Proprietary Quotes

You’re not the only one who can get possessive. I’m very proprietary about what’s mine.

In addition to being an ass and a pompous prick, he was a knuckle-dragging, potentially mouth-breathing Neanderthal who felt some proprietary ownership over a younger woman he barely knew and who hated him.

Every monopoly is unique, but they usually share some combination of the following characteristics: proprietary technology, network effects, economies of scale, and branding.

Words have no single fixed meaning. Like wayward electrons, they can spin away from their initial orbits and enter a wider magnetic field. No one owns them or has a proprietary right to dictate how they will be used.

Innocence waiting to be fucked, he pleasantly thought. And his, he decided with the proprietary instincts of a modern princeling.

Nutritionists don't stop there, because they can't: they have to manufacture complication, to justify the existence of their profession. These new nutritionists have a major commercial problem with the evidence. There's nothing very professional or proprietary about 'Eat your greens,' so they have had to push things further. But unfortunately for them, the technical, confusing, overcomplicated, tinkering interventions that they promote - the enzymes, the exotic berries - are very frequently not supported by convincing evidence.

Here at the age of thirty-nine I began to be old. I felt stiff and weary in the evenings and reluctant to go out of camp; I developed proprietary claims to certain chairs and newspapers; I regularly drank three glasses of gin before dinner, never more or less, and went to bed immediately after the nine o’clock news. I was always awake and fretful an hour before reveille. Here my last love died.

Even as Camille's beauty and precocity took form, when pride alone might have nurtured proprietary feelings, she never seemed quite the child Judith was meant to call her own.

He loved her manner of sleepy acquiescence when they lay on the beach at dusk. He drew solace and sedation from her nearness. He had a craving to touch her always, to remain always in physical communication. He liked to encircle her ankle loosely with his fingers...to lightly and lovingly caress the downy skin of her fair, smooth thigh with the backs of his nails or dreamily, sensuously, almost unconsciously, slide his proprietary, respectful hand up the shell-like ridge of her spine... ...she was puzzled by the convulsive ecstasy men could take from [her body], by the intense and amazing need they had merely to touch it, to reach out urgently and press it, squeeze it, rub it... ...It thrilled Nurse Duckett rapturously that Yossarian could not keep his hand off her when they were together. She loved to look at his wide, long, sinewy back with its bronzed, unblemished skin. She loved to bring him to flame instantly by taking his whole ear in her mouth suddenly and running her hand down his front all the way. She loved to make him burn and suffer till dark, then satisfy him. Then kiss him adoringly because she had brought him such bliss.

We are all proprietary toward cities we love. 'Ah, you should have seen her when I loved her!' we say, reciting glories since faded or defiled, trusting her to no one else; that others should know and love her in her present fallen state (for she must fall without our vigilant love) is a species of betrayal.

At Mayflower-Plymouth, we pair our deep understanding of business and economies with our study of natural ecosystems to invest in productive assets across the globe. We aim to help our clients employ capital and maximize ROI by combining fundamental asset selection with proprietary methodologies based on modeling natural ecosystems.

He had the slick, proprietary attitude that small men from big cities sometimes bring toward big men from small cities

She had given herself away. If she wanted herself back, there had to be pieces of her, sacred and proprietary, that no one else could ever have.

His stride was long, tall, and proud. He wore a mask of proprietary disinterest, as though everything before his eyes belonged to him and his whimsy. He looked arrogant. He fit right in.

What he likes most about proprietary trading is that it requires considerably less time than other high paying professions; in other words it is perfectly compatible with his non-middle-class work ethics. Trading forces someone to think hard; those who merely work hard generally lose their focus and intellectual energy.

I walked past the lady in yellow robes and the maid bringing her a letter, past the soldier with a magnificent hat and the girl smiling at him, thinking of warm lips, brown eyes, blue eyes. Her brown eyes stopped me. It's the painting from whose frame a girl looks out, ignoring her beefy music teacher, whose proprietary hand rests on her chair. The light is muted, winter light, but her face is bright. I looked into her brown eyes and I recoiled. She was warning me of something-- she had looked up from her work to warn me. Her mouth was slightly open, as if she had just drawn a breath in order to say to me, "Don't!" I moved backward, trying to get beyond the range of her urgency. But her urgency filled the corridor. "Wait," she was saying, "wait! Don't go!" ... She had changed a lot in sixteen years. She was no longer urgent. In fact, she was sad. She was young and distracted, and her teacher was bearing down on her, trying to get her to pay attention. But she was looking out, looking for someone who would see her. This time I read the title of the painting: Girl Interrupted at Her Music. Interrupted at her music.- as my life had been, interrupted in the music of being seventeen, as her life had been, snatched and fixed on canvas: one moment made to stand still and to stand for all the other moments, whatever they would be or might have been. What life can recover from that? I had something to tell her now "I see you," I said. My boyfriend found me crying in the hallway. "What's the matter with you?" he asked. "Don't you see, she's trying to get out," I said, pointing at her.

There was something about the possession of a book that was important to me. Owning it gave me proprietary rights on the story. It meant that I could read as quickly or as slowly as I liked. No expectations, no deadlines, no proscriptions on bent spines or crumpled pages. I was not gentle on my books. I read while I ate, I read in the bathtub. At night, I rolled over on top of my books that had fallen between the covers as I dozed. For me, the worn pages and tattered covers were a sign of devotion. Like the Velveteen Rabbit, the books I read were only real when they were loved. And I understood that love was not always gentle.

