endorsed the SmarTalk IPO with a buy rating. “Yes,” Mark said. “We have Jack. We talked to him prior to the meeting and confirmed that he’ll continue to cover the company and support the offering.” “Then you’re hired,” Lorsch said with a smile, pushing his unopened book to the center of the table. “Let’s eat.” It seemed reckless to have made his decision on so little information, and I could only imagine how the analyst kid near the door felt, sleep-deprived and probably proud of his hard work, only to see the book tossed aside without so much as a cracking of the spine. While we ate the catered lunch that was delivered to the conference room, Mark mentioned that I was in the midst of planning my wedding for that summer. “Don’t get married!” Lorsch advised me. “Terrible, terrible idea.” He described a few of his own ill-fated unions, dropping in crude one-liners to punctuate the stories: “Why buy when you can rent? . . . If it flies, floats, or fucks, don’t buy it! . . .” Despite

He still wasn't quite certain of -- well, of many things regarding Greta Helsing, nor did he have the experience or confidence to ask the right kind of questions to make things more certain; worse still, he was acutely aware of this lack. It simply wasn't something he had any practice with. His previous interactions with the fairer sex had been more along the lines of 'the vampire is at his hideous repast,' rather than 'can I buy you a drink,' and it continued to amaze him when Greta seemed legitimately to enjoy his company, and desire more of it.

Buying a bond only for its yield is like getting married only for the sex. If the thing that attracted you in the first place dries up, you’ll find yourself asking, “What else is there?” When the answer is “Nothing,” spouses and bondholders alike end up with broken hearts. On May 9, 2001, WorldCom, Inc. sold the biggest offering of bonds in U.S. corporate history—$11.9 billion worth. Among the eager beavers attracted by the yields of up to 8.3% were the California Public Employees’ Retirement System, one of the world’s largest pension funds; Retirement Systems of Alabama, whose managers later explained that “the higher yields” were “very attractive to us at the time they were purchased”; and the Strong Corporate Bond Fund, whose comanager was so fond of WorldCom’s fat yield that he boasted, “we’re getting paid more than enough extra income for the risk.” 1 But even a 30-second glance at WorldCom’s bond prospectus would have shown that these bonds had nothing to offer but their yield—and everything to lose. In two of the previous five years WorldCom’s pretax income (the company’s profits before it paid its dues to the IRS) fell short of covering its fixed charges (the costs of paying interest to its bondholders) by a stupendous $4.1 billion. WorldCom could cover those bond payments only by borrowing more money from banks. And now, with this mountainous new helping of bonds, WorldCom was fattening its interest costs by another $900 million per year!2 Like Mr. Creosote in Monty Python’s The Meaning of Life, WorldCom was gorging itself to the bursting point. No yield could ever be high enough to compensate an investor for risking that kind of explosion. The WorldCom bonds did produce fat yields of up to 8% for a few months. Then, as Graham would have predicted, the yield suddenly offered no shelter: WorldCom filed bankruptcy in July 2002. WorldCom admitted in August 2002 that it had overstated its earnings by more than $7 billion.3 WorldCom’s bonds defaulted when the company could no longer cover their interest charges; the bonds lost more than 80% of their original value.

Much ink has been spilled over whether fascism represented an emergency form of capitalism, a mechanism devised by capitalists by which the fascist state—their agent—disciplined the workforce in a way no traditional dictatorship could do. Today it is quite clear that businessmen often objected to specific aspects of fascist economic policies, sometimes with success. But fascist economic policy responded to political priorities, and not to economic rationale. Both Mussolini and Hitler tended to think that economics was amenable to a ruler’s will. Mussolini returned to the gold standard and revalued the lira at 90 to the British pound in December 1927 for reasons of national prestige, and over the objections of his own finance minister. Fascism was not the first choice of most businessmen, but most of them preferred it to the alternatives that seemed likely in the special conditions of 1922 and 1933—socialism or a dysfunctional market system. So they mostly acquiesced in the formation of a fascist regime and accommodated to its requirements of removing Jews from management and accepting onerous economic controls. In time, most German and Italian businessmen adapted well to working with fascist regimes, at least those gratified by the fruits of rearmament and labor discipline and the considerable role given to them in economic management. Mussolini’s famous corporatist economic organization, in particular, was run in practice by leading businessmen. Peter Hayes puts it succinctly: the Nazi regime and business had “converging but not identical interests.” Areas of agreement included disciplining workers, lucrative armaments contracts, and job-creation stimuli. Important areas of conflict involved government economic controls, limits on trade, and the high cost of autarky—the economic self-sufficiency by which the Nazis hoped to overcome the shortages that had lost Germany World War I. Autarky required costly substitutes—Ersatz— for such previously imported products as oil and rubber. Economic controls damaged smaller companies and those not involved in rearmament. Limits on trade created problems for companies that had formerly derived important profits from exports. The great chemical combine I. G. Farben is an excellent example: before 1933, Farben had prospered in international trade. After 1933, the company’s directors adapted to the regime’s autarky and learned to prosper mightily as the suppliers of German rearmament. The best example of the expense of import substitution was the Hermann Goering Werke, set up to make steel from the inferior ores and brown coal of Silesia. The steel manufacturers were forced to help finance this operation, to which they raised vigorous objections.

As sometimes happened following a visit to Kent, the city had a chill to it that went beyond a sense of the air outside. Though Maisie loved her flat in Pimlico, there was a warmth to her father's cottage, to being at Chelstone, that made her feel cocooned and safe. And she felt wanted. That flat was hers to do with as she wished, and to do exactly as she pleased within those walls, but sometimes she felt it still held within it the stark just-moved-in feeling that signaled the difference between a house and a home. Of course, it still was not fully furnished, and there were no ornaments displayed - a vase, perhaps, that a visitor might comment upon and the hostess would say, "Oh, that was a gift, let me tell you about it..." There were no stories attached to the flat - but how could there be, when she was always alone in her home. There were no family photographs, no small framed portraits on the mantelpiece over the fire in the sitting room as there were at her father's house. She thought the flat would be all the better for some photographs, not only to serve as reminders of those who were loved, or reflections of happy times spent in company, but to act as mirrors, where she might see the affection with which she was held by those dear to her. A mirror in which she could see her connections. ... Most of the time, thought, she was not lonely, just on her own, an unmarried woman of independent means, even when the extent of the means - or lack thereof - sometimes gave her cause to remain awake at night. She knew the worries that came to the fore at night were the ones you had to pay attention to, for they blurred reasoned thought, sucked clarity from any consideration of one's situation, and could lead a mind around in circles, leaving one drained and ill-tempered. And if there was no one close with whom to discuss those concerns, they grew in importance in the imagination, whether were rooted in good sense or not. ... She wondered if one could take leave of one's senses, even if one had no previous occasions of mental incapacity, simply by being isolated from others. Is that what pushed the man over the edge of all measured thought? Were his thoughts so distilled, without the calibrating effect of a normal life led among others, that he ceased to recognize the distinction between right and wrong, between good and evil, or between having a voice and losing it? And if that were so, might an ordinary woman living alone with her memories, with her work, with the walls of her flat drawing in upon her, be at some risk of not seeing the world as it is?

The Netscape offering changed that equation. Originally, Netscape planned to sell 3.5 million shares to the public at $14 each, a price that valued the company at about $500 million. Given that Netscape had posted only $17 million in sales—sales, not profits—during the previous six months, a half-billion-dollar valuation seemed highly optimistic. But not to investors looking for the next you-know-what. Netscape’s roadshows were mobbed; tech geeks who had never before bought a stock wanted to own the Navigator. One technology stock analyst said getting a session with Netscape’s management before the offering “was like getting a one-on-one with God.”3 With demand overwhelming, Netscape and Morgan Stanley, its underwriter, increased both the size and price of the offering, eventually selling 5 million shares at $28. Still, demand far outstripped supply; investors placed orders for 100 million shares, and Morgan Stanley had to decide which clients to favor with the limited number of shares it had available. “They don’t get any hotter than this,” the Journal reported the morning that Netscape opened for trading. With so much unmet demand, it was obvious that Netscape would begin trading far above the $28 offering. After struggling for hours to set a price, the Nasdaq’s market makers finally opened Netscape at $71 per share. It rose as high as $75 before settling back to end the day at $58.25. At that price the company was valued at more than $2 billion—one hundred times its trailing sales.

It was in this crucible that Murdock and his team reshaped the culture of O.C. Tanner. “We tweaked it,” he said. “We didn’t want to touch the core values—the integrity, the commitment to continuous improvement, the customer intimacy. Obert believed in truth, goodness, and beauty, and so did the rest of us. But we had to add some new values, like humility and learning. Those came from me because I didn’t know what to do.” Murdock also encouraged a level of debate that hadn’t gone on previously. “We got into a Hegelian dialectic. I wanted forces to clash so that synergy could emerge. Before, bad news would stay down, out of sight. I wanted a war of ideas, and no silos. Anyone could speak to anyone else.

The ideal, of course, is to hire an executive with past experience at a blitzscaling start-up that has already dealt with the challenges your company currently faces. This is why investors have more confidence in serial entrepreneurs. One of the major advantages that companies in Silicon Valley enjoy is generations of rapidly scaling companies that have produced a rich supply of executives with blitzscaling experience. Yet even if you can’t land an ideal candidate, second best is to hire a manager who has previously worked with successful executives in a very rapidly growing company, or an executive who earned her executive experience at a larger or more traditional business but who also worked at a blitzscaling start-up at another time in her career.

We are a team of people who have been in the office design and refurbishment industry for many years, Nick Clarke is the founder and after selling his previous businesses chose to specialise helping carefully selected Clients who share a common goal. The goal we like to share is a desire to work as a team of people who are passionate about our environment and improving our businesses to function by means of the correct collaboration spaces, brand identity and great usable working spaces.

Understanding the important role played by leaders, we made sure, as I’ve noted, to keep our annual senior leadership meeting intact, even as we were cutting labor costs. The event wasn’t as nice as in previous years, but we needed it so that we could convey to leaders our general thinking about continuing to serve customers, protecting our talent base, and so on. We also needed to acknowledge how bad the recession was and reinforce that this wasn’t permanent—good times would return.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

3D Character Modeling Services & Game art outsourcing by 3D Production Animation Studio With our revolutionary 3D Character Modeling, we breathe life into your games that take gamers into a fantastic world of realism and fantasy. We can transform any gameplay or concept into awesome game art with our 3D Character Modeling Services. Whether you need just a part of your game fleshed out or want complete game art 3D modeling, we provide you with outstanding, robust, and proactive 3D character design services. 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. We are experts at creating 3d characters that appear extraordinarily appealing and more than mere graphics. Our 3D Game Character Modeling Service cover a vast style of characters from realistic to stylized. We not only have expertise in creating powerful 3D characters and models but we also in modeling them within the technical specifications and polygon/triangle count. Our 3D game Art Outsourcing Studio is already making creative contributions to world-famous projects by offering professional services. Based on all specifications, we will back up your ideas with workable 3D solutions. 3D Game Outsourcing Company makes it possible for a game developer to produce games of the best quality. On the other hand, if they break down the work into programming, art, level designing and sound engineering, they can avoid degradation of quality. It is possible to outsource each work to a different team of game developers. By getting in touch with programming and game art outsourcing designers, it is possible to get the best individual for each component of game designing. As a Game Development Company, it is very important to outsource your game art continually. This is because hiring different game art designers makes your games uniquely different each time. This is very important if you want to market a game successfully because it must have something completely different to offer as compared to your previous games. Doing that is very simple as you only need a long-term game outsourcing company for your game art. Our team of highly skilled and creative 3D artists and developers generate 3D character development models using the latest techniques and trends that give your game a competitive edge in the market. With our groundbreaking 3D Modeling Company, we deliver fantastic 3D characters for games with the highest level of image quality, resolution, geometrical symmetry, and perfect synchronization.

Stock buy‐backs – companies using cash from their balance sheets to purchase their stock in the open market for the purpose of retiring that stock and increasing their earnings per share – hit an all‐time high in 2018, with over $800 billion spent on such efforts. That was an increase of over 50 percent from the prior year and represented the most extensive annual stock buy‐back total ever recorded (the previous record was 2007, just before the Great Recession of 2008–2009). Contrast that to more traditional R&D investing that increased at a much more modest 8.8 percent that same year.20 When given the choice of where to invest the additional dollars generated from paying lower taxes, companies chose to invest in boosting their stock price, not in their businesses' future development or in their communities.

