Previous Company Quotes

The person who is the star of previous era is often the last one to adapt to change, the last one to yield to logic of a strategic inflection point and tends to fall harder than most.

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.

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.

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.

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.

But Mexican companies don’t run these ports; a Chinese company does. The international terminals at both ports are controlled and operated by Hutchison, which is largely owned by Li Ka-shing, whose ties to the Chinese triads were documented previously. The company also enjoys a close working relationship with the Chinese

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.

They democratized access to capital for the 99 percent of companies previously unable to access the public market. They started a financial revolution and fueled unprecedented economic growth from the late 1970s that continues to this day.

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.

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.

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.

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.

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.

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.

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.

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.

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,

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.

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.

Online, users are often insulated from views and cultures that clash with their own. The overall digital environment is dictated by tech companies with ruthlessly capitalist, expansionary motives, which do not provide the most fertile ground for culture. While the magazine fashion editor may periodically use their ability to pick out and promote a previously unheard voice, the algorithmic feed never will; it can only iterate on established engagement. We users have less chance of encountering a shockingly new thing and deciding for ourselves if we like it.

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.

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.

Why did you leave your last job?” Not the most original question, but the answer matters. I’m looking for a crisp, clear story. If they complain about a bad manager or being the victim of politics, I ask what they did about it. Why didn’t they fight harder? And did they leave a mess behind them? What did they do to make sure they left in the right way? [See also: Chapter 2.4: I Quit.] And why do they want to join this company? That reason had better be completely different from why they left their previous job. They should have a new story, a compelling story, about what they’re excited about, who they want to work with, and how they want to grow and develop.

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.

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

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

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.

Through the years, many people have asked me why I set up Khan Academy as a nonprofit. After all, my previous career was very for-profit, and I live in the middle of Silicon Valley, where scalable tech-enabled solutions can be worth a lot of money. Many have been skeptical whether a nonprofit could even compete with for-profit companies. There were two notions I couldn’t get out of my head, however. First, I tend to believe in market forces, but there are a few sectors—namely, education and health care—where the outcomes of market forces don’t always align with our values. Education and health care are two areas where our shared values tell us that, ideally, family resources shouldn’t be a limiting factor in accessing the best possible opportunities. Most of us believe that every mind and life deserves to reach its full potential.

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.

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

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.

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.

once been a benefit to those now complaining. Back in the days when there was too much capacity, importers exploited the flexibility of contracts. Their deals obligated carriers to move a minimum number of boxes at a set price. But if the customer opted to move fewer, they did not have to pay a penalty. Now, the dynamic had reversed. Supply was tight, prices were astronomical, and the carriers were behaving like miners unleashed on a gold rush. The niceties of their previous dealings were ditched in the pursuit of a frenzied reach for lucre. “This is arguably the largest driver of the increased cost of consumer goods in our country,” Delves said. “This surpasses any tariff that’s put on anything.” There were certainly other factors behind soaring prices. Governments in major economies had dispensed cash to their citizens to help them manage the economic strains of the pandemic, which had boosted spending power. Decades of consolidation in many industries—from meatpacking to telecommunications—had placed companies in position to exploit disruptions as an opportunity to lift prices.

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.

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.

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.

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.

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.

For we do not know what type of instinct Mr. Eden has for idealistic values. He has never revealed this. The company he keeps does not speak for this. Above all, the civilization of his country is not of a nature that could perhaps impress us. I do not even wish to speak of the man across the ocean. Their instinct for idealistic values is certainly less than ours. We have in all likelihood given the world more idealistic values than that society frequented by Mr. Eden. The same applies to the countries that have tied themselves to us. In part, they look back onto civilizations in comparison with which the civilization of the Anglo-Saxon island-country is truly infinitely young, not to say infantile. In regard to material values, I do believe that they indeed have a very fine instinct for this. But we also have it. There is, however, a difference: we will make sure, under all circumstances, that the material values of Europe will in the future benefit the European people instead of an extra continental, small, international clique of financiers. That is our unshakable and merciless decision. The people of Europe are not fighting so that, afterwards, a couple of folk can again come along with their “fine instincts,” pillage mankind, and leave behind millions of unemployed, only so that they can fill their safes. We had a good reason why we distanced ourselves from the gold standard. We wanted to eliminate one of the prerequisites for this type of economic outlook and enterprise. And this is certain: Europe will emerge from this war far more economically sound than before. For a great part of the continent which has previously been organized against Europe will now be put into the service of the European nations. Adolf Hitler – speech in the Löwenbräukeller Munich, November 8, 1942

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

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. ==========

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.

