Production Planning Quotes

You weren't an accident. You weren't mass produced. You aren't an assembly-line product. You were deliberately planned, specifically gifted, and lovingly positioned on the earth by the Master Craftsman.

That's the thing about being the product of happily marries parents, You grow up thinking the fairy tale is real, and more than that, you think you're entitled to live it. So far, though, it wasn't working out as planned.

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.

The elegance under pressure is the result of fearlessness.

Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

You can't go around making plans that have you getting killed as a by-product. Eventually one of them is going to work.

The moment we fail to accept that competition can exist even for the most divine product on this earth, we fail to plan for survival and survive the competition.

Many growth-minded people didn’t even plan to go to the top. They got there as a result of doing what they love. It’s ironic: The top is where the fixed-mindset people hunger to be, but it’s where many growth-minded people arrive as a by-product of their enthusiasm for what they do.

I hate the indifferent. I believe that living means taking sides. Those who really live cannot help being a citizen and a partisan. Indifference and apathy are parasitism, perversion, not life. That is why I hate the indifferent. The indifference is the deadweight of history. The indifference operates with great power on history. The indifference operates passively, but it operates. It is fate, that which cannot be counted on. It twists programs and ruins the best-conceived plans. It is the raw material that ruins intelligence. That what happens, the evil that weighs upon all, happens because the human mass abdicates to their will; allows laws to be promulgated that only the revolt could nullify, and leaves men that only a mutiny will be able to overthrow to achieve the power. The mass ignores because it is careless and then it seems like it is the product of fate that runs over everything and everyone: the one who consents as well as the one who dissents; the one who knew as well as the one who didn’t know; the active as well as the indifferent. Some whimper piously, others curse obscenely, but nobody, or very few ask themselves: If I had tried to impose my will, would this have happened? I also hate the indifferent because of that: because their whimpering of eternally innocent ones annoys me. I make each one liable: how they have tackled with the task that life has given and gives them every day, what have they done, and especially, what they have not done. And I feel I have the right to be inexorable and not squander my compassion, of not sharing my tears with them. I am a partisan, I am alive, I feel the pulse of the activity of the future city that those on my side are building is alive in their conscience. And in it, the social chain does not rest on a few; nothing of what happens in it is a matter of luck, nor the product of fate, but the intelligent work of the citizens. Nobody in it is looking from the window of the sacrifice and the drain of a few. Alive, I am a partisan. That is why I hate the ones that don’t take sides, I hate the indifferent.

Inevitably we find ourselves tackling too many things at the same time, spreading our focus so thin that nothing gets the attention it deserves. This is commonly referred to as "being busy." Being busy, however, is not the same thing as being productive.

Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning and focused effort.

Darwin did not know what a bitter satire he wrote on mankind ... when he showed that free competition, the struggle for existence, which the economists celebrate as the highest historical achievement, is the normal state of the animal kingdom. Only conscious organization of social production, in which production and distribution are carried on in a planned way, can lift mankind above the rest of the animal.

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.

Heartbreak is more common than happiness. No one wants to say that, but it's true. We're taught to believe not only that everyone deserves a happy ending, but that if we try hard enough, we will get one. That's simply no the case. Happy endings, life long loves, are the products of both effort and luck. We can control them, to some extent and though our feelings always seem to have a life of their own, we can at least be open to love. But, luck, the other component, well there's nothing we can do about that one. Call it God's plan or predestination or divine intervention, but we're all at its mercy. And sometimes God isn't very merciful. Jane taught me that.

Father, I declare that my decisions today will change the trajectory of my future and bring it into alignment with Your plans for me. Wherever I place my feet, I walk in Your authority and expand my territory for Your name’s sake. Increase my productivity and efficiency and give me the anointing of Solomon to wisely manage my resources today. In Jesus's name, amen.

[Capitalism] as it exists today is, in my opinion, the real source of evils. I am convinced there is only one way to eliminate these grave evils, namely through the establishment of a socialist economy, accompanied by an educational system which would be oriented toward social goals. In such an economy, the means of production are owned by society itself and are utilized in a planned fashion.

Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing.

Nature consists of facts and of regularities, and is in itself neither moral nor immoral. It is we who impose our standards upon nature, and who in this way introduce morals into the natural world, in spite the fact that we are part of this world. We are products of nature, but nature has made us together with our power of altering the world, of foreseeing and of planning for the future, and of making far-reaching decisions for which we are morally responsible. Yet, responsibility, decisions, enter the world of nature only with us

I'm a working parent and I understand that sometimes you want to have a very productive Saturday to feel that you are in control of your life, which of course you are not. Children and Jimmy Carter ruin all your best-laid plans.

You have the choice to either pray then plan or pray and wait; but keep in mind miracles are usually accessed somewhere between the 11th hour and resurrection.

I have a plan, and I’m following it. I can focus on doing what is within my control, and I don’t need to be afraid of the results.

The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting a day, does not relax you, it drains you.// Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

In every company which I have done strategic planning, the number-one value people choose is always integrity. The second values may be quality of products and services, caring about people, excellent customer service, profitability , innovation, entrepreneurship, and others. But integrity always comes first.

Productivity = Discipline + Planning + Quality

The more segmentation you do, the more groups will be formed and your sample size will increase in response to that.

Systematic sampling is like random sampling, except the members are not chosen totally randomly. You can choose members at regular intervals here.

Before you start your research, you need to know where to look for that data.

Internal sources of information are those sources that you can find within your own organization.

Sometimes, when we need detailed information to solve a business problem, we need to gather data from external sources.

Try not to have a very small sample size. Because if your sample size is very small, you will end up excluding a lot of people from your studies who should form a part of it.

Whenever we collect data from the original source ourselves, the data gained in the process is known as the primary data.

Census surveys are used by the government to collect information about the residents of a country

When you want to study a larger group of people, surveys become a good option.

A good survey design is very important for the success of your project. Make sure that you include a mix of open-ended as well as closed questions in it.

Focus groups for business projects are kind of the same. In this, you are going to collect data from a group of your customers or potential customers rather than your friends.

Government organizations are also regularly sharing a lot of data, which can be used for market research.

In the digital world, we have gained access to various online survey tools. Online surveys are replacing the old form of pen and paper surveys because of their ease and convenience.

The sample size is also going to depend on how well you can divide your target market into various groups. Make sure you take everything into consideration while forming your groups.

If the data reveals that your customers are unhappy with your product, then not making a decision to improve your product is a waste of your resources and time spent on learning this.

Business magazines and newspapers are very frequently publishing data that can prove very useful for market research. You can access the physical or the online versions of these reports.

what we call expertise is really just “vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain.” In other words, a great memory isn’t just a by-product of expertise; it is the essence of expertise.

The more detailed we made our plans, the longer our cycle times became

When efforts that are wisely executed, the situation and condition don't affect the performance.

Boredom is the gateway to mind-wandering, which helps our brains create those new connections that can solve anything from planning dinner to a breakthrough in combating global warming.

Productivity isn’t about being a workhorse, keeping busy or burning the midnight oil... . It’s more about priorities, planning, and fiercely protecting your time.” —Margarita Tartakovsky

I was a well-educated young lady from Boston with a thirst for bohemian counterculture and no clear plan. But I had no idea what to do with all my pent-up longing for adventure, or how to make my eagerness to take risks productive.

If you want to meet your true love, don’t focus on wanting someone to take away your loneliness or make you feel less unloved. Instead think about everything you have to offer the right person, and imagine the beautiful, productive relationship you will have, which is what you will project and attract.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

90% of new business fail in the first three months of launching, due to lack of proper planning, wrong selection of niche/products and marketing platform.