Of course, it’s better to have founded a successful one. Repeat founders who have previously scaled a company, even to a modest size, bring a track record that makes things easier for them the next time they start a company. Of the billion-dollar companies, 70 percent of repeat founders had founded at least one previously successful company—compared to 24 percent in the random group, a significant difference. Those who had founded a fruitful company in the past were much more likely to create a billion-dollar company. This was the strongest difference I observed in my data between the billion-dollar and the random group. Repeat founders were more likely to build billion-dollar startups.

A good collections firm will evaluate your file when you submit it to them for collections. The “you cannot get blood from a turnip” rule applies here. If it is really ugly and there is no obvious chance of getting a dime, then you are wasting your money moving forward on this previous tenant. A good collections company will tell you it is a waste of money to move forward.

and plays on your vulnerabilities — you are not smart or strong or tall enough. Does it claim to be rich in a nutrient or have extra doses of a nutrient? Iron, fibre, protein, vitamin D? Textbook nutritionism (read previous chapter or ask your parents about it once they have read it). Is it giving you a free toy for buying the product or a chance to win an iPhone or an all-expenses paid foreign trip? Illegal in a lot of countries where governments are active in protecting children from the cheap and unethical marketing practices of food companies. Does your favourite movie star or cricketer endorse the product? Truth be told, you are only engaged as a brand ambassador of junk food when you have a fit and agile body. Essentially, it means that you have had the mental and physical discipline to stay away from the very food that you are endorsing. And to tell you a secret, the celebs won’t even consume it on the day of the shoot; they

commander, and inflicting about twelve other casualties. Titterton was a tall, good-looking young officer who had joined us about a fortnight previously. I hardly knew him. Rodger, a Canadian subaltern in D Company,

Work need not be concentrated in offices, companies can be run from homes, newspapers can be put out with almost no one in the newsroom; time spent commuting can be reduced; business meetings can be replaced by digital connecting. These impacts will last after lockdowns are well in the past. It took three years after 9/11 and more than seven years after the 2008 financial crisis for air travel in the United States to recover to the previous levels.

Thus FDR, being a shrewd, smart sonofabitch now in his third term as President, knew that despite the cries of the isolationists who wanted Amer ica to have nothing to do with another world war it was only a matter of time before the country would be forced to shed its neutral status. And the best way to be prepared for that moment was to have the finest intelligence he could. And the best way to get that information, to get the facts that he trusted because he trusted the messenger, was to put another shrewd, smart sonofabitch in charge-his pal Wild Bill Donovan. The problem was not that intelligence wasn't being collected. The United States of America had vast organizations actively engaged in it-the Federal Bureau of Investigation, the Office of Naval Intelligence, and the Military Intelligence Division chief among them. The problem was that the intelligence these organizations collected was, in the word of the old-school British spymasters, "coloured." That was to say, the intel tended first to serve to promote the respective branches. If, for example, ONI overstated the number of, say, German submarines, then the Navy brass could use that intelligence to justify its demands for more funds for sailors and ships to hunt down those U-boats. (Which, of course, played to everyone's natural fears as the U-boats were damn effec tive killing machines.) Likewise, if MID stated that it had found significantly more Axis troop amassing toward an Allied border than was previously thought, Army brass could argue that ground and/or air forces needed the money more than did the swabbies. Then there was the turf-fighting FBI. J. Edgar Hoover and Company didn't want any Allied spies snooping around in their backyard. It followed then that if the agencies had their own agendas, they were not prone to share with others the information that they collected. The argument, as might be expected, was that intelligence shared was intelli gence compromised. There was also the interagency fear, unspoken but there, as sure as God made little green apples, that some shared intel would be found to be want ing. If that should happen, it would make the particular agency that had de veloped it look bad. And that, fear of all fears, would result in the reduction of funds, of men, of weapons, et cetera, et cetera. In short, the loss of im portance of the agency in the eyes of the grand political scheme. Thus among the various agencies there continued the endless turf bat tles, the duplications of effort-even the instances, say, of undercover FB agents arresting undercover ONI agents snooping around Washington D.C., and New York City.

General Electric was the largest company in the world in 2004, worth a third of a trillion dollars. It had either been first or second each year for the previous decade, capitalism’s shining example of corporate aristocracy. Then everything fell to pieces. The 2008 financial crisis sent GE’s financing division—which supplied more than half the company’s profits—into chaos. It was eventually sold for scrap. Subsequent bets in oil and energy were disasters, resulting in billions in writeoffs. GE stock fell from $40 in 2007 to $7 by 2018. Blame placed on CEO Jeff Immelt—who ran the company since 2001—was immediate and harsh. He was criticized for his leadership, his acquisitions, cutting the dividend, laying off workers and—of course—the plunging stock price. Rightly so: those rewarded with dynastic wealth when times are good hold the burden of responsibility when the tide goes out. He stepped down in 2017. But Immelt said something insightful on his way out. Responding to critics who said his actions were wrong and what he should have done was obvious, Immelt told his successor, “Every job looks easy when you’re not the one doing it.

Recruiters The last time I was out of work, I invested a lot of time in my LinkedIn profile. As a result, even after I landed the job where I currently work, recruiters continued to call me. Recruiters can be very helpful, even if they’re only offering a temporary position. Here’s why. Recruiters can transform unemployed candidates into hot commodities. For instance, the last time I was in the job market, recruiters were contacting me, but they weren’t offering permanent positions. I was unemployed, and my applications were going nowhere. I had previously spoken with a staffing firm about a permanent position. Now that months had passed, I reached out to the recruiter and told him I was interested in a contractor role. Within two weeks I was working. Because I was working, companies wanted to talk to me. I started getting interviews. Five months after starting the contractor role, I landed a permanent position. I’ve held it for four years now.

Chris Good evening, ladies . . . He steps into it. . . . and gentlemen and welcome to the Cornley Polytechnic Society’s spring production of The Murder at Haversham Manor. I would like to personally welcome you to what will be my directorial debut, and my first production as head of the drama society. We are particularly excited to present this play because, for the first time in the society’s history, we have managed to find a play that fits the company’s numbers perfectly. If we’re honest, a lack of numbers has hampered past productions, such as last year’s Chekov play; Two Sisters. Or last Christmas’s The Lion and the Wardrobe, and of course our summer musical, Cat. This will be the first time the society has been able to stage a play of this scale and we are thrilled. It’s no secret we usually have to contend with a small budget, as we had to in last year’s presentation of Roald Dahl’s classic, James and the Peach. Of course, during the run of that particular show the peach went off, and we were forced to present a hastily devised alternative entitled James! Where’s your Peach? Finally we’ve managed to stage a play as it should be, and cast it exceptionally well. I’m sure no one will forget the problems we’ve faced with casting before, such as 2010’s Christmas presentation of Snow White and the Tall, Broad Gentlemen, or indeed our previous year’s pantomime, another Disney classic: Ugly . . . and the Beast. But now, on with the main event, which I am confident will be our best show yet! So without any further ado, please put your hands together for Susie H.K. Brideswell’s thrilling whodunit – The Murder at Haversham Manor.

There are some clear advantages to starting a company solo. Co-founder conflict—whether a clash of personalities, a struggle for power, or lack of a shared vision—is one of the main reasons startups fail. Looking at the data reveals another reason why certain solo founders fare better than others: the solo founders of billion-dollar companies had significantly better previous track records than those with co-founders. A higher proportion of them had already founded a business, figured out how to scale it, and, in many cases, sold it for a sizable amount. People who already have big wins on their résumés seem to have a much easier time starting another company by themselves.

It’s also important that the word innovation be understood broadly. Startups use many kinds of innovation: novel scientific discoveries, repurposing an existing technology for a new use, devising a new business model that unlocks value that was hidden, or simply bringing a product or service to a new location or a previously underserved set of customers. In all these cases, innovation is at the heart of the company’s success.

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

Trying to slow progress or demand is foolhardy; but leaving the economy to a handful of digital monopolies will be problematic for our companies, our staff, and our social systems. If we do not turn this tide—the increasing amount of wealth in the hands of tech giants, and the network effects of technologies making effective government regulation difficult at best—the consequences could be more dire than the mass company extinctions that we witnessed in the four previous ages.

The intelligent investor, however, gets interested in big growth stocks not when they are at their most popular—but when something goes wrong. In July 2002, Johnson & Johnson announced that Federal regulators were investigating accusations of false record keeping at one of its drug factories, and the stock lost 16% in a single day. That took J & J’s share price down from 24 times the previous 12 months’ earnings to just 20 times. At that lower level, Johnson & Johnson might once again have become a growth stock with room to grow—making it an example of what Graham calls “the relatively unpopular large company.

Several forces can widen a company’s moat: a strong brand identity (think of Harley Davidson, whose buyers tattoo the company’s logo onto their bodies); a monopoly or near-monopoly on the market; economies of scale, or the ability to supply huge amounts of goods or services cheaply (consider Gillette, which churns out razor blades by the billion); a unique intangible asset (think of Coca-Cola, whose secret formula for flavored syrup has no real physical value but maintains a priceless hold on consumers); a resistance to substitution (most businesses have no alternative to electricity, so utility companies are unlikely to be supplanted any time soon).5 The company is a marathoner, not a sprinter. By looking back at the income statements, you can see whether revenues and net earnings have grown smoothly and steadily over the previous 10 years.

Several forces can widen a company’s moat: a strong brand identity (think of Harley Davidson, whose buyers tattoo the company’s logo onto their bodies); a monopoly or near-monopoly on the market; economies of scale, or the ability to supply huge amounts of goods or services cheaply (consider Gillette, which churns out razor blades by the billion); a unique intangible asset (think of Coca-Cola, whose secret formula for flavored syrup has no real physical value but maintains a priceless hold on consumers); a resistance to substitution (most businesses have no alternative to electricity, so utility companies are unlikely to be supplanted any time soon). The company is a marathoner, not a sprinter. By looking back at the income statements, you can see whether revenues and net earnings have grown smoothly and steadily over the previous 10 years.

The acquisition is only really successful if you’re a better owner of the business than either the previous owner or the company as an independent company. That usually gets down to your capabilities, in our case, your consumer capabilities, your branding capabilities, your R&D capabilities, your go-to-market capabilities, your global infrastructure, your back office.

China was already a substantial investor in Italy, with a Chinese chemical company buying Pirelli, and Huawei buying mobile phone operator Wind.129 As China specialist François Godement points out, previous Italian governments were happy to sign a series of science and technology cooperation agreements that were ‘essentially a carbon copy’ of the priorities laid out in Made in China 2025, Beijing’s blueprint for becoming the world’s dominant technological power.

This is relevant because impact can be measured even more dependably than risk and because, I believe, we are about to see it measured systematically in impact-weighted financial accounts, which will reflect a company’s impact and its financial performance at the same time. Once such accounts start to take hold, impact thinking will have a momentous effect, just as risk thinking did previously: investment portfolios will change to deliver measurable social and environmental impact alongside financial returns.

With Britain preoccupied by World War II and the United States not yet in it, the quest to produce bulk penicillin moved to a U.S. government research facility in Peoria, Illinois. Scientists and other interested parties all over the Allied world were secretly asked to send in soil and mold samples. Hundreds responded, but nothing they sent proved promising. Then, two years after testing had begun, a lab assistant in Peoria named Mary Hunt brought in a cantaloupe from a local grocery store. It had a “pretty golden mold” growing on it, she recalled later. That mold proved to be two hundred times more potent than anything previously tested. The name and location of the store where Mary Hunt shopped are now forgotten, and the historic cantaloupe itself was not preserved: after the mold was scraped off, it was cut into pieces and eaten by the staff. But the mold lived on. Every bit of penicillin made since that day is descended from that single random cantaloupe. Within a year, American pharmaceutical companies were producing 100 billion units of penicillin a month.

Leaders often panic when recessions strike. They go into survival mode, managing quarter-to-quarter and shoring up their numbers by cutting back on the long-term growth projects we’ve described in previous pages. Such actions might please investors in the moment, but they undo hard-won progress the organization has made. This is a big mistake, and one thankfully we avoided. By looking for creative solutions to the financial challenges we faced during the Great Recession, we maintained our investments while still delivering results that outdid our competitors’ performance.

But WeWork’s rise didn’t shock Schwartz, who had spent part of his career in finance. This was how the system worked. Adam had persuaded one investor after another to believe in his vision; each time he did, previous investors were able to mark up their stakes to escalating valuations, selling shares along the way and passing the risk on to the next fool. Even if WeWork went public and the IPO tanked, Adam owned roughly a fifth of the company, with preferred shares that would allow him to get out before most of his employees. “Let’s say it trades down to a $5 billion valuation,” Schwartz said, throwing out a number more in line with where the London Stock Exchange valued IWG. “Employees will suffer. Investors take a bath. But Adam’s still worth a billion.