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.

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.

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.

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.

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.

3D Art Outsourcing & Game Art Design Companies By Game Art Outsourcing Studio A 3D game art outsourcing company can outsource the game art to extra game developers. Game art is separated into two categories which are 2D and 3D game art. In 2D art outsourcing, game developers outsource their 2D oriented design to the game artists. 2D game artist focus in produce the thought as well as the texture of the game. 3D game artist deliberate on fabricating the animation of games; which include models and 3D environment. It is also potential to get a game art company that has artists who focus in both 2D and 3D game art. Game 3D Art Outsourcing company give lots of reward to game developers. The major advantage is that game developers are able to delegate all their work to diverse companies so that the work get concluded in a very short length of time. This, therefore, make it feasible for a game developer to discharge a game in lesser phase of time. Time full in developing a game is very central since if the game take too long to be unconfined, technology worn in the game may quickly be out of manner. Hence, it is very significant for 3D Game Designer to outsource their gaming growth work to guarantee that all games are out in ideal occasion, i.e., while there is publicity in the market. 3D Game outsourcing company make it potential for a game developer to construct games of finest value. It is well-known by professional and while game developers rush with their work in arrange to try and cut the occasion really required in increasing a game, quality of the pastime is regrettably compromised. On the other pass, if they break down the labor into programming, art, level scheming and sound engineering, they can shun poverty of superiority. It is potential to outsource every work to the diverse team of game development company. By receiving in touch with encoding and Art Outsourcing Studio game designers, it is probable to get the best entity for each part of game conniving. When the labour is outsourced, every section will have adequate time to focus in their area and once everything has been mutual together, a superb game is shaped. As a game developer, it is very significant to outsource your Game Art Design Company frequently. This is because hiring diverse game art designers make your games exclusively diverse each time. This is incredibly significant if you want to market a game effectively because it must have amazing completely diverse to offer as compare to your previous games. For example, it should contain the upgrade of features that were liked by patrons who used last account. Doing that is very easy as you only require a long term game outsourcing company for your game art and design.

Section 13-2921 - Harassment; classification; definition A. A person commits harassment if, with intent to harass or with knowledge that the person is harassing another person, the person: 1. Anonymously or otherwise contacts, communicates or causes a communication with another person by verbal, electronic, mechanical, telegraphic, telephonic or written means in a manner that harasses. 2. Continues to follow another person in or about a public place for no legitimate purpose after being asked to desist. 3. Repeatedly commits an act or acts that harass another person. 4. Surveils or causes another person to surveil a person for no legitimate purpose. 5. On more than one occasion makes a false report to a law enforcement, credit or social service agency. 6. Interferes with the delivery of any public or regulated utility to a person. B. A person commits harassment against a public officer or employee if the person, with intent to harass, files a nonconsensual lien against any public officer or employee that is not accompanied by an order or a judgment from a court of competent jurisdiction authorizing the filing of the lien or is not issued by a governmental entity or political subdivision or agency pursuant to its statutory authority, a validly licensed utility or water delivery company, a mechanics' lien claimant or an entity created under covenants, conditions, restrictions or declarations affecting real property. C. Harassment under subsection A is a class 1 misdemeanor. Harassment under subsection B is a class 5 felony. D. This section does not apply to an otherwise lawful demonstration, assembly or picketing. E. For the purposes of this section, "harassment" means conduct that is directed at a specific person and that would cause a reasonable person to be seriously alarmed, annoyed or harassed and the conduct in fact seriously alarms, annoys or harasses the person. A.R.S. § 13-2921 Section 13-2921.01 - Aggravated harassment; classification; definition A. A person commits aggravated harassment if the person commits harassment as provided in section 13-2921 and any of the following applies: 1. A court has issued an order of protection or an injunction against harassment against the person and in favor of the victim of harassment and the order or injunction has been served and is still valid. 2. The person has previously been convicted of an offense included in section 13-3601. B. The victim of any previous offense shall be the same as in the present offense. C. A person who violates subsection A, paragraph 1 of this section is guilty of a class 6 felony. A person who commits a second or subsequent violation of subsection A, paragraph 1 of this section is guilty of a class 5 felony. A person who violates subsection A, paragraph 2 of this section is guilty of a class 5 felony. D. For the purposes of this section, "convicted" means a person who was convicted of an offense included in section 13-3601 or who was adjudicated delinquent for conduct that would constitute a historical prior felony conviction if the juvenile had been tried as an adult for an offense included in section 13-3601. A.R.S. § 13-2921.01