Because in [Lenin's] eyes the workers were only workers and not also customers, he believed they were already slaves under capitalism, and that one did not change their status when nationalizing all plants and shops. Socialism substitutes the sovereignty of a dictator, or committee of dictators, for the sovereignty of the consumers. Along with the economic sovereignty of the citizens disappears also their political sovereignty. To the unique production plan that annuls any planning on the part of the consumers corresponds in the constitutional sphere the one party principle that deprives the citizens of any opportunity to plan the course of public affairs. Freedom is indivisible. He who has not the faculty to choose among various brands of canned food or soap, is also deprived of the power to choose between various political parties and programs and to elect the officeholders. He is no longer a man; he becomes a pawn in the hands of the supreme social engineer. Even his freedom to rear progeny will be taken away by eugenics.

When men decided women could be educated - this is what I think - they educated them on the male plan; they put them into schools with mottoes and school songs and muddy team games, they made them were collars and ties. It was a way to concede the right to learning, yet remain safe; the products of the system would always be inferior to the original model. Women were forced to imitate men, and bound not to succeed at it.

At the core of the problem is an obsolete factory model of schooling that sorts, tracks, tests, and rejects or certifies working-class children as if they were products on an assembly line. The purpose of education, I said, cannot be only to increase the earning power of the individual or to supply workers for the ever-changing slots of the corporate machine. Children need to be given a sense of the 'unique capacity of human beings to shape and create reality in accordance with conscious purposes and plans.

Sampling is directly dependent on your goal. If your goal is to increase your product quality, then you want to research those customers who have been using your products for quite some time. If you want to improve your first impression as a brand, then you can focus on those customers who are new to your brand.

**New business concepts are always, always the product of lucky foresight.** That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision. [first-line bold by author] [2002] p.23

Planning is worrying, only in a productive, proactive form. Worry has to be a large element of planning, or else how could you project different possible scenarios, situations, outcomes, and probabilities, and then plot a course of action? A worry-free man is not a plotter.

IT’S A FUNNY THING TO be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes'.

Mark Twain once wrote, “I’ve had a lot of worries in my life, most of which never happened.”49 Worry has a way of holding our attention hostage. This is especially true for things we can’t control due to the elevated level of uncertainty. We burn through a lot of resources obsessing over possible outcomes and forming contingency plans, but in reality we’re just fueling our anxiety. Trying to think our way out of situations beyond our control may feel productive, but it’s nothing more than a powerful distraction. Worry baits us with the promise of a solution but usually offers none.

How we begin and how we end any relationship is a product of planning, fortuity, and personality. Many enterprises commenced in good faith spiral into confusion, discord, and disarray, generate turmoil and corruption, sunburn the sensitive parties, and conclude in a cesspool of regret and animosity.

Sustainability is now a big baggy sack in which people throw all kinds of old ideas, hot air and dodgy activities in order to be able to greenwash their products and feel good.

Invest your evaporating time and leave a legacy behind for future generations.

I just shared a near-death experience with a duck. Tell Grandmother I’ll be home by $2.99, but that I plan on using a coupon, so don't wait up for me.

It’s a funny thing to be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes.

 “We plan to take on this law [Protection of Lawful Commerce in Arms Act 2005]. If we are successful, we may open a new frontier in gun safety. Perhaps the advances that have made cars and other products safer will find their way into the gun industry. All of us must work together for a safer society.

Have they been educated to the level of their intellectual ability or ambition? Is their use of free time engaging, meaningful, and productive? Have they formulated solid and well-articulated plans for the future? Are they (and those they are close to) free of any serious physical health or economic problems? Do they have friends and a social life? A stable and satisfying intimate partnership? Close and functional familial relationships? A career—or, at least, a job—that is financially sufficient, stable and, if possible, a source of satisfaction and opportunity? If the answer to any three or more of these questions is no, I consider that my new client is insufficiently embedded in the interpersonal world and is in danger of spiraling downward psychologically because of that.