When I finished my tour of 154 Grand Street, I noticed that I had several missed calls from an unknown phone number. I stepped outside to call the number back. It belonged to a longtime WeWork executive who heard I was working on a story about the company. He was interested in sharing his experience, but hesitant to speak openly. He stood to benefit handsomely if WeWork successfully made it to an IPO; plus, he had seen how the company treated Joanna Strange and other employees who broke ranks. He believed the business was a good one, but found the ideas WeWork had been spinning up about being a tech company, or revolutionizing education, or improving corporate culture to be laughable. “WeWork has the worst corporate culture I’ve ever encountered in my life,” he said. I heard a similar story from a former WeWork employee I met for an off-the-record conversation a few days later at a coffee shop in Dumbo, near the original Green Desk. “I’ve been involved in some of WeWork’s previous puff pieces,” he said when we sat down. He wanted to know if my article would be one of those.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

This is not, however, under the direct influence of the digital marketer. Your brand can be affected by company performance, positive or negative PR, growth or downsizing decisions, customer service performance, pricing and many more factors, some of which we have already touched on in the previous chapter.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

THE CRIPPEN SAGA DID MORE TO ACCELERATE the acceptance of wireless as a practical tool than anything the Marconi company previously had attempted—more, certainly, than any of Fleming’s letters or Marconi’s flashiest demonstrations. Almost every day, for months, newspapers talked about wireless, the miracle of it, the nuts and bolts of it, how ships relaying messages from one to another could conceivably send a Marconigram around the world. Anyone who had been skeptical of wireless before the great chase now ceased to be skeptical. The number of shipping companies seeking to install wireless increased sharply, as did public demand that wireless be made mandatory on all oceangoing vessels.

Looking back at my previous research, I see that the scene had been set for Trump’s rise, like kindling before a match is lit. Three elements had come together. Since 1980, virtually all those I talked with felt on shaky economic ground, a fact that made them brace at the very idea of “redistribution.” They also felt culturally marginalized: their views about abortion, gay marriage, gender roles, race, guns, and the Confederate flag all were held up to ridicule in the national media as backward. And they felt part of a demographic decline; “there are fewer and fewer white Christians like us,” Madonna had told me. They’d begun to feel like a besieged minority. And to these feelings they added the cultural tendency—described by W.J. Cash in The Mind of the South, though shared in milder form outside the South—to identify “up” the social ladder with the planter, the oil magnate, and to feel detached from those further down the ladder. All this was part of the “deep story.” In that story, strangers step ahead of you in line, making you anxious, resentful, and afraid. A president allies with the line cutters, making you feel distrustful, betrayed. A person ahead of you in line insults you as an ignorant redneck, making you feel humiliated and mad. Economically, culturally, demographically, politically, you are suddenly a stranger in your own land. The whole context of Louisiana—its companies, its government, its church and media—reinforces that deep story. So this—the deep story—was in place before the match was struck.

Recession tends to expose a company's competitive weaknesses, although the source of these weaknesses is often the result of management decisions or acts of omission during the previous boom phase.

To achieve successful innovation, companies need to change previously established procedures, habits, and ultimately culture to be more open to innovation. In order to do this, it is essential for CEOs to not only support innovation initiatives but to also actively champion these initiatives. #kenseelen #kensi #gounden #kensigounden #vision #businesscoaching #businessmaster #innovationmaster #innovationmaster #innovationprogram #canada #information #technology #technicalglitches

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(His obtuseness reminded me that BP—previously known as British Petroleum—had started off as the Anglo-Persian Oil Company: the same company whose unwillingness to split royalties with Iran’s government in the 1950s had led to the coup that ultimately resulted in that country’s Islamic Revolution.)

Perhaps one of the most remarkable cases is one cited by F. W. H. Myers in his chapter on hypnotism in Human Personality: a young actress, an understudy, called upon suddenly to replace the star of her company, was sick with apprehension and stage-fright. Under light hypnosis she performed with competence and brilliance, and won great applause; but it was long before she was able to act her parts without the aid of the hypnotist, who stationed himself in her dressing-room. (Later in this same case the phenomenon of “post-hypnotic suggestion” began to be observed, and the foundations of the Nancy School of autosuggestion, of which Coué is the most famous contemporary associate, were laid.) In the same chapter in which he quotes the remarkable case of the actress, Myers made a theorizing comment which is of immense value to everyone who hopes to free himself of his bondage to failure. He points out that the ordinary shyness and tentativeness with which we all approach novel action is entirely removed from the hypnotized subject, who consequently acts instead with precision and self-confidence. Now the removal of shyness, or mauvaise honte (he wrote), which hypnotic suggestion can effect, is in fact a purgation of memory—inhibiting the recollection of previous failures, and setting free whatever group of aptitudes is for the moment required.

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Evernote’s CEO Phil Libin shared some revealing insights about how the company turns non-paying users into revenue generating ones.[xxiii] In 2011, Libin published a chart now known as the “smile graph.” With the percentage of sign-ups represented on the Y-axis and time spent on the service on the X-axis, the chart showed that, although usage plummeted at first, it rocketed upward as people formed a habit of using the service. The resulting down and up curve gave the chart its emblematic smile shape (and Evernote’s CEO a matching grin). In addition, as usage increased over time, so did customers’ willingness to pay. Libin noted that after the first month, only 0.5 percent of users paid for the service; however, this rate gradually increased. By month 33, 11 percent of users had started paying. At month 42, a remarkable 26 percent of customers were paying for something they had previously used for free.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

Last year’s Boeing contract in Washington State saw members of the International Association of Machinists vote down a contract that would transfer their pensions to a 401k plan and increase their healthcare costs with minimal raises over eight years. “Because of the massive takeaways,” Local 751 President Thomas Wroblewski told his members, “the union is adamantly recommending members reject this offer.” After the members voted down the contract by 67 percent, Washington State found $8.5 billion in tax breaks for the company and International President Thomas Buffenbarger stepped in to carry this corporate sweetheart deal through the last mile. With Boeing threatening to move the assembly of the new 777X passenger jet to another state, the International demanded a re-vote and the intimidated membership agreed to the same deal they previously rejected. The collusion of a multinational corporation and the state in transferring billions of dollars of wealth from working-class people into the hands of the rich could hardly have been possible in this case without the assistance of the International leadership. Boeing workers got to keep their jobs—but the fight that they may have been prepared to have with their employer was swiftly shut down.

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BUILDING RENEWAL INTO YOUR WORKDAY – Tony Schwartz Zeke is a creative director at a large agency. The workday he described when we first met was typical of the managers and leaders I meet in my travels. After six or six and a half hours of sleep—which never felt like enough—Zeke’s alarm went off at 5:30 a.m. each morning. His first move was to take his iPhone off the night table and check his e-mail. He told himself he did this in case something urgent had come in overnight, but the truth was he just couldn’t resist. Zeke tried to get to the gym at least two times a week, but he traveled frequently, and at home he was often just too tired to work out. Once he got to work—around 7:30 a.m. most days—Zeke grabbed a cup of coffee, sat down at his desk, and checked his e-mail again. By then, twenty-five or more new messages were typically waiting in his in-box. If he didn’t have an early meeting, he might be online for an hour or more without once looking up. Zeke’s days were mostly about meetings. They were usually scheduled one after the other with no time in between. As a result, he would race off to the next meeting without digesting what he’d just taken in at the last one. Lunch was something Zeke squeezed in. He usually brought food back to his desk from the cafeteria and worked while he ate. Around two or three in the afternoon, depending on how much sleep he’d gotten the previous night, Zeke began to feel himself fading. Given his company’s culture, taking even a short nap wasn’t an option. Instead, for a quick hit of energy, he found himself succumbing to a piece of someone’s leftover birthday cake, or running to the vending machine for a Snickers bar. With so many urgent demands, Zeke tended to put off any intensive, challenging work for later. By the end of the day, however, he rarely had the energy to get to it. Even so, he found it difficult to leave work with so much unfinished business. By the time he finally did, usually around 7:30 or 8 p.m., he was pretty much running on empty. After dinner, Zeke tried to get to some of the work he had put off earlier in the day. Much of the time, he simply ended up returning to e-mail or playing games online. Either way, he typically stayed up later than he knew he should. How closely does this match your experience? To the extent that it does resonate, how did this happen? Most important, can you imagine working the way you do now for the next ten or twenty years? YOUR CAPACITY IS LIMITED The challenge is that the demand in our lives increasingly exceeds our capacity.

Instead of the go-to ingredients previously used in animal protein substitutes — soy, wheat gluten, vegetable starches — Food 2.0 companies are using computer algorithms to analyze hundreds of thousands of plant species to find out what compounds can be stripped out and recombined to create what they say are more delicious and sustainable sources of protein.

Personalization in education ensures that individual students’ needs are met. This concept is similar to personalization in marketing to consumers. For example, when a company recommends products based upon customers’ previous selections, the company is specifically marketing to individuals. Such personalized industry practices contrast with simply mass marketing one product or service.

CHOOSING CONTENTMENT All that we have comes from God: our spouses, children, families, friends and jobs. That includes our houses, property, furnishings, cars, clothes, family heirlooms and all other personal belongings. God gives us these good gifts for our use and enjoyment. There is nothing wrong with these things, but sometimes our attitudes toward our things can cause problems for us. Throughout history, people have had the desire to get more stuff. But in our culture today, the media shows us how much we don’t have. Because we are exposed to people in different social standings, we can compare what we have to what others have. In previous generations, people compared what they had with their family or neighbors (who probably had similar things); today we have TV shows that portray the lives and belongings of the megarich. When we begin to focus on what others have, we become obsessed with material things. We are tempted to live beyond our means. We become stressed as we work harder and longer in order to buy more stuff. It is easy to wonder why others have more than we do, especially if we’re struggling to keep up with payments on our house, cars and loans. We say, “Other people are just like us, but they have so much more than we do. It’s not fair! Why doesn’t God bless us like he does them? Why should we always have money problems?” Maybe we become upset with our spouse and insist that we should do better than we are doing, or that our children should have the same opportunities that other children have. Jealousy, anger and ambition can eat away at a marriage when we think we should have more than we do. But the stuff we want may not be what God has allotted to us. He has promised that he will provide all that we need but not necessarily all that we want. So one tough spiritual lesson we need to learn as married couples is to shape our wants to match God’s allotment, not the other way around, and to choose, like Paul, to be content whatever our circumstances (see Philippians 4:11). Finding contentment with God’s allotment to us helps ease the stress of getting and spending. It lightens the load of acquiring more and more. And it may help us to grow together as a couple as we learn to enjoy each other’s company without the pressure of reaching for bigger and better toys, vacations, houses or recreational vehicles. When we begin to treasure each other, our hearts will be there also.

The popular social network Twitter is handing over to data scientists at the Massachusetts Institute of Technology’s famed Media Lab every message ever tweeted. It’s part of a five-year $10 million program to develop new ways to understand and use social networks. The school is setting up a Laboratory for Social Machines,where researchers will work on methods for understanding public opinion through the messages we post online. The lab will be able to analyze all new Twitter messages in real time, as well as the company’s archive of all previous tweets.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

By comparison, the Integrated Human model of human nature, in addition to the two elements of our previous model, includes: A conscious analytic system, known as the slow brain (where logic resides) A subconscious intuitive system, or fast brain The full range of motivational drives (of which the drive to acquire is only one) Basic ideas of moral behavior, or moral intuitions Distinguishing characteristics, or personality traits Together, these elements of our nature provide all of the fundamental functions necessary for living life as a complete, Integrated Human—and they are the springboard for the development of leadership character. As our research data has shown, the ability to leverage all of these areas influence leadership’s ability to achieve positive organizational outcomes.

The nautical expression that “Rats leave a sinking ship” is an observed truth. Not only will they attempt to save themselves but they will also assist in saving others. In fact studies show that they will be more apt to help their fellow rats if they had experienced a previous dunking themselves. Although detested by human’s rats are in fact very compassionate social animals that crave company. Research has proven that they will help another rat in distress before searching for food even though they may be hungry. Although not proven it has been observed that they have an innate knowledge of impending disaster and if they are seen abandoning ship, it just might be wise to follow. This is born out in Shakespeare's The Tempest, Act I, Scene II where he wrote: “In few, they hurried us aboard a bark, bore us some leagues to the sea; where they prepared a rotten carcass of a boat, not rigged, nor tackle, sail, nor mast; the very rats instinctively had to quit it.” Of course this nautical concept is fortunately not frequently witnessed, however in a metaphorical sense it is now being witnessed politically. The New York Times's Maggie Haberman and Alexander Burns have written articles concerning the tumult behind the scenes in the world of Donald Trump. “In private, Mr. Trump's mood is often sullen and erratic, his associates say. He veers from barking at members of his staff to grumbling about how he was better off following his own instincts…” Many others claim that he is not up to the task and could actually be a danger to our country if not the World. On Twitter, Bill Kristol a conservative and the Editor at large of the Weekly Standard says that the New York Times story suggest suggests prominent members of Trump's team are already beginning their recriminations in anticipation of a Republican defeat in November. Although I usually save my political remarks for my personal Facebook page, the obvious cannot be ignored and it has been universally apparent that our “Ship of State” has been heading into uncharted waters, rife with dangers herebefore unknown!

