Product Delivery Quotes

Imagine that the world had created a new 'dream product' to feed and immunize everyone born on earth. Imagine also that it was available everywhere, required no storage or delivery, and helped mothers plan their families and reduce the risk of cancer. Then imagine that the world refused to use it.

Competition on dimensions other than price - on product features, support services, delivery time, or brand image, for instance - is less likely to erode profitability because it improves customer value and can support higher prices. p.32

The most successful salesperson was offering a product called Touch of Quietude, which sounded more like a feminine hygiene product than a death delivery system.

All retailers need to adjust their product delivery systems to the new omni-channel shopping trends.

I often wonder who will be the last person to see me alive. If I had to bet, it would be on the delivery boy from the Chinese take-out. I order in four nights out of seven. Whenever he comes I make a big production of finding my wallet. He stands in the door holding the greasy bag while I wonder if this is the night I'll finish off my spring roll, climb into bed, and have a heart attack in my sleep.

The threat of lawsuits has increased public awareness of the dangers of smoking and has made tobacco companies market their dangerous nicotine delivery systems more responsibly. The threat of lawsuits has made all kinds of products safer. For example, over the last forty years or so, automobile deaths have been cut nearly in half by safety features in cars, developed and implemented in response to lawsuits.

Indeed, there is a school of thought that any work on a branch is, in the lean sense, waste—inventory that is not being pulled into the finished product.

What you're really seeing is Agile for delivery, but the rest of the organization and context is anything but Agile.

We measured product delivery lead time as the time it takes to go from code committed to code successfully running in production

There should be two tasks for a human being to perform to deploy software into a development, test, or production environment: to pick the version and environment and to press the “deploy” button.

PREPARING FOR A SPEECH The key to effective speaking is preparing well before the event. Preparatory activities can be divided into three main areas: knowing your audience, structuring your speech, and practicing your delivery.

Imagine that the world had invented a new 'dream product' to feed and immunize everyone born on Earth. Imagine also that it was available everywhere, required no storage or delivery -- and helped mothers to plan their families and reduce the risk of cancer. Then imagine that the world refused to use it.

A thinking culture is not one without achievement; it is one that properly understands the role played by good thinking in the delivery of good doing. Working life might look much less productive from the outside, but in reality we would be locating true hard work where it actually has to unfold: inside our own minds.

The commodity traders are arbitragers par excellence, trying to exploit a series of differences in prices. Because they’re doing deals to buy and to sell all the time, they are often indifferent to whether commodity prices overall go up or down. What matters to them is the price disparity – between different locations, different qualities or forms of a product, and different delivery dates. By exploiting these price differences, they help to make markets more efficient, directing resources to their highest value uses in response to price signals. They are, in the words of one academic, the visible manifestation of Adam Smith’s invisible hand.

reaches the American consumer, only one American worker has physically touched the final product: the UPS delivery guy.

As a software engineer, how do you feel if your code was running in the production environment being used by millions of customers 30 minutes after you commit it to source control?

When project leaders focus on delivery, they add value to projects. When they focus on planning and control, they tend to add overhead.

The feature delivery approach helps define a workable interface between customers and product developers.

When Germany defaulted in deliveries of timber, the hardheaded French Premier, who had been the wartime President of France, ordered French troops to occupy the Ruhr. The industrial heart of Germany, which, after the loss of Upper Silesia to Poland, furnished the Reich with four fifths of its coal and steel production, was cut off from the rest of the country.