Higgledy piggledy, my black hen, She lays eggs for gentlemen. Gentlemen come every day To count what my black hen doth lay. If perchance she lays too many, They fine my hen a pretty penny; If perchance she fails to lay, The gentlemen a bonus pay. Mumbledy pumbledy, my red cow, She’s cooperating now. At first she didn’t understand That milk production must be planned; She didn’t understand at first She either had to plan or burst, But now the government reports She’s giving pints instead of quarts. Fiddle de dee, my next-door neighbors, They are giggling at their labors. First they plant the tiny seed, Then they water, then they weed, Then they hoe and prune and lop, They they raise a record crop, Then they laugh their sides asunder, And plow the whole caboodle under. Abracadabra, thus we learn The more you create, the less you earn. The less you earn, the more you’re given, The less you lead, the more you’re driven, The more destroyed, the more they feed, The more you pay, the more they need, The more you earn, the less you keep, And now I lay me down to sleep. I pray the Lord my soul to take If the tax-collector hasn’t got it before I wake.

...and it is generally understood that a party hardly ever goes the way it is planned or intended. This last, of course, excludes, those dismal slave parties, whipped and controlled and dominated, given by an ogreish professional hostess. These are not parties at all but acts and demonstrations, about as spontaneous as peristalsis and as interesting as it's end product.

Finally, as 9/11 fell on December 7, 1941, America entered World War II, and wouldn’t you know it, the US actually recovered from the Depression. It turned out that with state control of production and jobs for all, a nation could spend its way out of misery. Of course, this proof of concept of planned economies was instead interpreted as a reason to constantly go to war.

The whole discussion now underway on revolutionary forms in Russia and in China boils down to the judgement to be made of the historical phenomenon of the "appearance" of industrialism and mechanisation in huge areas of the world previously dominated by landed and precapitalist forms of production. Constructing industrialism and mechanising things is supposedly the same as building socialism whenever central and "national" plans are made. This is the mistaken thesis.

Wealth is a planned result that requires productive work and dedication. The Tanakh says, “The plans of the diligent lead only to abundance; but all who rush in arrive only at want” (CJB, Proverbs 21:5).

In summary, procrastination may arise from problems in each of the nine executive functions—(1) inhibition, (2) self-monitoring, (3) planning and organization, (4) activity shifting, (5) task initiation, (6) task monitoring, (7) emotional control, (8) working memory, and (9) general orderliness.

Putting aside the concerns about the intentions of the rulers and the incentives for the workers, socialism cannot work because the central planner(s) would lack market prices and hence would have no way of determining, even after the fact, if their “rational” plan for production made an efficient use of resources.

HUMAN BILL OF RIGHTS [GUIDELINES FOR FAIRNESS AND INTIMACY] I have the right to be treated with respect. I have the right to say no. I have the right to make mistakes. I have the right to reject unsolicited advice or feedback. I have the right to negotiate for change. I have the right to change my mind or my plans. I have a right to change my circumstances or course of action. I have the right to have my own feelings, beliefs, opinions, preferences, etc. I have the right to protest sarcasm, destructive criticism, or unfair treatment. I have a right to feel angry and to express it non-abusively. I have a right to refuse to take responsibility for anyone else’s problems. I have a right to refuse to take responsibility for anyone’s bad behavior. I have a right to feel ambivalent and to occasionally be inconsistent. I have a right to play, waste time and not always be productive. I have a right to occasionally be childlike and immature. I have a right to complain about life’s unfairness and injustices. I have a right to occasionally be irrational in safe ways. I have a right to seek healthy and mutually supportive relationships. I have a right to ask friends for a modicum of help and emotional support. I have a right to complain and verbally ventilate in moderation. I have a right to grow, evolve and prosper.

For example, if overwork is due to (in)stability of the production systems, it’s your job as the manager to slow down the product roadmap in order to focus on stability for a while. Make clear measures of alerts, downtime, and incidents, and strive to reduce them. My advice is to dedicate 20% of your time in every planning session to system sustainability work (“sustainability” instead of the more common “technical debt”).

