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.

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.

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

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

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

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

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.

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.

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

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

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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.

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