Of a real, true contract, on whatsoever subject, there is no vestige in Rousseau's book. To give an exact idea of his theory, I cannot do better than compare it with a commercial agreement, in which the names of the parties, the nature and value of the goods, products and services involved, the conditions of quality, delivery, price, reimbursement, everything in fact which constitutes the material of contracts, is omitted, and nothing is mentioned but penalties and jurisdictions. "Indeed, Citizen of Geneva, you talk well. But before holding forth about the sovereign and the prince, about the policeman and the judge, tell me first what is my share of the bargain? What? You expect me to sign an agreement in virtue of which I may be prosecuted for a thousand transgressions, by municipal, rural, river and forest police, handed over to tribunals, judged, condemned for damage, cheating, swindling, theft, bankruptcy, robbery, disobedience to the laws of the State, offence to public morals, vagabondage,--and in this agreement I find not a word of either my rights or my obligations, I find only penalties! "But every penalty no doubt presupposes a duty, and every duty corresponds to a right. Where then in your agreement are my rights and duties? What have I promised to my fellow citizens? What have they promised to me? Show it to me, for without that, your penalties are but excesses of power, your law-controlled State a flagrant usurpation, your police, your judgment and your executions so many abuses. You who have so well denied property, who have impeached so eloquently the inequality of conditions among men, what dignity, what heritage, have you for me in your republic, that you should claim the right to judge me, to imprison me, to take my life and honor? Perfidious declaimer, have you inveighed so loudly against exploiters and tyrants, only to deliver me to them without defence?

In this book, I’ll refer to the work that you do to decide what to build as discovery and the work that you do to build and ship a product as delivery.1 This distinction matters. As you’ll see, many companies put a heavy emphasis on delivery—they focus on whether you shipped what you said you would on time and on budget—while under-investing in discovery, forgetting to assess if you built the right stuff. This book aims to correct for that imbalance.

Customer centricity is a strategy that aligns a company’s development and delivery of its products and services with the current and future needs of a select set of customers in order to maximize their long-term financial value to the firm.

The more the customer is involved in the process of service production and delivery, the greater the perceived value and satisfaction. . . Consumers (as individuals and as a group of interacting subjects) become partial employees and employees become partial consumers.

agile development reflects a product lifecycle approach (continuous delivery of value), rather than a project approach (begin-end). While an individual release of a product can be managed as a project, an agile approach views a release as a single stage in a product’s ongoing evolution.

The customer is also at the center of how we analyze and manage performance metrics. Our emphasis is on what we call controllable input metrics, rather than output metrics. Controllable input metrics (e.g., reducing internal costs so you can affordably lower product prices, adding new items for sale on the website, or reducing standard delivery time) measure the set of activities that, if done well, will yield the desired results, or output metrics (such as monthly revenue and stock price). We detail these metrics as well as how to discover and track them in chapter six.

You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice. Federal Express was able to put the word overnight into the minds of its prospects because it sacrificed its product line and focused on overnight package delivery only. In a way, the law of leadership—it’s better to be first than to be better—enables the first brand or company to own a word in the mind of the prospect. But the word the leader owns is so simple that it’s invisible. The leader owns the word that stands for the category. For example, IBM owns computer. This is another way of saying that the brand becomes a generic name for the category. “We need an IBM machine.” Is there any doubt that a computer is being requested? You can also test the validity of a leadership claim by a word association test. If the given words are computer, copier, chocolate bar, and cola, the four most associated words are IBM, Xerox, Hershey’s, and Coke. An astute leader will go one step further to solidify its position. Heinz owns the word ketchup. But Heinz went on to isolate the most important ketchup attribute. “Slowest ketchup in the West” is how the company

your task is to find the most cost-effective way to deploy your resources—the key to optimizing all types of productive work. Bear in mind that in this and in other such situations there is a right answer, the one that can give you the best delivery time and product quality at the lowest possible cost.

In August 1946, exactly one year after the end of World War II, a tanker sailed into the port of Philadelphia laden with 115,000 barrels of oil for delivery to a local refinery. The cargo, loaded a month earlier in Kuwait, was described at the time as the first significant “shipment of Middle East oil to the United States.” Two years later, Saudi oil was imported for the first time, in order, said the U.S. buyer, “to meet the demand for petroleum products in the United States.”1 That year—1948—marked an historic turning point. The United States had not only been a net exporter of oil, but for many years the world’s largest exporter, by far. Six out of every seven barrels of oil used by the Allies during World War II came from the United States. But now the country was becoming a net importer of oil. By the late 1940s, with a postwar economic boom and car-dependent suburbs spreading out, domestic oil consumption was outrunning domestic supplies.