Embracing Failure WE NEED TO FAIL. Churches need to fail more. Leaders need to fail more. Pharmaceutical giant Eli Lilly has, since the 1990s, been hosting what he calls failure parties for scrapped research projects. 1 Edgy design company 5Crowd has a failure party every month—complete with failure high-fives and often wrapping up with a celebratory failure cake! 2 When venture capitalists assess whether to invest in a new idea, one of the key characteristics they look for is a previous failed startup. They prefer to invest in a leader who has already run a company into the ground.

to convince Karno to give the young aspiring actor a chance. At first, Karno was a bit incredulous, and despite Chaplin’s previous success as a child actor, Karo now perceived the 18-year-old as being a bit of a misfit with his cast. In his own words, he considered him to be a bit too much of a “pale, puny, sullen-looking youngster” and Karno believed that Chaplin “looked much too shy to do any good in the theater.” Charlie Chaplin was determined to prove him wrong, and during his very first show with Karno’s theatrical company, he was able to wow the crowd

FINDING A GESTATIONAL SURROGATE: A gestational surrogate may be known to the commissioning couple (typically relatives or friends who volunteer to carry the pregnancy) or unknown to the commissioning couple (usually introduced through a third party). Since it is illegal to pay for surrogacy services or to advertise to pay for surrogacy services in Canada, finding a gestational surrogate can be time consuming and difficult. While there are agencies and consultants that assist in making connections between gestational surrogates and recipient couples, patients should be aware that current law also prohibits these companies and consultants from charging for this service. In a majority of cases, gestational surrogates are already known to the commissioning couple. We highly recommend that intended parents review the laws in Canada with respect to compensating surrogates and egg donors. Must be over 21 years of age and under 41 years of age It is highly recommended that the surrogate have completed her family or have had at least one child previously Ethically, the relationship between the commissioning couple and the surrogate should not be one where there is a power imbalance. (For example, where a commissioning couple is the employer of the surrogate). When searching for a surrogate, patients must also consider ethical, medical, psychosocial and legal issues.

Some businesses take a unique approach to this. Footwear brand Toms, already beloved thanks to its renowned blend of “social purpose” and product, forgoes splashy celebrity marketing campaigns. Instead, they engage and elevate real customers. During the summer of 2016, Toms engaged more than 3.5 million people in a single day using what they call tribe power. The company tapped into its army of social media followers for its annual One Day Without Shoes initiative to gather millions of Love Notes on social media. However, Toms U.K. marketing manager Sheela Thandasseri explained that their tribe’s Love Notes are not relegated to one day. “Our customers create social content all the time showing them gifting Toms or wearing them on their wedding day, and they tag us because they want us to be part of it.”2 Toms uses customer experience management platform Sprinklr to aggregate interactions on Facebook, Instagram, and Twitter. Toms then engages in a deep analysis of the data generated by its tribe, learning what customers relish and dislike about its products, stores, and salespeople so they can optimize their Complete Product Experience (CPE). That is an aggressive, all-in approach that extracts as much data as possible from every customer interaction in order to see patterns and craft experiences. Your approach might differ based on factors ranging from budget limitations to privacy concerns. But I can attest that earning love does not necessarily require cutting-edge technology or huge expenditures. What it does require is a commitment to delivering the building blocks of lovability that I reviewed in the previous chapter. Lovability begins with a mindset that makes it a priority. The building blocks are feelings — hope, confidence, fun. If you stack them up over and over again, eventually you will turn those feelings into a tower of meaningful benefits for everyone with a stake in your business, including owners, investors, employees, and customers. Now let’s look more closely at those benefits and the groups they affect.

Groupon is a study of the hazards of pursuing scale and valuation at all costs. In 2010, Forbes called it the “fastest growing company ever” after its founders raised $135 million in funding, giving Groupon a valuation of more than $1 billion after just 17 months.5 The company turned down a $6 billion acquisition offer from Google and went public in 2011 with one of the biggest IPOs since Google’s in 2004.6 It was one of the original unicorns. However, the business model had serious problems. Groupon sometimes sold so many Daily Deals that participating businesses were overwhelmed . . . even crippled. Other businesses accused Groupon of strong-arming them to sign up for Daily Deals. Customers started to view the group discount (the company’s bread and butter) as a sign that a participating business was desperate. Businesses stopped signing up. Journalists suggested that Groupon was prioritizing customer acquisition over retention — growth over value — and that it had gone public before it had a solid, proven business model.7 Groupon is still a player, with just over $3 billion in annual revenue in 2015. But its stock has fallen from $26 a share to about $4 today, and it has withdrawn from many international markets. Also revealing is that the company is suing IBM for patent infringement, something that will not create customer value.8 Many promising startups have paid the price for rushing to scale. We can see clues to potential future failures in the recent “down rounds” (stock purchases priced at a lower valuation than those of previous investors) hitting companies like Foursquare, Gilt Group, Jet, Jawbone, and Technorati. In their rush to build scale, executives and founders search for shortcuts to sustainable, long-term revenue growth.

We’re all “storytellers.” We don’t call ourselves storytellers, but it’s what we do every day. Although we’ve been sharing stories for thousands of years, the skills we needed to succeed in the industrial age were very different from those required today. The ability to sell our ideas in the form of story is more important than ever. Ideas are the currency of the twenty-first century. In the information age, the knowledge economy, you are only as valuable as your ideas. Story is the means by which we transfer those ideas to one another. Your ability to package your ideas with emotion, context, and relevancy is the one skill that will make you more valuable in the next decade. Storytelling is the act of framing an idea as a narrative to inform, illuminate, and inspire. The Storyteller’s Secret is about the stories you tell to advance your career, build a company, pitch an idea, and to take your dreams from imagination to reality. When you pitch your product or service to a new customer, you’re telling a story. When you deliver instructions to a team or educate a class, you’re telling a story. When you build a PowerPoint presentation for your next sales meeting, you’re telling a story. When you sit down for a job interview and the recruiter asks about your previous experience, you’re telling a story. When you craft an e-mail, write a blog or Facebook post, or record a video for your company’s YouTube channel, you’re telling a story. But there’s a difference between a story, a good story, and a transformative story that builds trust, boosts sales, and inspires people to dream bigger.

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That summer, Harrison Miller and Bezos butted heads in front of the board of directors over the size of the bet on toys. Bezos wanted Miller to plow $120 million into stocking every possible toy, from Barbie dolls to rare German-made wooden trains to cheap plastic beach pails, so that kids and parents would never be disappointed when they searched for an item on Amazon. But a prescient Miller, sensing disaster ahead, pushed to lower his own buy. “No! No! A hundred and twenty million!” Bezos yelled. “I want it all. If I have to, I will drive it to the landfill myself!” “Jeff, you drive a Honda Accord,” Joy Covey pointed out. “That’s going to be a lot of trips.” Bezos prevailed. And the company would make a sizable contribution to Toys for Tots after the holidays that year. “That first holiday season was the best of times and the worst of times,” Miller says. “The store was great for customers and we made our revenue goals, which were big, but other than that everything that could go wrong did. In the aftermath we were sitting on fifty million dollars of toy inventory. I had guys going down the back stairs with ‘Vinnie’ in New York, selling Digimons off to Mexico at twenty cents on the dollar. You just had to get rid of them, fast.” The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics

There are, as previously noted, more than three thousand electric power companies in the United States. Many of the smaller electric companies lack the resources and often the motivation to provide their operations with the best cybersecurity. Computer access to any one of them can provide access along the network to the SCADA and EMS systems that calibrate supply and demand for the grid as a whole.

Chain code Labs to be able to Host an additional Run regarding Its Month-Long Bitcoin Html coding Class Chain code Labs, the newest York-based improvement company and also a major factor to Bitcoin Core, will be organizing an extra edition involving its Bitcoin residency put in the first weeks of 2018. The program expects to help designers overcome the particular steep understanding curve connected with becoming a protocol-level contributor for you to projects just like Bitcoin Key. In doing, therefore , Chaincode Amenities hopes to aid expand Bitcoin’s development neighborhood. “Last 12 months was the 1st run, ” Chaincode System developer David Newbery advised Bitcoin Journal. “We have today taken the favorable stuff from this and attempted to make it a lot more focused along with useful for occupants this year. ” The Residency Program Chain code Labs, inside collaboration together with Matt Corallo - who also worked from Blockstream this past year but became a member of Chaincode Facility since: organized typically the residency plan for the first time throughout September in addition to October connected with 2016. Another edition begins on The month of January 29, 2018, and will previous until Feb. 23. Newbery himself has been one of the guests of this initial residency software. He was afterward hired simply by Chaincode Amenities and has given that been the most prolific contributing factors to the Bitcoin Core job. Now, he or she is coordinating the next of a couple of legs in the new course. “Chaincode System exists to boost Bitcoin, ” said Newbery. “We do that by simply contributing to Bitcoin Core, yet each of people has a lot with the freedom to accomplish what we consider is important. As well as the main function of this residency program is always to try to improve the designer community. ” Specifically, classes will cover standard protocol design, adversarial thinking, risk models plus security things to consider, as well as deal with some of Bitcoin’s biggest problems, like climbing, fungibility and also privacy. Guests will mostly discover by doing and might even commence contributing to often the Bitcoin-Central project through the residency. Through the program will have them assisted from the entire Chaincode Labs crew - Alex Morcos, Suhas Daftuar, Shiny Corallo, Ruben Newbery along with Russ Yanofsky. There are often guest loudspeakers.

how Loudcloud was born. Interestingly, the most lasting remnant of Loudcloud is the name itself, as the word cloud hadn’t been previously used to describe a computing platform. We incorporated the company and set out to raise money. It was 1999.

screamed night and day, blotted out the starlit skies and Northern Lights with flashing red strobes, slaughtered thousands of bats and entire flocks of birds, banished tourism and wildlife, made people sick and drove them from their now-valueless homes. But though there was very little wind and the turbines made almost no electricity, they made billions in taxpayer-paid subsidies for energy companies and investment banks, some of which trickled down to their fully-owned politicians and “environmental” groups. As I’d learned in previous dealings with WindPower LLC, these turbines did absolutely nothing for global warming. Because wind is so erratic, wind projects must have fulltime fossil fuel plants to back them up, and the result is that wind projects often cause more coal-burning, not less. And the saddest thing is that these billions of dollars wasted on industrial wind projects could be spent on rooftop solar, substantially reducing CO2 generation and fossil fuel use. But the utilities hate rooftop solar, despite what they pretend, because it cuts their income, so they are avidly trying to curtail it.

organizational structure can be useful to analyze in cases that involve an execution aspect. Most cases deal with a big strategic decision—not the execution of a previously made decision—so you likely won’t need to consider this topic during the case interview. As a working consultant, however, you would be wise to analyze the company’s organizational structure to identify any conflicts between the structure and the strategy. We can refer again to the Fortune 500 CIO for this topic: If the CIO will deal with only one point of contact, he will not want to work with a company organized into five divisions, each with its own sales force.

Doing this calculation showed that the United States experiences about fifty-nine thousand excess deaths and about $63 billion in incremental costs annually compared to what would be predicted given its per capita income level. Considering the total toll we previously estimated (of about 120,000 excess deaths and $180 billion in costs), our analyses indicate that about half of the deaths and about a third of the incremental costs from workplace conditions appear to be potentially preventable if the United States were more similar to other advanced industrialized economies.

Since the customers are getting saturated with product and there are no more to convert, one of the few remaining options for these large companies to maintain their previous growth is to buy another company in that same space.