A few weeks later, the United States Steel Corporation was formed. It was a testament to the power of Morgan, and the entirely unregulated securities market, that he could go from a handshake to a public company in less than eight weeks. As the syndicate manager, Morgan’s firm deposited $25 million to execute the mechanics of the transaction. Morgan’s role was to organize the consolidation, sell shares to the public, and serve on its board of directors. Morgan himself was not a major shareholder of any of the consolidations he sponsored or underwrote. His compensation generally came in the form of fees for arranging these massive transactions. U.S. Steel combined every major steel consolidation of the previous three years, along with Carnegie Steel, into a superconsolidation. On March 29, when the shares were brought to market, U.S. Steel became the first company to be valued at over $1 billion.

For the love of God,' Harry said, struggling up. He looked down at his mud encrusted feet and filthy puttees and cursed. 'Three bloody days and look at me, I'm covered in shit again.' 'Not as much as Fred,' Williams said, laughing. Harry smiled, the previous night Fred had slipped into a shell hole that the company in front had been using as a latrine. He'd sworn so loud that the whole line had been lit up by flares and it had been ten whole minutes before the guns had stopped probing the dark.

Early in 1903 my company was stationed at Delhi Fort during the great Delhi Durbar held in honour of King Edward VII’s Coronation of the previous year. I cannot be sure whether it was the Duke of Cambridge or the Duke of Connaught who represented their brother the King, but whichever of the two it was, the story went around that after the native Princes had paid homage to him he remarked pointedly that from their behaviour it seemed as if somebody had been spoiling them: they did not behave in the same manner as during his last visit to India.

probably also had high levels of uric acid, which as we saw in the previous chapter is often found in the company of high blood pressure and other signs of metabolic dysfunction.

What threat actors are interested in my organization's industry? What threat actors are known for targeting my area of operation? What threat actors could target my organization in order to reach another company I supply a service for? Has my organization been targeted previously? If so, what type of threat actor did it? What were its motivations? What asset does my organization need to protect? What type of exploits should my organization be looking out for?

Just as it does in nature, this rare punctuation event dramatically altered the nature of our portfolio. We were able to buy companies at prices and in quantities we never thought possible. For example, in table 9.3, check out the discount at which we bought WNS, a business we have known well (since it is in our portfolio) since 2008. In February 2020, it was trading at almost $74 per share. Within a few weeks, by March 2020, the pandemic scare had crushed the stock, allowing us to deploy almost $100 million at only $46 per share! Similarly, we bought Thermax, a business we had been tracking for more than a decade, at a 45 percent discount to its previous high in early 2018.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

An aspiring entrepreneur who spends a year in an incubator is no more likely to start a company than those entrepreneurs who skip the incubator and go directly about the business of organizing a new company. Because the culture of incubators is designed to be encouraging, supportive, and mostly uncritical, an aspiring entrepreneur can spend weeks and months working on ideas that previously have been tried and failed or that have little prospect for market appeal.

An aspiring entrepreneur who spends a year in an incubator is no more likely to start a company than those entrepreneurs who skip the incubator and go directly about the business of organizing a new company. Because the culture of incubators is designed to be encouraging, supportive, and mostly uncritical, an aspiring entrepreneur can spend weeks and months working on ideas that previously have been tried and failed or that have little prospect for market appeal. In that environment, it seems less, not more, likely that an aspirant will confront the reality of business startups and redirect his energy to potentially more productive work.

As Ford's workers became more productive, he could afford to pay them higher salaries. In 1914, he astonished the industrial world by raising the 1ninimum wage in his plant to five dollars a day-an enormous figure for that time, and nearly twice as much as the company's average wage had previously been. As the new, higher wage scale which Ford had introduced spread through the country, the overall result was to bring factory workers out of pov erty and into the middle class.

What you haven’t been addressing, you’ve been allowing. Having company values written on an office wall that you don’t actively Revisit doesn’t activate accountability. We can only productively hold people accountable for contributing to a specific result with a previously asked and agreed upon expectation paired with active Revisiting.