Managers of programming projects aren’t always aware that certain programming issues are matters of religion. If you’re a manager and you try to require compliance with certain programming practices, you’re inviting your programmers’ ire. Here’s a list of religious issues: ■ Programming language ■ Indentation style ■ Placing of braces ■ Choice of IDE ■ Commenting style ■ Efficiency vs. readability tradeoffs ■ Choice of methodology—for example, Scrum vs. Extreme Programming vs. evolutionary delivery ■ Programming utilities ■ Naming conventions ■ Use of gotos ■ Use of global variables ■ Measurements, especially productivity measures such as lines of code per day

Gutenberg (hesitantly): Perhaps the book, like God, is an idea some men will cling to. The revolution of print pursued a natural course. Like a river, print flowed to its readers, and the cheapness of the means permitted it, where the channel was narrow, to trickle. This electronic flood you describe has no banks; it massively delivers but what to whom? There is something intrinsically small about its content, compared to the genius of its working. And--if I may point out a technical problem--its product never achieves autonomy from its means of delivery. A book can lie unread for a century, and all it needs to come to life is to be scanned by a literate brain.

Organizations that manage IT delivery as projects instead of products are using managerial principles from two ages ago and cannot expect those approaches to be adequate for succeeding in this one. Visionary organizations are creating and managing their Value Stream Networks and product portfolios in order to leapfrog their competition in the Age of Software

Traditional waterfall methods deliver value at the end of the project, often months or years after the project begins. Agile projects can deliver value quickly and incrementally during the life of the project. Capturing value early and often can significantly improve a project's return on investment, and utilizing iterative, feature-based delivery is the cornerstone practice in making that happen.

Driving exploration is critical, but knowing when to stop is also. Product development is exploring with a purpose, delivering value within a set of constraints. Frequent, timeboxed iterations compel the development and product teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because product managers can look at tangible, verifiable results.

The meaning of a 3-star review, for example, can be interpreted differently among two users based on their average rating history. Standards also vary among countries and types of users (i.e. e-book readers versus physical book readers). Readers of physical books, for example, rate negatively when then are delivery delays/complications or production quality (i.e. paper quality) which doesn’t affect e-book readers who receive a digital copy on-demand.

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.

A sustainable firm provides employees and customers with an inspiring vision to make the world a better place; efficiently delivers value to its customers, consistent with the firm’s vision, thereby earning economic returns, over the long term, that at least equal the cost of capital; builds long-term, win–win relationships with all its stakeholders; and applies creative systems thinking to the design, manufacturing, delivery, and recycling of its products, including their supply chains, so as to reduce waste and harm to the environment. The

Caring About The applications for “result apathy” are numerous: Improve your test-taking ability by not caring so much about your grade Be more relaxed in social situations by not caring so much about rejection Deliver a better speech by not caring about mistakes or imperfect delivery Become less anxious by not caring so much about your anxious thoughts and feelings (let them be and don’t fight them) Reduce your depression by caring less about how many negative thoughts you think Improve your productivity by caring less about how much (or what quality of) work you get done

What an extraordinary episode in the economic progress of man that age was which came to an end in August 1914! The greater part of the population, it is true, worked hard and lived at a low standard of comfort, yet were, to all appearances, reasonably contented with this lot. But escape was possible, for any man of capacity or character at all exceeding the average, into the middle and upper classes, for whom life offered, at a low cost and with the least trouble, conveniences, comforts, and amenities beyond the compass of the richest and most powerful monarchs of other ages. The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighbouring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalisation of which was nearly complete in practice.

The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighboring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalization of which was nearly complete in practice.