In 2008, the Swedish telecom company Ericsson found itself under investigation by the U.S. State Department for selling telecom equipment to the regimes of Iran, Sudan, and Syria, all considered state sponsors of terrorism. In 2011, Ericsson was named in a State Department report proposing to include telecom restrictions as part of its new sanctions against terrorist regimes. That year, Ericsson sponsored a speech by Bill Clinton and paid him a whopping $750,000, around three times Clinton’s fee at the time. Ericsson had never previously sponsored a Clinton speech. Ericsson’s timing could not have been more fortuitous, since later that year the State Department unveiled its new sanctions list for Iran. Telecom sanctions were not on it. Douglas

My worst ever speech was one I did for a pharmaceutical company in South Africa. They were paying me $1,000 and my airfare. It was a fortune to me at the time, and I couldn’t believe my luck. That would last Shara and me for months. I soon found myself at a hotel in the Drakensberg Mountains, waiting for six hundred sales staff to arrive at the conference center. Their bus journey up had been a long one and they had been supplied with beer, nonstop, for the previous five hours. By the time they rolled off the buses, many of them were tripping over their bags--laughing and roaring drunk. Nightmare. I had been asked to speak after dinner--and for a minimum of an hour. Even I knew that an hour after dinner was suicide. But they were insistent. They wanted their thousand’s worth. After a long, booze-filled dinner that never seemed to end, the delegates really were totally paralytic. I was holding my head in my hands backstage. Sweet Jesus. Then, just as I walked out on stage, the lights went out and there was a power cut. You have got to be joking. The organizers found candles to light the room (which also meant no slides), and then I was on. It was well after midnight by now. Oh, and did I mention that all the delegates were Afrikaans-speaking, so English was their second language, at best? Sure enough, the heckling started before I even opened my mouth. “We don’t want an after-dinner speaker,” one drunk man shouted, almost falling off his chair. Listen, nor do I, big fella, I thought. I suspect it was just as painful an hour for him as it was for me. But I persevered and endeavored to learn how to tell a story well. After all, it was my only source of work, and my only way of trying to find new sponsors for any other expeditions that I hoped to lead.

The company knows what your previous Disney job title and description looks like. What they are looking for is your ability to articulate how you incorporated the Four Key Basics into your role, how did you support your team overall and what accomplishments or projects did you complete during your program?

Consider fast food, for instance. It makes sense—when the kids are starving and you’re driving home after a long day—to stop, just this once, at McDonald’s or Burger King. The meals are inexpensive. It tastes so good. After all, one dose of processed meat, salty fries, and sugary soda poses a relatively small health risk, right? It’s not like you do it all the time. But habits emerge without our permission. Studies indicate that families usually don’t intend to eat fast food on a regular basis. What happens is that a once a month pattern slowly becomes once a week, and then twice a week—as the cues and rewards create a habit—until the kids are consuming an unhealthy amount of hamburgers and fries. When researchers at the University of North Texas and Yale tried to understand why families gradually increased their fast food consumption, they found a series of cues and rewards that most customers never knew were influencing their behaviors.1.24 They discovered the habit loop. Every McDonald’s, for instance, looks the same—the company deliberately tries to standardize stores’ architecture and what employees say to customers, so everything is a consistent cue to trigger eating routines. The foods at some chains are specifically engineered to deliver immediate rewards—the fries, for instance, are designed to begin disintegrating the moment they hit your tongue, in order to deliver a hit of salt and grease as fast as possible, causing your pleasure centers to light up and your brain to lock in the pattern. All the better for tightening the habit loop.1.25 However, even these habits are delicate. When a fast food restaurant closes down, the families that previously ate there will often start having dinner at home, rather than seek out an alternative location. Even small shifts can end the pattern. But since we often don’t recognize these habit loops as they grow, we are blind to our ability to control them. By learning to observe the cues and rewards, though, we can change the routines.

Successful system builders cannot work with a rigid demarcation between the system and the environment in which the system develops. They continuously seek to mold that environment so that the growth of the system is facilitated, often incorporating what was previously environment into the system, as happened when electrical supply companies came to control the regulative agencies set up to police them.

Fieldking rotavator is better as it saves fuel, Time, soil compaction & wear and tear of the tractor as it accomplishes better pulverization in no time. And with Robust Multi Speed now no need for multiple operations of the cultivator, disc harrow, and leveler. Fielding Rotary Tillers is economical series and it can be coupled with 30 to 60 HP tractors quite easily. It is mainly intended with a rigid structure, multi-speed Gearbox, Visual Oil Level Indicator, Features of Fielding Rotavator Innovation – neatly designed keeping in mind minimum diesel consumption & breakages Better Production – It helps in holding wet of the soil and will increase soil porousness and aeration which boosts germination and growth of crops. Hard truth – Rigid structure, Multi-speed shell, Mechanical oil seal, Advanced designed Front support and serious duty back guard (Trialing board) makes it appropriate and effectively on object yet as in wet and paddy condition. Technically advanced – It specially installs with Spiral shapes of the rotor assembly to cut back the load on tractors, scale back fuel consumption and avoids tire slippage. Smartly Placed – Visual oil level indicator, scale back the possibilities to breakage of gears thanks to inaccessibility of minimum oil level within gear transmission. King of Crop – It makes the simplest bed to victimization at before and once rain. it’s in the main appropriate for every type of crops like cotton, castor, vegetable, sugarcane, banana, wheat, maize, and paddy. Easy to use – It will simply take away residues components of the previous crop, cut into items and completely combine it them into the soil in kind of organic manure to extend productivity. Long life – Powder coated glorious resistance to corrosion, maintains the machine in just-bought condition for a extended amount.

Others argue that an increasingly demanding society is exposing previously subclinical ADHD symptoms. As performance standards are ratcheted up and external stimulation becomes nonstop and blaring, previously well-adapted individuals with mild ADHD may now be reaching a clinically significant level of impairment that qualifies as a mental disorder and requires treatment. My point back is that the difficulties people have in meeting society's expectations should not all be labeled as mental disorders. [...] If we, as a society, choose to help people enhance their performance to meet (perhaps excessive) demands, this should be an open policy decision - not one cloaked under medical auspices, done by medical prescription, and enhanced by drug company marketing.

Research and development conducted by private companies in the United States has grown enormously over the past four decades. We have substantially replaced the publicly funded science that drove our growth after World War II with private research efforts. Such private R&D has shown some impressive results, including high average returns for the corporate sector. However, despite their enormous impact, these private R&D investments are much too small from a broader perspective. This is not a criticism of any individuals; rather, it is simply a feature of the system. Private companies do not capture the spillovers that their R&D efforts create for other corporations, so private sector executives in established firms underinvest in invention. The venture capital industry, which provides admirable support to some start-ups, is focused on fast-impact industries, such as information technology, and not generally on longer-run and capital-intensive investments like clean energy or new cell and gene therapies. Leading entrepreneur-philanthropists get this. In recent years, there have been impressive investments in science funded by publicly minded individuals, including Eric Schmidt, Elon Musk, Paul Allen, Bill and Melinda Gates, Mark Zuckerberg, Michael Bloomberg, Jon Meade Huntsman Sr., Eli and Edythe Broad, David H. Koch, Laurene Powell Jobs, and others (including numerous private foundations). The good news is that these people, with a wide variety of political views on other matters, share the assessment that science—including basic research—is of fundamental importance for the future of the United States. The less good news is that even the wealthiest people on the planet can barely move the needle relative to what the United States previously invested in science. America is, roughly speaking, a $20 trillion economy; 2 percent of our GDP is nearly $400 billion per year. Even the richest person in the world has a total stock of wealth of only around $100 billion—a mark broken in early 2018 by Jeff Bezos of Amazon, with Bill Gates and Warren Buffett in close pursuit. If the richest Americans put much of their wealth immediately into science, it would have some impact for a few years, but over the longer run, this would hardly move the needle. Publicly funded investment in research and development is the only “approach that could potentially return us to the days when technology-led growth lifted all boats. However, we should be careful. Private failure is not enough to justify government intervention. Just because the private sector is underinvesting does not necessarily imply that the government will make the right investments.

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

IDENTIFY CLEAR GOALS AND PRIORITIES. The ability to identify clear goals and priorities is being tested as the world resets. In 2008, for example, the primary goal for many companies became safety and managing for cash. But within that goal was the related one of managing for risk and a shift from previous years in the balance between the short-term and the long-term. Identifying goals requires a level of savvy and expertise to achieve the right balance. That, in turn, requires the realism and the knowledge of the business and the people that constitute the first two of our seven essential behaviors. Choosing the wrong goals can be disastrous. All too often the wrong goals are set because the leader isn’t realistic about the ability of the people to achieve them. Articulating the right goals is the first step. The people in the organization then have to execute and that means setting priorities and benchmarks. It isn’t enough to say “we need to generate $10 billion in cash.” You have to know what parts of the business will generate how much cash, how they will do it (by better managing inventories and receivables, for example), who is accountable, and how to follow through to be sure everyone is doing what they are supposed to be doing.

Lync has its title altered. And so what sort of computer software is it now? Well, it is identified as Lync Mac Business. The particular motive for carrying this out is a need to combine the familiar experience and level of popularity from consumers associated with Lync Mac along with security regarding Lync as well as control feature set. Yet another thing which Lync has got influenced in this specific new version of Lync happens to be the transformation associated with particular graphical user interface aspects which are used in the popular program of Lync Mac. It has been chose to utilize the same icons as in Lync as an alternative to attempting to make new things. Microsoft Company furthermore included the particular call monitor screen which happens to be applied within Lync in order that consumers could preserve an active call seen inside a small display when customers happen to be focusing on yet another program. It is additionally essential to point out that absolutely no features which were obtainable in Lync are already eliminated. And you should additionally understand that Lync Mac happens to be nevertheless utilizing the foundation regarding Lync. And it is very good that the actual software is nevertheless operating on the previous foundation since it happens to be known for the security. However what helps make Lync Mac a great choice if perhaps you're searching for an immediate texting software? There are a wide range of advantages which this particular application has got and we'll have a look at a few of these. Changing from instantaneous messaging towards document sharing won't take a great deal of time. Essentially, it provides a flawless incorporation associated with the software program. An improved data transfer administration is yet another factor that you'll be in a position enjoy from this program. Network supervisors can assign bandwidth, limit people and also split video and audio streams throughout each application and control the effect of bandwidth. In case you aren't making use of Microsoft Windows operating system and prefer Lync in that case possibly you're concerned that you will not be able to utilize this particular application or it is going to possess some constraints? The reply happens to be no. As we've talked about many times currently, Lync is currently best-known as being Lync For Mac Business .There is nothing that is actually extracted from the main edition therefore the full functionality is actually offered for you. And it is certainly great to understand the fact that Lync that we should simply call Lync For Mac version is actually capable to provide you all the characteristics which you'll need. If you happen to be trying to find a fantastic application for your own organization, in that case this is the one particular you are in search of Lync For Mac which will still be acknowledged as being Lync for a long period edition is actually competent to present you with everything that is actually necessary for your organization even if you decided to not utilize Microsoft operating system. Know about more detail please visit lyncmac.com

I later became more interested in equal rights for women in the work place because of what was happening at IBM. One of the women at Remington Rand had previously been a system service girl for IBM during the war. After a system was installed, a system service girl would go out and show the users how it worked. She was the liaison between the users and the computer company. She was married and had been fired to make room for a returning veteran. When the war ended, IBM rehired all of its former employees who had left to join the military, then fired all of the married women with jobs that could be filled by men.

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.

Ken didn’t care that Adrian’s previous business, a startup company that created collapsible high heel shoes, flopped.

A few months ago I would have told anyone that my goal was to put my father in a home, sell the bookstore and the house and high tail it back to Philly, but… something funny happened along the way. I started enjoying owning a bookstore. My best friends became my best friends again. And I met this very nice man who, against all odds and beyond my understanding, enjoys my company. My previous goals aren’t my goals anymore, so I don’t know what I want. Not anymore.