Whether a carpenter makes a table, or a goldsmith a piece of jewelry, whether the peasant grows his corn, or the painter paints a picture, in all types of creative work the worker and his object become one, man unites himself with the world in the process of creation. This, however, holds true only for productive work, for work in which I plan, produce, see the result of my work. In the modern work process of a clerk, the worker on the endless

Peter Lynch doesn’t advise you to buy stock in your favorite store just because you like shopping in the store, nor should you buy stock in a manufacturer because it makes your favorite product or a restaurant because you like the food. Liking a store, a product, or a restaurant is a good reason to get interested in a company and put it on your research list, but it’s not enough of a reason to own the stock! Never invest in any company before you’ve done the homework on the company’s earnings prospects, financial condition, competitive position, plans for expansion, and so forth.

Designed or planned social order is necessarily schematic; it always ignores essential features of any real, functioning social order. This truth is best illustrated in a work-to-rule strike, which turns on the fact that any production process depends on a host of informal practices and improvisations that could never be codified. By merely following the rules meticiously, the workforce can virtually halt production. In the same fashion, the simplified rules animating plans for, say, a city, a village or a collective farm were inadequate as a set of instructions for creating a functional social order, The formal scheme was parasitic on informal processes that, alone, it could not create or maintain.

The rest of the question-and-answer period was pretty standard stuff, with a few hardballs thrown in just to keep things interesting. Where did the senator stand on the death penalty? Given that most corpses tended to get up and try to eat folks, he didn’t see it as a productive pursuit. What was his opinion on public health care? Failure to keep people healthy enough to stay alive bordered on criminal negligence. Was he prepared to face the ongoing challenges of disaster preparedness? After the mass reanimations following the explosions in San Diego, he couldn’t imagine any presidency surviving without improved disaster planning.

...the scientific attitude implies what I call the postulate of objectivity—that is to say, the fundamental postulate that there is no plan, that there is no intention in the universe. Now, this is basically incompatible with virtually all the religious or metaphysical systems whatever, all of which try to show that there is some sort of harmony between man and the universe and that man is a product—predictable if not indispensable—of the evolution of the universe.

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

Alaine frowned at him for a moment. "Are you asking me if I need feminine products?" "I'm telling you to plan ahead," Nova said with a deliberate look at her. "Anything you think you're gonna need, I'll pick up." "Wow"-Alaine pulled back in surprise- "I'm sort of impressed right now. You ARE a progressive gangster." "Just text me," Nova said as he threw up his hand. "I'm leaving." "She's not going to need feminine products," Tino said with a bark of laughter. "I guarantee you she's pregnant after last night.

IT’S A FUNNY THING TO be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes.

Words accrue and lose meaning through a semantic mobility dependent on the community in which they thrive, and these meanings cannot be divorced from bodily sensation and emotion. Slang emerges among a circle of speakers. Irony requires double consciousness, reading one meaning and understanding another. Elegant prose involves a feeling for the rhythms and the music of sentences, a product of the sensual pleasure a writer takes in the sounds of words and the varying metric beats of sentences. Creative translation must take all this into account. If a meaning is lost in one sentence, it might be gained or added to the next one. Such considerations are not strictly logical. They do not involve a step-by-step plan but come from the translator’s felt understanding of the two languages involved. Rodney

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

At any rate, planning in this sense means all-around planning by the government and enforcement of these plans by the police power. Planning in this sense means full government control of business. It is the antithesis of free enterprise, private initiative, private ownership of the means of production, market economy, and the price system. Planning and capitalism are utterly incompatible. Within a system of planning production is conducted according to the government's orders, not according to the plans of capitalists and entrepreneurs eager to profit by best filling the wants of the consumers.

Work and life become inseparable. Capital follows you when you dream. Time ceases to be linear, becomes chaotic, broken down into punctiform divisions. As production and distribution are restructured, so are nervous systems. To function effectively as a component of just-in-time production you must develop a capacity to respond to unforeseen events, you must learn to live in conditions of total instability, or ‘precarity’, as the ugly neologism has it. Periods of work alternate with periods of unemployment. Typically, you find yourself employed in a series of short-term jobs, unable to plan for the future.