Stalin was the most audible and powerful spokesman in the campaign against what he contemptuously called uravnilovka (leveling). His hostility - voiced in sarcastic and dismissive terms - was so deep and so clearly enunciated that it rapidly became state policy and social doctrine. He believed in productive results, not through spontaneity or persuasion, but through force, hierarchy, reward, punishment, and above all differential wages. He applied this view to the whole of society. Stalin's anti-egalitarianism was not born of the five-year plan era. He was offended by the very notion and used contemptuous terms such as "fashionable leftists", "blockheads", "petty bourgeois nonsense" and "silly chatter," thus reducing the discussion to a sweeping dismissal of childish, unrealistic, and unserious promoters of equality. The toughness of the delivery evoked laughter of approval from his audience.

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Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Sometimes adoptive parents will go through a virtual pregnancy, using “birth clinics” or accessories called “tummy talkers,” package kits that supply a due date and body modifications, including the choice to make the growing fetus visible or not; as well as play-by-play announcements (“Your baby is doing flips!”) and the simulation of a “realistic delivery,” along with a newborn-baby accessory. For Second Life parents who go through pregnancy after adopting in-world, it’s usually with the understanding that the baby they are having is the child they have already adopted. The process is meant to give both parent and child the bond of a live birth. “Really get morning sickness,” one product promises. “Get aches.” Which means being informed that a body-that-is-not-your-corporeal-body is getting sick. “You have full control over your pregnancy, have it EXACTLY how you want,” this product advertises, which does seem to miss something central to the experience: that it subjects you to a process largely beyond your control.

Blaine: THE HAND-SCAN SPECTRUM MAGNIFIER IS A DIAGNOSTIC TOOL ALSO CAPABLE OF ADMINISTERING MINOR FIRST AID, SUCH AS I HAVE PERFORMED ON YOU. IT IS ALSO A NUTRIENT DELIVERY SYSTEM, A BRAIN-PATTERN RECORDING DEVICE, A STRESS-ANALYZER, AND AN EMOTION-ENHANCER WHICH CAN NATURALLY STIMULATE THE PRODUCTION OF ENDORPHINS. HAND-SCAN IS ALSO CAPABLE OF CREATING VERY BELIEVABLE ILLUSIONS AND HALLUCINATIONS. WOULD YOU CARE TO HAVE YOUR FIRST SEXUAL EXPERIENCE WITH A NOTED SEX-GODDESS FROM YOUR LEVEL OF THE TOWER, JAKE OF NEW YORK? PERHAPS MARILYN MONROE, RAQUEL WELCH, OR EDITH BUNKER? Jake: (laughter; guessing that laughing at Blaine might be risky, but this time he cannot help it) There IS no Edith Bunker. She's just a character on a TV show. The actress's name is, um, Jean Stapleton. Also, she looks like Mrs. Shaw. She's our housekeeper. Nice, but not--you know--a babe. Blaine: (silence) I CRY YOUR PARDON, JAKE OF NEW YORK. I ALSO WITHDRAW MY OFFER OF A SEXUAL EXPERIENCE. Jake: (sounding suitably humble hopefully) That's okay, Blaine. I think I'm still a little young for that, anyway.

To purchase a Volkswagen, customers were required to make a weekly deposit of at least 5 Reichsmarks into a DAF account on which they received no interest. Once the account balance had reached 750 Reichsmarks, the customer was entitled to delivery of a VW. The DAF meanwhile achieved an interest saving of 130 Reichsmarks per car. In addition, purchasers of the VW were required to take out a two-year insurance contract priced at 200 Reichsmarks. The VW savings contract was non-transferable, except in case of death, and withdrawal from the contract normally meant the forfeit of the entire sum deposited. Remarkably, 270,000 people signed up to these contracts by the end of 1939 and by the end of the war the number of VW-savers had risen to 340,000. In total, the DAF netted 275 million Reichsmarks in deposits. But not a single Volkswagen was ever delivered to a civilian customer in the Third Reich. After 1939, the entire output was reserved for official uses of various kinds. Most of Porsche’s half-finished factory was turned over to military production. The 275 million Reichsmarks deposited by the VW savers were lost in the post-war inflation. After a long legal battle, VW’s first customers received partial compensation only in the 1960s.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