The Council that is usually cited as that which 'condemend Origen' is the fifth ecumenical council, the second Constantinopolitan Council, in 553 CE. First of all, its ecumenicity is in fact doubtful, since it was wanted by Justinian and not by Vigilius, the bishop of Rome, or other bishops; Vigilius was even brought to Constantinople by force, by the emperor's order, and moreover he did not accept to declare that the council was open (Justinian had to do so). The anathemas, fifteen in number, were already prepared before the opening of the council. Here, Origen is considered to be the inspirer of the so-called Isochristoi. This was the position of the Sabaite opponents of Origen, summarized by Cyril of Scythopolis who maintained that the Council issued a definitive anathema against Origen, Theodore, Evagrius, and Didymus concerning the preexistence of souls and apokatastasis, thus ratifying Sabas' position (V. Sab. 90). One of these previously formulated anathemas, which only waited to be ratified by the Council, was against the apokatastasis doctrine: 'If anyone supports the monstrous doctrine of apokatastasis [τὴν τερατώδη ἀποκατάστασιν], be it anathema.' Other anathemas concern the 'pre-existence of souls,' their union with bodies only after their fall, and the denial of the resurrection of the body. These doctrines have nothing to do with Origen; in fact, Origen is not the object of any authentic anathema. And Vigilius's documents, which were finally emanated by a council that was not wanted by him, most remarkably do not even contain Origen's name. Origen was never formally condemned by any Christian ecumenical council. [G.L.] Prestige once observed, inspiredly, that 'Origen is the greatest of that happily small company of saints who, having lived and died in grace, suffered sentence of expulsion from the Church on earth after they had already entered into the joy of their Lord.' We may add that Origen, strictly speaking, did not even suffer any formal expulsion from the church. One problem is that later Christian authors considered the aforementioned anathemas as referring to Origen; so, extraneous theories were ascribed to him. The condemnations were also ascribed to Didymus and Evagrius; indeed, the Isochristoi professed a radical form of Evagrianism and some anathemas seem to reflect some of Evagrius's Kaphalaia Gnostica, but it would be inaccurate to refer all of Justinian's accusations and of the Council's 'condemnations' to Evagrius. What is notable, these condemnations, however, were never connected with Nyssen, not even that concerning universal apokatastasis. There may be various explanations to this. One is that Nyssen, the theologian who inspired the Constantinople theology in 381 CE, enjoyed too high an authority to be criticized. Also, his ideas could by then be related – and indeed were related – to the Purgatory theory. And his manuscripts bristle with interpolations and glosses concerned with explaining that Gregory in fact did not support the theory of apokatastasis. Germanus of Constantinople, in the eighth century, even claimed that Gregory's works were interpolated by heretics who ascribed Origen's ideas to Gregory. But precisely from the time of Justinian an important confirmation of the presence of the doctrine in Gregory's and the other Cappadocians' writings is given in Barsanuphius's Letter 604. A monk has asked him how it is that Origen's doctrine, especially that of apokatastasis, was supported by orthodox authors, and even saints, such as the Cappadocians. Barsanuphius, far from trying to deny that the Cappadocians supported the doctrine of apokatastasis, simply observes that even saints can have a limited understanding of the mysteries of God and can be wrong. Therefore, neither the monk nor Barsanuphius, who heartily detested the doctrine of apokatastasis, thought that Gregory did not actually believe in apokatastasis and that his works were interpolated by heretics. (pp. 736-738)

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems. Without a vuja de event, Warby Parker wouldn’t have existed. When the founders were sitting in the computer lab on the night they conjured up the company, they had spent a combined sixty years wearing glasses. The product had always been unreasonably expensive. But until that moment, they had taken the status quo for granted, never questioning the default price. “The thought had never crossed my mind,” cofounder Dave Gilboa says. “I had always considered them a medical purchase. I naturally assumed that if a doctor was selling it to me, there was some justification for the price.” Having recently waited in line at the Apple Store to buy an iPhone, he found himself comparing the two products. Glasses had been a staple of human life for nearly a thousand years, and they’d hardly changed since his grandfather wore them. For the first time, Dave wondered why glasses had such a hefty price tag. Why did such a fundamentally simple product cost more than a complex smartphone? Anyone could have asked those questions and arrived at the same answer that the Warby Parker squad did. Once they became curious about why the price was so steep, they began doing some research on the eyewear industry. That’s when they learned that it was dominated by Luxottica, a European company that had raked in over $7 billion the previous year. “Understanding that the same company owned LensCrafters and Pearle Vision, Ray-Ban and Oakley, and the licenses for Chanel and Prada prescription frames and sunglasses—all of a sudden, it made sense to me why glasses were so expensive,” Dave says. “Nothing in the cost of goods justified the price.” Taking advantage of its monopoly status, Luxottica was charging twenty times the cost. The default wasn’t inherently legitimate; it was a choice made by a group of people at a given company. And this meant that another group of people could make an alternative choice. “We could do things differently,” Dave suddenly understood. “It was a realization that we could control our own destiny, that we could control our own prices.” When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

The reason the Forest Service builds these roads, quite apart from the deep pleasure of doing noisy things in the woods with big yellow machines, is to allow private timber companies to get to previously inaccessible stands of trees. Of the Forest Service’s 150 million acres of loggable land, about two-thirds is held in store for the future. The remaining one-third—49 million acres, or an area roughly twice the size of Ohio—is available for logging. It allows huge swathes of land to be clear-cut,

Being an authorized user generates more of a risk than a reward. You are putting your credit in the hands of others. The previous statement implies their mistakes, now becomes yours! - The Credit Repair Book: The Credit Repair Company's Secret Weapon.

Or, put in language that people use outside of theoretical economics, it may seem like most organizations make rational choices based on deliberate decision making, but that’s not really how companies operate at all. Instead, firms are guided by long-held organizational habits, patterns that often emerge from thousands of employees’ independent decisions.6.16 And these habits have more profound impacts than anyone previously understood.

Driving the move is a focus by Beijing on the Internet and innovation-driven sectors to boost slowing growth by easing listing rules. Another factor is a stock rally that has seen the Shanghai Composite Index climb 43% this year, although it fell 6.5% on Thursday. Meanwhile, Chinese investors are pouring money into funds that target startups. In 2014, 39 angel investment funds were set up in China, raising $1.07 billion, a 143% increase from the previous high in 2012, according to investment database pedata.cn, which is run by Zero2IPO Research in Beijing. Angel investors typically provide personal funds to finance small startups. High valuations and the loosening of listing rules will draw more Chinese companies to their home market, said Jianbin Gao of PricewaterhouseCoopers in China. “We anticipate significant growth in technology listings on domestic exchanges,” he said.

When strategy is adjusted, leadership teams must scrutinize the work of the organization and discern what new or existing activities and touch points will actually deliver differentiation in the marketplace. Not what activities are familiar old friends that have previously contributed to success. Not what activities are headed by the most charismatic or brilliant people in your company. Not what activities are considered "best in class.” Not what activities are prescribed by the myriad of institutions that inform the education and professional certification of technical experts you have hired. Not what activities are legislated. Just those activities that will help you win because they set you apart from everyone else.

The previous chapter presented diagrams illustrating that most people work for everyone but themselves. They work first for the owners of the company, then for the government through taxes, and finally for the bank that owns their mortgage.

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.

Ready to take on the world? I'd seen the motto when I visited the previous spring. Everybody at Fullbrook seemed like a genius to me, already worldy, already honing their special skill, building robots, singing arias, starting their own tech company. I wasn't ready to tie a tie. What did I do? I could stop a puck from passing between the pipes, but I had to make it all the way to winter before anyone would care about that.

SMART is an acronym you need to remember every time you make a small bet. It stands for specific, measurable, accountable, resourced, and timed. Specific: There is a detailed destination. In the previous example, SMART starts with specifically how many customers they wanted to find and how that justifies spending two hundred thousand dollars. Measurable: Create a detailed road map with markers from the destination back to the starting point—in this case from the number of customers sold back to the number of prospects needing to be contacted. Accountable: Decide who is responsible at every checkpoint in the road map. Resourced: Answer the tough questions. Is there enough time, money, and experience budgeted? It’s important to realize that the three are interdependent, so the lack of any one means you’ll need more of the other two. Timed: Adhere to deadlines every step of the way so that someone can track the follow-through and know that what’s expected is getting done.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive. At the time, the Federal Housing Administration and Veterans Administration not only refused to insure mortgages for African Americans in designated white neighborhoods like Ladera; they also would not insure mortgages for whites in a neighborhood where African Americans were present. So once East Palo Alto was integrated, whites wanting to move into the area could no longer obtain government-insured mortgages. State-regulated insurance companies, like the Equitable Life Insurance Company and the Prudential Life Insurance Company, also declared that their policy was not to issue mortgages to whites in integrated neighborhoods. State insurance regulators had no objection to this stance. The Bank of America and other leading California banks had similar policies, also with the consent of federal banking regulators. Within six years the population of East Palo Alto was 82 percent black. Conditions deteriorated as African Americans who had been excluded from other neighborhoods doubled up in single-family homes. Their East Palo Alto houses had been priced so much higher than similar properties for whites that the owners had difficulty making payments without additional rental income. Federal and state hosing policy had created a slum in East Palo Alto. With the increased density of the area, the school district could no longer accommodate all Palo Alto students, so in 1958 it proposed to create a second high school to accommodate teh expanding student population. The district decided to construct the new school in the heart of what had become the East Palo Alto ghetto, so black students in Palo Alto's existing integrated building would have to withdraw, creating a segregated African American school in the eastern section and a white one to the west. the board ignored pleas of African American and liberal white activists that it draw an east-west school boundary to establish two integrated secondary schools. In ways like these, federal, state, and local governments purposely created segregation in every metropolitan area of the nation.

injured her ankle during the first week of physical training so that had been the end of her WAAF career. Now Susan extricated her arm from the blanket and glanced at her wristwatch. ‘The NAAFI should be open any time now for some cocoa and supper,’ she commented as Livvy rose to throw some more wood onto the stove that stood in the middle of the room. It was a temperamental thing, often throwing out more smoke than heat. ‘Ouch!’ Livvy cried as she opened the door and it spat at her. ‘I swear this ruddy thing waits for me to do that!’ She hastily threw the log she was holding in and slammed the door shut, causing smoke to billow into the hut and make them all cough. Amanda quickly took out her compact and applied lipstick and powder to her nose, then fluffing her hair up she asked, ‘So who’s coming then?’ As they had all discovered, Amanda hated being seen without her make-up, whereas the rest of them were usually bundled up in layers of clothing just intent on keeping as warm as they could with no thought to how they looked. They all rose and when Nell opened the door a gust of snow blew in at them. ‘Ugh! Bloody weather,’ Susan grumbled as they stepped out into the raging blizzard. ‘Perhaps we should have put the kettle on the stove and made our own drinks tonight!’ ‘Ah, but some of those handsome RAF chaps could be in,’ Amanda pointed out. The RAF base was not far from theirs and when the pilots weren’t flying they often used the NAAFI for a meal. Susan and Livvy exchanged an amused glance, then, heads bent, they picked their way through the deepening snow and just for a moment Livvy thought of the warm, cosy little kitchen back at the lodge. In the very kitchen that Livvy was thinking of, Sunday was just opening the door to John, who had popped in to check that all was well. Their relationship had undergone a subtle change since he had made the unexpected proposal. For a time, they had lost their easy relationship and she had felt slightly embarrassed when in his company and had stopped visiting Treetops as frequently as she had previously. But since the departure of Giles and Livvy they were becoming closer again, finding comfort in each other’s company. ‘How are you all?’ he asked as Sunday quickly closed the door behind him and he stamped the snow from his boots. Already his coat was beginning to steam in the warm atmosphere, and she smiled as she ushered him to the fireside chair and hurried off to set the kettle on the range. ‘We’re fine. Kathy is upstairs getting the twins to sleep.’ Without asking she spooned tea leaves into the pot from the caddy and lifted down two cups

Everyone’s job has different requirements, but the three main folders I use should fit many types of work. Current projects, with a subfolder for each project. (You should try to keep these to no more than ten. After all, how many of us are simultaneously working on more than ten projects? If you are, you’ll learn in the next chapter how to tidy your time.) Records, which contain policies and procedures you regularly access. Usually, these files are provided by others and you typically don’t modify them. Examples include legal contracts and employee files. Saved work, which consists of documents from past projects that you’ll use in the future. Examples include files that can help you with new projects, like a presentation from a previous client that can be a good template for a future one. Other types of saved work can include research you’ve done that could be helpful later, such as benchmarking of competitors or industry research. You may also want to save some projects to have a portfolio to show to prospective clients or new employees for training purposes. If you keep personal files in the same space, add a “Personal” folder so you don’t intermingle personal and work files. Keep digital documents organized. Staying organized is much easier once you have a small set of intuitive, primary folders. If you decide to keep a new file, put it in the most appropriate folder. Otherwise, delete it. The usefulness of your folders will improve as you consistently place similar files in the same place and keep only what you need. When projects are done, decide whether they warrant being moved to your “Saved Work” folder or if you can discard them. There’s no need to store records such as company policies if they’re accessible in other places or won’t be needed again.