I have formed my plan, and am determined to enter on a course of serious study. Our own library is too well known to me, to be resorted to for any thing beyond mere amusement. But there are many works well worth reading at the Park; and there are others of more modern production which I know I can borrow of Colonel Brandon. By reading only six hours a-day, I shall gain in the course of a twelve-month a great deal of instruction which I now feel myself to want.” Elinor

Fitbit is a company that knows the value of Shadow Testing. Founded by Eric Friedman and James Park in September 2008, Fitbit makes a small clip-on exercise and sleep data-gathering device. The Fitbit device tracks your activity levels throughout the day and night, then automatically uploads your data to the Web, where it analyzes your health, fitness, and sleep patterns. It’s a neat concept, but creating new hardware is time-consuming, expensive, and fraught with risk, so here’s what Friedman and Park did. The same day they announced the Fitbit idea to the world, they started allowing customers to preorder a Fitbit on their Web site, based on little more than a description of what the device would do and a few renderings of what the product would look like. The billing system collected names, addresses, and verified credit card numbers, but no charges were actually processed until the product was ready to ship, which gave the company an out in case their plans fell through. Orders started rolling in, and one month later, investors had the confidence to pony up $2 million dollars to make the Fitbit a reality. A year later, the first real Fitbit was shipped to customers. That’s the power of Shadow Testing.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

The fact that you live in a broken-down house in the midst of restoration makes everything more difficult. It removes the ease and simplicity of life. It requires you to be more thoughtful, more careful. It requires you to listen and see well. It requires you to look out for difficulty and to be aware of danger. It requires you to contemplate and plan. It requires you to do what you don;t really want to do and to accept what you find difficult to accept. You want to simply coast, but you can't. Things are broken and they need to be fixed. There is work to do.

The art of the alchemist, whether spiritual or physical, consists in completing the work of perfection, bringing forth and making dominant, as it were, the “latent goldness” which “lies obscure” in metal or man. The ideal adept of alchemy was therefore an “auxiliary of the Eternal Goodness.” By his search for the “Noble Tincture” which should restore an imperfect world, he became a partner in the business of creation, assisting the Cosmic Plan. Thus the proper art of the Spiritual Alchemist, with whom alone we are here concerned, was the production of the spiritual and only valid tincture or Philosopher’s Stone; the mystic seed of transcendental life which should invade, tinge, and wholly transmute the imperfect self into spiritual gold. That this was no fancy of seventeenth-century allegorists, but an idea familiar to many of the oldest writers upon alchemy—whose quest was truly a spiritual search into the deepest secrets of the soul—is proved by the words which bring to an end the first part of the antique “Golden Treatise upon the Making of the Stone,” sometimes attributed to Hermes Trismegistus. “This, O Son,” says that remarkable tract, “is the Concealed Stone of Many Colours, which is born and brought forth in one colour; know this and conceal it . . . it leads from darkness into light, from this desert wilderness to a secure habitation, and from poverty and straits to a free and ample fortune.

A mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

The rest of us, on the ·other hand-we members of the protected classes-have grown increasingly· dependent on our welfare programs. In 2020 the federal government spent more than $193 billion on homeowner subsidies, a figure that far exceeded the amount spent on direct housing assistance for low income families ($53 billion). Most families who enjoy those subsidies have six-figure incomes and are white. Poor families lucky enough to live in government-owned apartments of often have to deal with mold and even lead paint, while rich families are claiming the mortgage interest deduction on first and second homes. The lifetime limit for cash welfare to poor parents is five years, but families claiming the mortgage interest deduction may do so for the length of the mortgage, typically thirty years. A fifteen-story public housing tower and a mortgaged suburban home are both government subsidized, but only one looks (and feels) that way. If you count all public benefits offered by the federal government, America's welfare state (as a share of its gross domestic product) is the second biggest in the world, after France's. But that's true only if you include things like government-subsidized retirement benefits provided by employers, student loans and 529 college savings plans, child tax credits, and homeowner subsidies: benefits disproportionately flowing to Americans well above the poverty line. If you put aside these tax breaks and judge the United States solely by the share of its GDP allocated to programs directed at low-income citizens, then our investment in poverty reduction is much smaller than that of other rich nations. The American welfare state is lopsided.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