And there, until 1884, it was possible to gaze on the remains of a generally neglected monument, so-called Dagobert’s Tower, which included a ninth-century staircase set into the masonry, of which the thirty-foot handrail was fashioned out of the trunk of a gigantic oak tree. Here, according to tradition, lived a barber and a pastry-cook, who in the year 1335 plied their trade next door to each other. The reputation of the pastry-cook, whose products were among the most delicious that could be found, grew day by day. Members of the high-ranking clergy in particular were very fond of the extraordinary meat pies that, on the grounds of keeping to himself the secret of how the meats were seasoned, our man made all on his own, with the sole assistance of an apprentice who was responsible for the pastry. His neighbor the barber had won favor with the public through his honesty, his skilled hairdressing and shaving, and the steam baths he offered. Now, thanks to a dog that insistently scratched at the ground in a certain place, the ghastly origins of the meat used by the pastry-cook became known, for the animal unearthed some human bones! It was established that every Saturday before shutting up shop the barber would offer to shave a foreign student for free. He would put the unsuspecting young man in a tip-back seat and then cut his throat. The victim was immediately rushed down to the cellar, where the pastry-cook took delivery of him, cut him up, and added the requisite seasoning. For which the pies were famed, ‘especially as human flesh is more delicate because of the diet,’ old Dubreuil comments facetiously. The two wretched fellows were burned with their pies, the house was ordered to be demolished, and in its place was built a kind of expiatory pyramid, with the figure of the dog on one of its faces. The pyramid was there until 1861. But this is where the story takes another turn and joins the very best of black comedy. For the considerable number of ecclesiastics who had unwittingly consumed human flesh were not only guilty before God of the very venial sin of greed; they were automatically excommunicated! A grand council was held under the aegis of several bishops and it was decided to send to Avignon, where Pope Clement VI resided, a delegation of prelates with a view to securing the rescindment if not of the Christian interdiction against cannibalism then at least of the torments of hell that faced the inadvertent cannibals. The delegation set off, with a tidy sum of money, bare-footed, bearing candles and singing psalms. But the roads of that time were not very safe and doubtless strewn with temptation. Anyway, the fact is that Clement VI never saw any sign of the penitents, and with good reason.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

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TalkBox made its first mistake a few months into launching. In 2011, most people were still relying on 2G in mainland China. The most popular data package in China was 30 megabytes for about 80 cents. The novice founders, thinking 3G would soon dawn upon the country, decided to opt for voice quality instead of speed. They were wrong; the faster network didn’t roll out fully until 2013, missing their estimate by a year. WeChat chose the reverse and soon started picking up momentum. A TalkBox message for one minute used up more than a tenth of one megabyte every time. With only thirty megabytes in their data packages, many users were reluctant to send voice messages using TalkBox. WeChat, on the other hand, only required a fifteenth of TalkBox’s. Herein lies an important lesson that wizened startup founders the world over swear by. Timing is everything – come up with an idea too late and you miss the wave, yet roll out something too early and people will deem your product useless. The same happened with food-delivery and restaurant group discounts during the desktop era. They never took off.

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Driving University: Listen to audio books or financial news radio while stuck in traffic. Traffic nuisances transformed to education. Exercise University: Absorb books, podcasts, and magazines while exercising at the gym. In between sets, on the treadmill, or on the stationary bike, exercise is transformed to education. Waiting University: Bring something to read with you when you anticipate a painful wait: Airports, doctor’s offices, and your state’s brutal motor vehicle department. Don’t sit there and twiddle your thumbs—learn! Toilet University: Never throne without reading something of educational value. Extend your “sit time” (even after you finish) with the intent of learning something new, every single day. Toilet University is the best place to change your oil, since it occurs daily and the time expenditure cannot be avoided. This means the return on your time investment is infinite! Toilet time transformed to education. Jobbing University: If you can, read during work downtimes. During my dead-job employment (driving limos, pizza delivery) I enjoyed significant “wait times” between jobs. While I waited for passengers, pizzas, and flower orders, I read. I didn’t sit around playing pocket-poker; no, I read. If you can exploit dead time during your job, you are getting paid to learn. Dead-end jobs transformed to education. TV-Time University: Can’t wean yourself off the TV? No problem; put a television near your workspace and simultaneously work your Fastlane plan while the TV does its thing. While watching countless reruns of Star Trek, boldly going where no man has gone before, I simultaneously learned how to program websites. In fact, as I write this, I am watching the New Orleans Saints pummel the New England Patriots on Monday Night Football. Gridiron gluttony transformed to work and education.