Eventually, a Japanese company decided to produce his machine, and the bagless cleaner met with great success. Next, a Canadian company licensed his design; its dual cyclonic models created skyrocketing demand. Sales were so strong that Dyson found himself having to vigorously defend his patents against some of the same American and British companies that previously had shown him the door.

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.

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.

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.

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.

For most of the previous century, opening a new store or starting a manufacturing company wasn’t much remarked upon. Starting a business wasn’t very noteworthy, mostly because there were many more individual stand-alone businesses, and many more being started. For example, nearly half the veterans returning from World War II eventually started companies. “Business owners”—not then known as entrepreneurs—were more common; your neighbor was much more likely to work for himself than he is today.

The occasion for all of this excitement was the world’s first cold-storage banquet: a meal at which only previously refrigerated foods were to be served. On Monday, October 23, 1911, more than four hundred guests sat down amid the drapery and gilt of the Hotel Sherman’s Louis XVI room, unfolded their white linen napkins, and, over the course of two hours of what The Egg Reporter later described as “unalloyed pleasure,” consumed a five-course meal in which everything except for the olives in their dry martinis had spent between six months and a year in the refrigerated rooms of local cold-storage companies. Rather than the grower or variety, the menu proudly listed each item’s most recent address: the salmon came from a short stay at Booth’s Cold Storage, the chicken had resided at Chicago Cold Storage since December 1910, and the turkey and eggs had spent the past eleven and seven months, respectively, at the Monarch refrigeration plant. Addressing a reporter from the Bulletin of the American Warehouseman’s Association, Meyer Eichengreen, vice president of the National Poultry, Butter and Egg Association, one of the event’s sponsors, was happy to provide more detail. “Your capon received its summons to the great unknown along about last St. Valentine’s day,” he explained. “And the egg in your salad—go right on and eat—well, some happy hen arose from her nest and clucked over that egg when winter was just merging into spring.

I really liked our boss, even though he was at times a maniac. His previous company was an online toy business, which, I kid you not, was ranked the No. 2 most promising company in America by Businessweek in 2001. No. 1 on that list? Enron.

the simple likelihood of drawing a connection between a dream and a waking experience dwindles with temporal distance from the dream. At this point, it is hard to say if there is any kind of probability curve defining some temporal sweet spot when you are likeliest to identify a waking experience relating to a prior dream. This is one of the many, many open questions that we need armies of precognitive dreamworkers with fat dream journals to help figure out. While the bulk of my precognitive hits occur within about three days of a dream, it is not uncommon to find hits up to a couple weeks after a dream, as well as at yearly intervals (we will discuss calendrical resonances in more detail later). Dunne recommended returning to your dreams up to two days afterward and thereafter discarding dream records. He lived before word processors, and since no one would have the time to check all their dreams on an indefinite daily basis, he felt you had to set limits to make your search most effective. In our day of computer files, it is easy to keep permanent, detailed dream records—they no longer take up space—as well as to search them electronically and potentially perform other kinds of analyses if you are really hardcore. But it remains the case that nobody has the time to compare their entire dream journal, which may grow a bit each day, to their entire life, every day. You can see how that could begin to consume one’s life! You have to make compromises. Revisiting your dream records from the previous three days for a minute or two each evening is minimally sufficient. EMINENT COMPANY In taking the J. W. Dunne challenge, you will be in some brilliant and eminent company. Some of the most influential writers of the mid-twentieth century, including T. S. Eliot, C. S. Lewis, and J. R. R. Tolkien, were powerfully inspired by Dunne’s book, and some undertook his experiment. Most fans of Tolkien’s fantasy epics The Hobbit and The Lord of the Rings don’t realize that the timeless worldview of his Elven races was based largely on the serial-universe cosmology developed by Dunne on the basis of his dream experiences.4 So far, no dream diary has emerged among Tolkien’s papers that would prove he carried out Dunne’s experiment systematically, but his friend C. S. Lewis, author of The Chronicles of Narnia, probably did. Lewis hints as much in a posthumously published novel called The Dark Tower, which is partly devoted to Dunne’s ideas.