Since the very beginning of the Communist regime, I had carefully studied books on Marxism and pronouncements by Chinese Communist Party leaders. It seemed to me that socialism in China was still very much an experiment nad had no fixed course of development for the country had yet been decided upon. This, I thought, was why the government's policy was always changing, like a pendulum swinging from left to right and back again. When things went to extremes and problems emerged. Beijing would take corrective measures. Then these very corrective measures went too far and had to be corrected. The real difficulty was, of course, that a state-controlled economy only stifled productivity, and economic planning from Beijing ignored local conditions and killed incentive. When a policy changed from above, the standards of values changed with it. What was right yesterday became wrong today, and visa versa. Thus the words and actions of a Communist Party official at the lower level were valid for a limited time only... The Cultural Revolution seemed to me to be a swing to the left. Sooner or later, when it had gone too far, corrective measures would be taken. The people would have a few months or a few years of respite until the next political campaign. Mao Zedong believed that political campaigns were the motivating force for progress. So I thought the Proletarian Cultural Revolution was just one of an endless series of upheavals the Chinese people must learn to put up with.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

Consequently, in 1958 the Chinese government was informed that annual grain production was 50 per cent more than it actually was. Believing the reports, the government sold millions of tons of rice to foreign countries in exchange for weapons and heavy machinery, assuming that enough was left to feed the Chinese population. The result was the worst famine in history and the death of tens of millions of Chinese.3 Meanwhile, enthusiastic reports of China’s farming miracle reached audiences throughout the world. Julius Nyerere, the idealistic president of Tanzania, was deeply impressed by the Chinese success. In order to modernise Tanzanian agriculture, Nyerere resolved to establish collective farms on the Chinese model. When peasants objected to the plan, Nyerere sent the army and police to destroy traditional villages and forcibly relocate hundreds of thousands of peasants onto the new collective farms. Government propaganda depicted the farms as miniature paradises, but many of them existed only in government documents. The protocols and reports written in the capital Dar es Salaam said that on such-and-such a date the inhabitants of such-and-such village were relocated to such-and-such farm. In reality, when the villagers reached their destination, they found absolutely nothing there. No houses, no fields, no tools. Officials nevertheless reported great successes to themselves and to President Nyerere. In fact, within less than ten years Tanzania was transformed from Africa’s biggest food exporter into a net food importer that could not feed itself without external assistance. In 1979, 90 per cent of Tanzanian farmers lived on collective farms, but they generated only 5 per cent of the country’s agricultural output.4

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

What if we fail to stop the erosion of cities by automobiles? What if we are prevented from catalyzing workable and vital cities because the practical steps needed to do so are in conflict with the practical steps demanded by erosion? There is a silver lining to everything. In that case we Americans will hardly need to ponder a mystery that has troubled men for millennia: What is the purpose of life? For us, the answer will be clear, established and for all practical purposes indisputable: The purpose of life is to produce and consume automobiles. It is not hard to understand that the producing and consuming of automobiles might properly seem the purpose of life to the General Motors management, or that it may seem so to other men and women deeply commtted economically or emotionally to this pursuit. If they so regard it, they should be commended rather than cricicized for this remarkable identification of philosophy with daily duty. It is harder to understand, however, why the production and consumption of automobiles should be the purpose of life for this country. Similarly, it is understandable that men who were young in the 1920's were captivated by the vision of the freeway Radiant City, with the specious promise that it would be appropriate to an automobile age. At least it was then a new idea; to men of the generation of New York's Robert Moses, for example, it was radical and exciting in the days when their minds were growing and their ideas forming. Some men tend to cling to old intellectual excitements, just as some belles, when they are old ladies, still cling to the fashions and coiffures of their exciting youth. But it is harder to understand why this form of arrested mental development should be passed on intact to succeeding generations of planners and designers. It is disturbing to think that men who are young today, men who are being trained now for their carreers, should accept *on the grounds that they must be "modern" in their thinking,* conceptions about cities and traffic which are not only unworkably, but also to which nothing new of any significance has been added since their fathers were children.