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Selling products makes it easier to: attract prospects – you offer tangible solutions, not a list of skills and capabilities convert them to clients – the solution you offer stands out from your competitors for all the right reasons – you’re the credible expert offering a solution to your client’s problem at a transparent price deliver an outstanding service – your system for delivery will enhance your customer experience. Your focus is on delivering an outcome in the most effective way.

To understand the right way to get a project done quickly, it’s useful to think of a project as being divided into two phases. This is a simplification, but it works: first, planning; second, delivery. The terminology varies by industry—in movies, it’s “development and production”; in architecture, “design and construction”—but the basic idea is the same everywhere: Think first, then do.

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We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

Waste levels Logistics: Schedule accuracy On time delivery percentage Average time to deliver Inventory accuracy Human resources: Employee turnover Average time to fill a position Cost per hire Employee satisfaction/engagement index Absenteeism Salary competitiveness factor Training return on investment Corporate social responsibility: Carbon and water footprints Energy consumption Product recycling rate Waste recycling rate

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To put it simply, blue-sky opportunities are about skating to where the puck will be, not where it is now. Sometimes blue-sky opportunities arise by thinking more broadly or reframing how you’re approaching a problem: Blockbuster saw its business as “video stores” and was locked into handing customers tapes and DVDs. Netflix focused on “content delivery,” and it didn’t matter if that content came from the mail or streaming video. By thinking about how to let customers watch movies and TV shows in a different way, Netflix saw a means to exceed Blockbuster’s local maxima and find a new global maxima.

Miguel Antunes, R&D Principle Software Engineer at OutSystems, a low-code platform vendor, relayed an example of this very challenge. Their Engineering Productivity team at OutSystems was five years old. The team’s mission was to help product teams run their builds efficiently, maintain infrastructure, and improve test execution. The team kept growing and took on extra responsibilities around continuous integration (CI), continuous delivery (CD), and infrastructure automation.

If a networked product can begin to win over a series of networks faster than its competition, then it develops an accumulating advantage. These advantages, naturally, manifest as increasing network effects across customer acquisition, engagement, and monetization. Smaller networks might unravel and lose their users, who might switch over. Naturally, it becomes important for every player to figure out how to compete in this type of high-stakes environment. But how does the competitive playbook work in a world with network effects? First, I’ll tell you what it’s not: it’s certainly not a contest to see who can ship more features. In fact, sometimes the products seem roughly the same—just think about food-delivery or messaging apps—and if not, they often become undifferentiated since the features are relatively easy to copy. Instead, it’s often the dynamics of the underlying network that make all the difference. Although the apps for DoorDash and Uber Eats look similar, the former’s focus on high-value, low-competition areas like suburbs and college towns made all the difference—today, DoorDash’s market share is 2x that of Uber Eats. Facebook built highly dense and engaged networks starting with college campuses versus Google+’s scattered launch that built weak, disconnected networks. Rarely in network-effects-driven categories does a product win based on features—instead, it’s a combination of harnessing network effects and building a product experience that reinforces those advantages. It’s also not about whose network is bigger, a counterpoint to jargon like “first mover advantage.” In reality, you see examples of startups disrupting the big guys all the time. There’s been a slew of players who have “unbundled” parts of Craigslist, cherry-picking the best subcategories and making them apps unto themselves. Airbnb, Zillow, Thumbtack, Indeed, and many others fall into this category. Facebook won in a world where MySpace was already huge. And more recently, collaboration tools like Notion and Zoom are succeeding in a world where Google Suite, WebEx, and Skype already have significant traction. Instead, the quality of the networks matters a lot—which makes it important for new entrants to figure out which networks to cherry-pick to get started, which I’ll discuss in its own chapter.