The Treasury of Spain informed me that the companies (the criminals) had 365 days to pay me my missing salary of 60,000 Euros, according to an official court decision made in Madrid. However, I was well aware that this would only escalate the danger for both Martina and me. I knew they would not fulfill their payment obligations. They would seek cheaper methods to evade payment and would also attempt to eliminate me without facing any consequences. I was unsure whom to turn to for help. Should I ask the King of Spain, or the leaders of Israel, Brussels, Hungary, Interpol, or the Policia Nacional? How could I protect Martina from these criminals? How could I dismantle Adam's mafia? These thoughts were weighing heavily on my mind as my anticipated final departure from Spain drew near. I received a letter, from Zaragoza. The letter informed me that I owed Zaragoza approximately 1800 euros for fines accrued by Adam. It also mentioned that it had been around 1.5 years since the incident on the highway, where I received fines while I was driving the gypsy caravan. Late fees were added without question. Make it 2000. Additionally, it warned that if I failed to make payment within 15 days of receiving the letter in my mailbox, the authorities would visit me with a court order to seize belongings of mine worth at least 1800 euros. Someone disclosed my „new” address to the Zaragoza Authorities. It is possible that the Correo/Post Office/Postal Service were unable to deliver their correspondence to my previous address on Carrer Cantabria due to my absence after the same expo where the fines were incurred on the highway and the unwanted flooding of the apartment. But now. Delivered. It is possible that the biased Catalan Court, which was known by my side at this point for its corruption and/or incompetence, shared my Barcelona address with the Correo/Postal Service to ensure that the fines reached me. The corrupt and/or incompetent Ciutat de la Justicia, the so called „City of Justice”, the Catalan judicial system did not solely reserve the sharing of my home address for the mafia/s. Everything was not a direct result of the criminals’ conspiracy. But.

After Kim started swimming in the cold waters of the bay, she noticed a change in her severely nerve-damaged right leg: it had more feeling in it. She had a theory that she ran by her physicians in those early days. “All the blood is sucked from your extremities to protect your organs when you get in that cold water,” she explains, in her lilting New Zealand accent, during one of our marathon phone calls after work one evening. (When she’s not training or traveling the world for swims, she has until recently been working as a director of community engagement for Adobe, the software company.) “Couldn’t it be possible that when the blood rushes back into those extremities after you warm up again, that you’re getting a kind of oxygen therapy? That there’s a higher rate of it being flushed around your body?” Her doctors said they could see the validity in it, with oxygen circulating at a much faster rate than if Kim were sedentary or even exercising on land. The result: her nerves were regenerating at a swifter pace relative to that of the previous two years.

Willow wondered if it caused resentment: these confident, educated incomers, buying up the nice houses, subtly changing the character of the place. She’d always thought Shetlanders were certain enough of their own culture, hospitable enough, not to mind too much, but now she wasn’t so sure. Wouldn’t it feel like an invasion? She left her bag where it was and wandered down. The baby was sitting in a bouncy chair. He was soft-skinned and content, with downy hair and serious eyes. Willow had seen him the day of his birth and had been so jealous of Rosie that for the first time she’d understood how women could steal newborns from a hospital ward. ‘What did you decide to call him in the end?’ ‘Michael,’ John said. ‘We thought he looked like a Michael.’ Willow drank tea and listened to the couple chat. They offered her a meal, but she made do with a bannock and a slice of cheese and some home-made ginger biscuits. Soon she’d had enough of their company. She said she’d go up to her room; there was no need for them to show her, if it was the same as last time. It was jealousy again that sent her away. She knew that even if Perez had welcomed the news of her pregnancy, they would never have this sort of relationship: tender, calm, unflustered. There would always be something to come between them. Work, or Cassie, or Fran Hunter’s ghost. Her child would never live up to Cassie, in Perez’s mind, and she would never live up to Fran. In the room, she wondered if she should call Perez to find out how the interview with Magnie Riddell had gone. On any previous investigation she would have done that, or she’d have gone round to see him late in the

You can find entrepreneurs to partner with you if you are on the lookout for them throughout all stages of your company. If you have a great idea, the right leverage, the right money, and the right systems, you can hire out the entrepreneur. Previously I said that you can’t replace the entrepreneur, but keep in mind that we’re at a different stage in Repeat. This isn’t your first venture, and if you find a way to hire out the entrepreneur, this allows you to work on the next company.

It was the early nineties, and Palahniuk was employed at a Portland, Oregon, truck-manufacturing company called Freightliner. Many of his colleagues were well-educated, underutilized guys who felt out of sorts in the world—and they put the blame on the men who’d raised them. “Everybody griped about what skills their fathers hadn’t taught them,” says Palahniuk. “And they griped that their fathers were too busy establishing new relationships and new families all the time and had just written off their previous children.

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.

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.