Earlier I mentioned that Newton and Jobs were great synthesizers. Newton brought together planetary astronomy, laws of motion, differential mathematics—ideas developed by others—and synthesized them into a coherent whole the world hadn’t seen. Jobs brought together design, marketing, and technology into a coherent whole, as few others could do. But he was missing a key ingredient. Like Land before him, who brought similar skills together, Jobs had led only as a Moses. Which is why the most valuable gift that Jobs received—from the perspective of Apple product lovers today—was not the financial reward of his Pixar investment. It was seeing the Bush-Vail rules in action. He learned a different model for leading, for how to nurture loonshots and grow franchises while balancing the tensions between the two. That missing ingredient became the key to his third act, when he returned to hardware and revived his previous company—along with the entire American consumer electronics industry.

Review all of your numbers (quarterly revenue, profit, gross margin, and any other relevant key numbers) and your Rocks (company and leadership teams on the Rock Sheet) from the previous quarter to confirm which ones were achieved and which were not. I highly recommend simply stating “done” or “not done” for each. This will give you a clear, black-and-white picture of how you performed. Don’t get caught up in believing you can complete 100 percent of your Rocks every quarter. It’s perfectionist thinking and not realistic. You always want to strive for 80 percent completion or better—that’s enough to be truly great.

On December 8, Feast of the Immaculate Conception, she again returned, but so brilliant that her friend could not look at her. She visibly approached the term of her expiation. Finally, on December 10, during Holy Mass, she appeared in a still more wonderful state. After making a profound genuflexion before the altar, she thanked the pious girl for her prayers, and rose to Heaven in company with her guardian angel. Some time previous, this holy soul had made known that she suffered nothing more than the pain of loss, or the privation of God; but she added that that privation caused her intolerable torture. This revelation justifies the words of St. Chrysostom in his 47th Homily :” Imagine” he says, “all the torments of the world, you will not find one equal to the privation of the beatific vision of God” In fact, the torture of the pain of loss, of which we now treat, is, according to all the saints and all the doctors, much more acute than the pain of sense.

Figures such as Jack Ma, Pony Ma, and Robin Li never questioned China’s system as such, but they moved beyond it rapidly, displaying a sense of self-assurance, as if they felt entitled to succeed, that would have been impossible to imagine in the previous two generations.

The Video (optional). A video in which you reiterate much of what was on the website in more dynamic form.         •  Price Choices (optional): The divisions of your company or your list of products.         •  Junk Drawer. The most important part of your website, because it’s where you’re going to list everything you previously thought was important.

Many in Hollywood view Disney as a soulless, creativity-killing machine that treats motion pictures like toothpaste and leaves no room for the next great talent, the next great idea, or the belief that films have any meaning beyond their contribution to the bottom line. By contrast, investors and MBAs are thrilled that Disney has figured out how to make more money, more consistently, from the film business than anyone ever has before. But actually, Disney isn’t in the movie business, at least as we previously understood it. It’s in the Disney brands business. Movies are meant to serve those brands. Not the other way around. Even some Disney executives admit in private that they feel more creatively limited in their jobs than they imagined possible when starting careers in Hollywood. But, as evidenced by box-office returns, Disney is undeniably giving people what they want. It’s also following the example of one of the men its CEO, Bob Iger, admired most in the world: Apple’s cofounder, Steve Jobs. Apple makes very few products, focuses obsessively on quality and detail, and once it launches something that consumers love, milks it endlessly. People wondering why there’s a new Star Wars movie every year could easily ask the same question about the modestly updated iPhone that launches each and every fall. Disney approaches movies much like Apple approaches consumer products. Nobody blames Apple for not coming out with a groundbreaking new gadget every year, and nobody blames it for coming out with new versions of its smartphone and tablet until consumers get sick of them. Microsoft for years tried being the “everything for everybody” company, and that didn’t work out well. So if Disney has abandoned whole categories of films that used to be part of every studio’s slates and certain people bemoan the loss, well, that’s simply not its problem.

In the end, it is never just one factor that brings a company down. The root cause of Rhythm & Hues’s demise was an unsound business model, but the problems with that model ultimately made it impossible for the company to protect its gross margins and its balance sheet. By the same token, Reell Precision Manufacturing’s failure to protect its gross margins undermined what had previously been a sound business model and forced the company to keep taking on debt, thereby making a shambles of its balance sheet.

Cedar Capital Group Tokyo Review of Stats Shows Decrease in Mortality Rate in Construction Sites Cedar Capital Group in Tokyo Japan construction industry is one of the riskiest industries to work with. Not only do they have to deal with falling debris but workers also have to be aware of faulty wirings, defective equipment and weather warnings. Workers even sometimes have to lose their lives in the midst of construction. These circumstances are inevitable and precautions were already implemented even at the start of training. Yet, it cannot be denied that construction is one of the most lucrative businesses in the world today. Everywhere we go, we see buildings being built and establishments being constructed. We see new structures in developed nations. New York, America, Tokyo, Japan, Beijing, China and Seoul, South Korea are some of the leading cities which feature new construction projects almost everyday. Singapore is also not left behind. Considered as one of the most flourishing countries in the world, the little island-city has prided itself with new infrastructure projects and promise a thousand more to come. It came no surprise that the country’s journey towards urbanization was held liable for the deaths of hundreds of construction workers in the previous years. Just recently, though, Singapore has declared their concern on the number of fatalities there are in a construction project. If not of deaths, accidents resulting to fractures and minor and major injuries are also experienced in other neighboring countries. Cedar Capital Group in Tokyo Japan, one the distributor of heavy capital equipment in the country, reports to have dozens of death in the last 4 years of their operation. This, as they claim, is one of the reasons why there is a large scarcity in job application related to construction. Many companies are also faced with numerous complaints because of these deaths and injuries. According to further review, approximately one-quarter of the deaths result from exposure to hazardous substances which cause such disabling illnesses as cancer and cardiovascular, respiratory and nervous-system disorders. Analysts even warn that work-related diseases are expected to double by the year 2020 and that if improvements are not implemented now, exposures today will kill people by the year 2020. Surprisingly, though, while people are being troubled with the number of casualties in the construction sector, recent studies and statistics show fewer deaths in construction sector in the first half of the year. Specifically in Singapore, Manpower Ministry has announced only 8 death reports compared to the 17 deaths in 2014. Although this is not a reason to celebrate since there are still fatalities, Singapore’s Contractual Association stated that this is an improvement as it shows the effectiveness of the recent awareness programs and training seminars conducted across the island-city. The country aims to clear all fatalities for the next succeeding years.

The result of this complicated process was something that was deceptively simple but never previously possible: a financial network that could create and move money without a central authority. No bank, no credit card company, no regulators.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

in previous decades a chemical company took to the Supreme Court a case asserting its Fourth Amendment “right to privacy” from the Environmental Protection Agency’s snooping into its illegal chemical discharges.

My company, Haslit Films, wants to do a documentary about this pair of siblings. Not so easy. They are very private and rarely do interviews. They don’t go to openings or parties. They don’t do Red Carpet. There was a big piece about them in the New York Times, but other than that they are a bit of a mystery. He, Alexandre Chevalier, is twenty- four and she, Sophie Dumas, is ten years older, his half sister from a previous marriage. They share the same father. This much I know. But I can find only one photo of him on the internet and he’s wearing a hoodie, his face practically masked –he looks like a typical college student. His sister stands beside him, her hair in a neat chignon –looking formidable, poised. HookedUp is going from strength to strength. Rumor has it they are looking to sell or go public but nobody can be sure. All this, I need to find out.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

Appearance Like it or not, appearance counts, especially in the workplace. Dressing appropriately and professionally is a minimum requirement when applying for a job. Do whatever you can do to make a favorable impression. Dressing appropriately is a way to say that you care about the interview, that it is important to you, and that you take it seriously. It also says you will make an effort to behave professionally once you are with the company. Keep in mind that you are owed nothing when you go on an interview. But behaving professionally by following appropriate business etiquette will nearly always gain you the courtesy of professional treatment in return. The following ideas will help you be prepared to make the best impression possible. In previous exercises, you have examined your self-image. Now, look at yourself and get feedback from others on your overall appearance. Not only must you look neat and well groomed for a job interview, but your overall image should be appropriate to the job, the company, and the industry you are hoping to enter. You can determine the appropriate image by observing the appearance and attitude of those currently in the area you are looking into. But even where casual attire is appropriate for those already in the workplace, clean, pressed clothes and a neat appearance will be appreciated. One young photographer I know of inquired about the style of dress at the newspaper he was interviewing with; informed that most people wore casual clothes, he chose to do the same. At the interview, the editor gently teased him about wearing jeans (she herself was in khaki pants and a sports shirt). “I guess your suit is at the cleaners,” she said, chuckling. But her point was made. Making the effort shows that you take the interview seriously. Second, you should carry yourself as though you are confident and self-assured. Use self-help techniques such as internal coaching to tell yourself you can do it. Focus on your past successes, and hold your body as if you were unstoppable. Breathe deeply, with an abundance of self-confidence. Your goal is to convey an image of being comfortable with yourself in order to make the other person feel comfortable with you.

MAKING THE CALL Suppose you had a successful social encounter at a party. Last night went fine. But now you sit by the phone, the person’s phone number in hand, afraid to make that call you know you want to make. Maybe the person doesn’t really want you to call. (Then why did she give you her phone number?) Maybe she’s changed her mind. (There’s only one way to find out!) If you have a problem following up, you need to internalize this self-coaching advice: Dread, then do. If you feel anxious, use relaxation techniques to ready yourself to make the call. Then make it. No matter what, you will feel relieved and even proud of yourself once you’ve done it. Appropriate follow-up is crucial; otherwise, all the groundwork you’ve laid in your initial conversation will go to waste. When you call someone on the phone, remember all the skills you’ve practiced so far. And be sure to call when you say you are going to call. Imagine how you’d feel if someone whose company you’d enjoyed promised to call you on Tuesday and the call didn’t come until Friday, if at all. And finally, remember to ask about things the person told you in previous conversation. This is your chance to broaden your new friendship, so make plans and follow through on them soon. (Remember: friendship first. It’s okay, especially at this stage, for a woman to initiate a social engagement with a man, whether it leads to romance or not). If you would like to follow up with someone in your company or outside it who could become a valuable part of your career network, the procedure is much the same. Stay in touch in whatever ways are appropriate for your workplace. A clipping of a work-related article with a simple note—“Bill: Thought this would interest you,” and your name—lets the person know you appreciated his knowledge and insight. If you like, you could follow up on an outside contact with a brief note saying you enjoyed meeting the person, and then call later, perhaps with an invitation for a business lunch or a lecture. Developing contacts inside your workplace and beyond could help you build job opportunities. And feeling connected to the business community in which you work can be fulfilling too. People may soon want to begin networking with you!

How to Bulletproof Your Association’s Biggest Asset: The Money The 35-Point Financial Procedures Manual If you are elected treasurer of your community association and accept the challenge, there are many policies and procedures you will need to learn before you start planning budgets, collecting assessments, and signing checks. Board members and officers of all community associations in America should read the following 35-point list of financial procedures and consider it a survival manual. It is divided into four segments: •​Inheriting Old Books •​Guarding and Vigilance •​Cyberbanking Procedures •​Efficiency Maximization and Return The Takeover: Inheriting Old Books 1.​Incoming treasurers or accounting managers should never accept the recording of financial books or accounts of a previous money manager. In order to be sure there is a clear line between the actions of the prior money manager and the current, a new bank account should be opened and the funds transferred to the new account. The new account helps to draw the line of accountability. Liability is also reduced by the new account, since any old checks that may be lying around will then be invalid. 2.​Immediately notify the bank when officers change. Bank signature cards must always be brought current immediately following the annual election. All officers should go to the bank together to provide identification and verify signatures. 3.​For incoming treasurers or accounting managers, a “transition document” stating all association account balances—including a statement as to the purpose of the reserve account, all contracts (including the vendors’ names and the expiration dates), and any outstanding payments due for services rendered or received—should be provided to the new money manager. 4.​Destroy all old checks and deposit slips. Use a cross shredder or a document destruction company. 5.​Keep new checks under lock and guard the keys. 6.​If a board treasurer or management company refuses to give up the bank accounts (it has happened), send the person or company a certified letter demanding the rightful return

One of the early stage AI companies Google purchased is DeepMind, based in London. In 2015 researchers at DeepMind published a paper in Nature describing how they taught an AI to learn to play 1980s-era arcade video games, like Video Pinball. They did not teach it how to play the games, but how to learn to play the games—a profound difference. They simply turned their cloud-based AI loose on an Atari game such as Breakout, a variant of Pong, and it learned on its own how to keep increasing its score. A video of the AI’s progress is stunning. At first, the AI plays nearly randomly, but it gradually improves. After a half hour it misses only once every four times. By its 300th game, an hour into it, it never misses. It keeps learning so fast that in the second hour it figures out a loophole in the Breakout game that none of the millions of previous human players had discovered. This hack allowed it to win by tunneling around a wall in a way that even the game’s creators had never imagined. At the end of several hours of first playing a game, with no coaching from the DeepMind creators, the algorithms, called deep reinforcement machine learning, could beat humans in half of the 49 Atari video games they mastered.