Bundling eventually stopped working for Microsoft. After the antitrust investigation, the company maintained its dominance on the PC operating systems market, but it lost control of many other markets. Eventually the industry jumped from PC to mobile. Microsoft tried to exactly replicate the network effects it had before—an ecosystem of hardware manufacturers who paid a licensing fee to run Windows Mobile, and app developers and consumers to match—but this time it didn’t work. Instead, Google gave away its Android mobile OS for free, driving adoption for phone makers. The massive reach of Android attracted app developers, and a new network effect was built, derived from a business model where the OS was free but the ecosystem was monetized using search and advertising revenue. Microsoft has also lost the browser market to Google Chrome, and is being challenged in its Office Suite by a litany of startup competitors large and small. It continued to use bundling as a strategy, adding workplace chat via Teams to its suite—but it hasn’t achieved a clear victory against Slack. If bundling hasn’t been a sure thing for Microsoft, it’s an even weaker strategy for others. The outcome seems even less assured when examining how Google bundled Google+ into many corners of its product, including Maps and Gmail, achieving hundreds of millions of active users without real retention. Uber bundled Uber Eats across many touchpoints within its rideshare app, but still fell behind in food delivery versus DoorDash. Bundling hasn’t been a silver bullet, as much as the giants in the industry hope it is.

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That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators. Like Steve Jobs, Bezos has transformed multiple industries. Amazon, the world’s largest online retailer, has changed how we shop and what we expect of shipping and deliveries. More than half of US households are members of Amazon Prime, and Amazon delivered ten billion packages in 2018, which is two billion more than the number of people on this planet. Amazon Web Services (AWS) provides cloud computing services and applications that enable start-ups and established companies to easily create new products and services, just as the iPhone App Store opened whole new pathways for business. Amazon’s Echo has created a new market for smart home speakers, and Amazon Studios is making hit TV shows and movies. Amazon is also poised to disrupt the health and pharmacy industries. At first its purchase of the Whole Foods Market chain was confounding, until it became apparent that the move could be a brilliant way to tie together the strands of a new Bezos business model, which involves retailing, online ordering, and superfast delivery, combined with physical outposts. Bezos is also building a private space company with the long-term goal of moving heavy industry to space, and he has become the owner of the Washington Post.

PUFFRUSH is an innovative tobacco product delivery service that aims to revolutionize the industry by offering a convenient and reliable solution for adult tobacco users. Starting its operations in Florida, the company utilizes a sophisticated e-commerce platform and mobile app, enabling customers to effortlessly browse and purchase a wide range of tobacco products. PuffRush is transforming the tobacco industry through exclusive partnerships with local tobacco merchants, each with their unique profile. Everything you'd find in-store is now conveniently delivered right to your doorstep.

most developers prefer contributing to both product discovery and product delivery. It’s a matter of giving them a chance and motivating them to do more than just code.

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Digital technology enables new modes of production and distribution, which in turn enable new sorts of representations that anticipate sexual minorities as audiences. But these practices are predicated on assumptions about those audiences, and they hinge on privileges associated with gender, race, and class that delimit the forms of diversity they are able to engender at all. This paradigm is most evident in cinema, where digital technology has resulted in a large number of distributors circulating movies to sexual minorities across different delivery platforms. Despite this multiplicity, the movies they distribute are striking in their similarities. They tend to animate narrative paradigms steeped in ideas about personal agency that actively curb attention to the different forms of diversity that characterize the very publics they convene.

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We talk about protein as a single macronutrient, but it’s just the delivery system for twenty different individual amino acids, which play dual roles: protein synthesis and the creation of new biomolecules and/or metabolic signals. This means all amino acids (AAs) have two primary purposes: Supporting the body’s physical structure. Supporting physiological functions such as neurotransmitter and antioxidant production and protein synthesis.

Service Assets are assets of any type used by the Service Provider in the delivery of the Services to the business customer.  These assets are broken down into Resources and Capabilities.  Combined, they are the basis for value creation. Resources are the direct inputs required for production and are easier to acquire than capabilities

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Across a spectrum of businesses, the amount of time required to execute a service or an order, manufacture and deliver a product is far less than the actual time the service or product spends in the value-delivery system. For example, a manufacturer of heavy vehicles takes 45 days to prepare an order for assembly, but only 16 hours to assemble each vehicle. The vehicle is actually receiving value for less than 1 percent of the time it spends in the system.

This is the organization responsible for architecture, engineering, quality, site operations, site security, release management, and usually delivery management. This group is responsible for building and running the company's products and services.

Specification for Fish and Shellfish When developing specifications for fresh or frozen fish and shellfish, the following information should be included:Δ Species (kind) of fish or shellfish—must be specific Origin—freshwater, saltwater, or farm raised The PUFI seal or grading stamp, if applicable (USDC grade and inspection stamp) Market form or portion shape and size Raw or precooked, plain or breaded Chilled or frozen Quantity per package Additives such as sulfites or tripolyphosphates; if no additives permitted, state in specification Seafood comes from an HACCP-certified plant, inspected by USD of Commerce, Seafood Inspection Service Only varieties that are controlled by the Fishery Laws of the United States will be accepted Style and size Substitutions must be approved by the foodservice before delivery Certificate must be given for each order of seafood and product must be traceable

Standing order purchasing is made for such items as bread, milk, eggs, and other products that have daily deliveries. Bids are requested for these items usually for a year at a time.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

Success is the delivery of a product that meets expectation

The goal of Continuous Delivery is to create a constant flow of changes to production: an automated software production line. The core concept that makes this happen is the Continuous Delivery pipeline. The pipeline breaks the software delivery process down into a number of stages. Each stage is aimed at verifying quality of new features from a different angle in order to prevent errors from affecting your users.

The delivery pipeline is the key concept that enables a continuous flow of changes to production in a Continuous Delivery environment. Key points of the pipeline are: Functionality is only added when the quality is right. All changes to the source code immediately result in a new version of the application. Each new version is automatically tested against all available tests. New versions are automatically deployed to production. All installation and configuration of machines and environments is fully automated.

With Continuous Delivery, developers commit their changes to central version control several times a day, from where the changes are automatically built and tested to produce an updated version of the product.

aim is to make the delivery of software from the hands of developers into production a reliable, predictable, visible, and largely automated process with well-understood, quantifiable risks. Using the approach that we describe in this book, it is possible to go from having an idea to delivering working code that implements it into production in a matter of minutes or hours, while at the same time improving the quality of the software thus delivered. The vast majority of the cost associated with delivering successful software is incurred after the first release. This is the cost of support, maintenance, adding new features, and fixing defects. This is especially true of software delivered via iterative processes, where the first release contains the minimum amount of functionality providing value to the customer. Hence the title of this book, Continuous Delivery, which is taken from the first principle of the Agile Manifesto: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

Responsibility and accountability create self-organizing teams that work. The Declaration of Interdependence contains the principle, "We boost performance through group accountability for results and shared responsibility for team effectiveness." When an individual commits to delivering a particular feature during an iteration he accepts accountability for that delivery. When the team commits to a set of features by the end of the milestone, all members of the team accept that accountability. The product manager agrees to be accountable for providing requirements information to the team. The project leader agrees to be accountable for resolving impediments to team progress. When a team member commits to provide some information to another the next day, he has agreed to be accountable for that action. When team members commit to each other, when the team commits to the customer, when the project leader commits to provide the team with a particular resource, they are all agreeing to be held accountable.