My friend Marc Andreessen has argued that “software is eating the world.” What he means is that even industries that focus on physical products (atoms) are integrating with software (bits). Tesla makes cars (atoms), but a software update (bits) can upgrade the acceleration of those cars and add an autopilot overnight. The spread of software and computing into every industry, along with the dense networks that connect us all, means that the lessons of blitzscaling are becoming more relevant and easier to implement, even in mature or low-tech industries. To use a computing metaphor, technology is accelerating the world’s “clock speed” (the rate at which Central Processing Units [CPUs] operate), making change occur faster than previously thought possible. Not only is the world moving faster, but the speed at which major new technology platforms are being created is reducing the downtime between the arrivals of each wave of innovation.

Web Design - Give Your Brand Global Recognition Running a small business seems easy but actually, it is not. Surprised? Well, there’s a lot to look after and accomplish without violating the budget and resources. If you own a small business and planning to take it to new heights, you must begin with a professional web design company. Why? Because to let your audience know about your products and services, you got to make your online presence. To make a visible impact online, you need to give your organization a face, which is possible only with a well-designed website that’s professional yet user-friendly. When a website has to be designed, a number of factors are meant to be considered. Font, images, content, alignment, graphics, loading time and interface are the major factors to be careful about. What else? You need to ensure that your brand’s message is displayed the right way and at the right place. Call-to-action has to be there and the design must be in a way that attracts the audience. Want to know more? Length and number of pages also matter, as they play a great role in the presentation and are responsible to hold the audience. All this must be sounding like a lot of stuff and complicated but it is all easy with the right small business web design company by your side. It will understand your business, its needs, and goals for long-term and come with a website which is liked by the audience the moment they click it. All you need to be careful is finding the company that’s worth time and money you invest. The market is flooded with a number of web designers who boast a lot but are not worth what they say. Hiring the wrong designers may cause serious consequences for your website and eventually business. To stay away from coming across such ugly experiences, take enough time and settle for the best professionals. Check their previous work, feedback, price plan and expertise before finalizing anything. Keep this brief piece of information in mind and gift your small business the website it deserves. Good Luck!

In the end, Airbnb’s founders realized that they wanted to take on the Samwers—and they wanted to win. But how? The key was an aggressive, all-out program of growth that we call blitzscaling. Blitzscaling drives “lightning” growth by prioritizing speed over efficiency, even in an environment of uncertainty. It’s a set of specific strategies and tactics that allowed Airbnb to beat the Samwer brothers at their own game. Just a few months later, determined to acquire the resources needed to outscale the Samwers, Brian raised $ 112 million in additional venture capital. Airbnb then embarked on an aggressive international expansion plan, including the acquisition of Accoleo, a smaller and more affordable German Airbnb clone, that allowed Airbnb to compete directly with Wimdu in its home market. By the spring of 2012, Airbnb had opened nine international offices, setting up shop in London, Hamburg, Berlin, Paris, Milan, Barcelona, Copenhagen, Moscow, and São Paulo. Bookings had grown ten times since that previous February, and in June 2012 Airbnb announced its ten millionth booking. “The Samwers gave us a gift,” Brian admitted many years later in our Blitzscaling class. “They forced us to scale faster than we ever would have.” By choosing to grow at a breakneck pace, Airbnb had achieved a dominant position in its market.

Tencent had partnered with leading mobile carriers like China Mobile to receive 40 percent of the SMS charges that QQ users racked up when they sent messages to mobile phones. A new service could hurt Tencent’s financial bottom line and at the same time risk its relationships with some of China’s most powerful companies. It was the sort of decision that publicly traded, ten-thousand-person companies typically refer to a committee for further study. But Ma wasn’t a typical corporate executive. That very night, he gave Zhang the go-ahead to pursue the idea. Zhang put together a ten-person team, including seven engineers, to build and launch the new product. In just two months, Zhang’s small team had built a mobile-first social messaging network with a clean, minimalistic design that was the polar opposite of QQ. Ma named the service Weixin, which means “micromessage” in Mandarin. Outside of China, the service became known as WeChat. What came next was staggering. Just sixteen months after Zhang’s fateful late-night message to Ma, WeChat celebrated its one hundred millionth user. Six months after that, it had grown to two hundred million users. Four months after that, it had grown to three hundred million users. Pony Ma’s late-night bet paid off handsomely. Tencent reported 2016 revenues of $ 22 billion, up 48 percent from the previous year, and up nearly 700 percent since 2010, the year before WeChat’s launch. By early 2018, Tencent reached a market capitalization of over $ 500 billion, making it one of the world’s most valuable companies, and WeChat was one of the most widely and intensively used services in the world. Fast Company called WeChat “China’s app for everything,” and the Financial Times reported that more than half of its users spend over ninety minutes a day using the app. To put WeChat in an American context, it’s as if one single service combined the functions of Facebook, WhatsApp, Facebook Messenger, Venmo, Grubhub, Amazon, Uber, Apple Pay, Gmail, and even Slack into a single megaservice. You can use WeChat to do run-of-the-mill things like texting and calling people, participating in social media, and reading articles, but you can also book a taxi, buy movie tickets, make doctors’ appointments, send money to friends, play games, pay your rent, order dinner for the night, plus so much more. All from a single app on your smartphone.

In one set of experiments, for example, researchers affiliated with the National Institute on Alcohol Abuse and Alcoholism trained mice to press levers in response to certain cues until the behavior became a habit. The mice were always rewarded with food. Then, the scientists poisoned the food so that it made the animals violently ill, or electrified the floor, so that when the mice walked toward their reward they received a shock. The mice knew the food and cage were dangerous—when they were offered the poisoned pellets in a bowl or saw the electrified floor panels, they stayed away. When they saw their old cues, however, they unthinkingly pressed the lever and ate the food, or they walked across the floor, even as they vomited or jumped from the electricity. The habit was so ingrained the mice couldn’t stop themselves.1.23 It’s not hard to find an analog in the human world. Consider fast food, for instance. It makes sense—when the kids are starving and you’re driving home after a long day—to stop, just this once, at McDonald’s or Burger King. The meals are inexpensive. It tastes so good. After all, one dose of processed meat, salty fries, and sugary soda poses a relatively small health risk, right? It’s not like you do it all the time. But habits emerge without our permission. Studies indicate that families usually don’t intend to eat fast food on a regular basis. What happens is that a once a month pattern slowly becomes once a week, and then twice a week—as the cues and rewards create a habit—until the kids are consuming an unhealthy amount of hamburgers and fries. When researchers at the University of North Texas and Yale tried to understand why families gradually increased their fast food consumption, they found a series of cues and rewards that most customers never knew were influencing their behaviors.1.24 They discovered the habit loop. Every McDonald’s, for instance, looks the same—the company deliberately tries to standardize stores’ architecture and what employees say to customers, so everything is a consistent cue to trigger eating routines. The foods at some chains are specifically engineered to deliver immediate rewards—the fries, for instance, are designed to begin disintegrating the moment they hit your tongue, in order to deliver a hit of salt and grease as fast as possible, causing your pleasure centers to light up and your brain to lock in the pattern. All the better for tightening the habit loop.1.25 However, even these habits are delicate. When a fast food restaurant closes down, the families that previously ate there will often start having dinner at home, rather than seek out an alternative location. Even small shifts can end the pattern. But since we often don’t recognize these habit loops as they grow, we are blind to our ability to control them. By learning to observe the cues and rewards, though, we can change the routines.

It’s funny how in my previous company, my boss just deleted messages from certain people because those people wrote such long and confusing messages that it’s a waste of time to read and try to decipher.

Abovitz is a technology entrepreneur with a background in biomedical engineering. He previously founded Mako Surgical, a company in Fort Lauderdale that makes a robotic arm equipped with haptic technology, which imparts a sense of touch so that orthopedic surgeons have the sensation of actually working on bones as they trigger the robot’s actions. Mako was sold to a medical technology company, Stryker, for nearly $1.7 billion in 2013. By night, Abovitz likes to rock out. He sings and plays guitar and bass in a pop-rock band called Sparkydog & Friends. And as he tells it, Magic Leap has its origins in both the robotic-surgery company and his life as a musician.

After all, people are people. Many become friends with their coworkers. Many have worked with their coworkers at previous companies.

This book argues that through inclusive finance, companies can make money and help solve the global problem of poverty. By inclusive finance we mean opening access to high-quality financial services to everyone who needs them, especially low-income and previously excluded people. We also discuss how

I asked Jeff Williams, the senior vice-president, if the Apple Watch seemed more purely Ive’s than previous company products. After a silence of twenty-five seconds, during which Apple made fifty thousand dollars in profit, he said, “Yes.

And an image had appeared in Christopher's head... not the usual ones of the war, but a peaceful one... Beatrix's face, calm and intent, as she had tended a wounded bird the previous day. She had wrapped the broken wing of a small sparrow against its body, and then showed Rye how to feed the bird. As Christopher had watched the proceedings, he had been struck by the mixture of delicacy and strength in Beatrix's hands. Bringing his attention back to the ranting woman before him, Christopher pitied the man who eventually became Prudence's husband. Prudence's mother had come into the parlor then, alarmed by the uproar, Christopher had taken his leave soon after, regretting every minute he had ever wasted in Prudence Mercer's company.

Making the jump from a previous company or university, while changing job roles (from traditional software engineer or traditional systems administrator) to this nebulous Site Reliability Engineer role is often enough to knock students’ confidence down several times. For more introspective personalities (especially regarding questions #2 and #3), the uncertainties incurred by nebulous or less-than-clear answers can lead to slower development or retention problems.

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By 2006, CustomerSat’s software had become complex and unwieldy. Too many quick fixes by too-junior software developers for too many years had caused reliability problems, performance bottlenecks, and security holes. We had lost a previous head of engineering, in part, because these problems seemed insurmountable.

Like the tobacco industry, the food industry has a problem. So does the diet industry. Both of them would rather have their customers believe that we’re the ones with the problem—we’re too weak willed to control our appetites and refuse to take responsibility for our weight. So far, the companies have done a good job at selling that message. It’s a clever way to distract us from their problem, which is that they need to persuade individuals to buy their products, but they can’t afford to admit where the profits lie in the industry. How many people would sign up for a diet program or buy a weight-loss book if they knew that the business model depends on repeat customers who come back after they’ve regained the weight they lost the previous time? Who would feel good about buying their family a nice snack of Hyperprocessed Heart-Attack Crisps if the package were labeled accurately? Yet diet plans don’t make money by making people permanently thin, and food companies don’t make money by selling crunchy fresh apples. Both

I could feel the spring in my step as I walked up one flight of stairs from the parking garage into the company’s lobby. Although I wore my old blue suit, a remnant of all my previous job interviews, I felt the day had new possibilities. After all, I was interviewing at a company that made something I loved – movies!

Pitney’s first management meeting of the new year typically consisted of about fifteen minutes discussing the previous year (almost always superb results) and two hours talking about the “scary squiggly things” that might impede future results.28 Pitney Bowes sales meetings were quite different from the “aren’t we great” rah-rah sales conferences typical at most companies: The entire management team would lay itself open to searing questions and challenges from salespeople who dealt directly with customers.29

The way Brad’s business works,” she said, “is that companies who are looking to expand send his agency locations where they want to go, and I don’t mean towns or regions. I mean coordinates. Latitude and longitude. Often they’ve already identified the site themselves.” “Why don’t they just buy the property themselves?” I asked. “Something about retailers not wanting to also be in real estate,” she said with a shrug. “It never made much sense to me either, but apparently it’s about showing their investors that they are staying within a particular area of business expertise and subcontracting for related services. Anyway. So a company like yours—Great Deal, right?” “Right.” “Great Deal says they want three stores in metro Atlanta in these locations and they’ll pay between one and three million per lot. Brad goes in, negotiates the deal with the property owner through a broker, ensures the land is suitable, then purchases it for Great Deal. But say he finds out that the seller will part with the land for only a few hundred thousand? He knows Great Deal will pay way more than that so . . .” “He convinces the seller to ask for a higher price and gets a cut of the extra?” I suggest. “Worse,” she said, and now her previous despondency settled back into her body so that she sagged and, for a second, squeezed her eyes shut. “He buys the land himself. Sets up a shell company under someone else’s name, then tries to sell it on to Great Deal at the markup he knows they’ll pay. A million plus profit per site.