Our aluminum products are coated with an advanced Polycoat 9000™ topcoat, using a proprietary two-step system for an extremely durable, low maintenance and fade-resistant paint finish. Unparalleled quality ensures superior performance in all types of environments. Click here to get information: http://torontoaluminum.ca/

Innovation is most vibrant in the realms where open-source systems compete with proprietary ones. Sometimes

Retail versus Proprietary Trading

father-daughter relationship is unique in the kind of delight it brings to both persons, a proprietary pride that also contains an understanding of the boundaries that hold the two

As a good rule of thumb, proprietary technology must be at least 10 times better than its closest substitute in some important dimension to lead to a real monopolistic advantage.

In fact , we might as well say "proprietary", which ,in fact, was the byword of the old computer industry.

Genetic engineering and such products as Monsanto’s “Terminator” seeds, which cannot reproduce, could conceivably give that company proprietary control over the food crops. Glyphosate-based

The challenge, however, is that Google, Facebook, Netflix, and Amazon do not publish their algorithms. In fact, the methods they use to filter the information you see are deeply proprietary and the “secret sauce” that drives each company’s profitability. The problem with this invisible “black box” algorithmic approach to information is that we do not know what has been edited out for us and what we are not seeing. As a result, our digital lives, mediated through a sea of screens, are being actively manipulated and filtered on a daily basis in ways that are both opaque and indecipherable.

Why do we put up with it? Do we like to be criticized? No, no scientist enjoys it. Every scientist feels a proprietary affection for his or her ideas and findings. Even so, you don’t reply to critics, Wait a minute; this is a really good idea; I’m very fond of it; it’s done you no harm; please leave it alone. Instead, the hard but just rule is that if the ideas don’t work, you must throw them away.

contending clients in a suit, he for the proprietaries and I for the Assembly. He would, therefore, sometimes call in a friendly way to advise with me on difficult points, and sometimes, tho' not often, take

One way to curtail men's proprietary mindset is to empower women -a trend that started with first-wave feminists who ushered in women's right to vote and continues today with women's increasing access to their own resources.

One way to curtail men's proprietary mindset is to empower women -a trend that started with first-wave feminists who ushered in women's right to vote and continues today with women's increasing access to their own resources-.

That was before Clay moved those big, warm hands up over her body, spreading one on her lower back while the other curved around her nape. The hold was so proprietary, so aggressive, it should’ve scared her into running in the other direction. Instead it sparked a darkly sexual heat in her, stoking her need past blazing. She melted into him, pressing her aching breasts against the solid wall of his chest. He purred into her mouth. Nipples shocked into sudden pleasure by the vibration, she pulled back. “You purr?” His smile was pure cat. “Only for you.” Any resistance she might’ve harbored to this dangerous, inevitable escalation in their relationship dissolved into a big fat pool at her feet. He was being charming. Clay did not do charm, not for anyone. Except, it seemed, her. She pressed a kiss to his jaw. “Stop being so sexy.” His smile widened and, sliding his hand from her nape to her hair, he tugged back her head so he could kiss her again. The embers in her stomach burst into flame as she realized she was rubbing her nipples against him. He didn’t seem to mind—he was doing that purring thing again.

The proprietary advantage once enjoyed by companies who assembled teams under their own roofs and used them only on their own products has been surrendered in the rush to attain some semblance of “lean, efficient” flexibility.

We must strive to make the good news the core message we put forth, the chief model we emulate, the leading motivation in obedience, and the proprietary means of growth in the Christian life. Anything else falls dreadfully, woefully short.

Google’s search algorithms, for example, return results better than anyone else’s. Proprietary technologies for extremely short page load times and highly accurate query autocompletion add to the core search product’s robustness and defensibility. It

Designer relationships are based on egalitarianism and mutuality, not on proprietary thinking. From this perspective, if people decide they will have multiple partners, the approach is the antithesis of cheating. In the conventionally monogamous model, each party owns the other (a modern variation on the more antiquated view of woman as property). In designer relationships, each party voluntarily owes the other transparency, some measure of emotional loyalty, and a determination to abide by agreements.

The collaboration between secretaries of state, election officials and the voting system manufacturers on the matter of enforcing this black box proprietary code secrecy with election systems, is nothing less than the commoditization and monetization of American Democracy

Not all cloud-native platforms are the same. Some are self-built and pieced together from various components; others are black boxed and completely proprietary. The Cloud Foundry cloud-native platform has three defining characteristics: it is structured, opinionated, and open.

Few First Ladies—and the name wasn’t yet commonly used—have so reveled in the White House or developed such a proprietary feeling about it. “Eight happy years I spent there—so happy!” Julia would reminisce. “It still seems as much like home to me as the old farm in Missouri, White Haven.

Science thrives on errors, cutting them away one by one. False conclusions are drawn all the time, but they are drawn tentatively. Hypotheses are framed so they are capable of being disproved. A succession of alternative hypotheses is confronted by experiment and observation. Science gropes and staggers toward improved understanding. Proprietary feelings are of course offended when a scientific hypothesis is disproved, but such disproofs are recognized as central to the scientific enterprise. Pseudoscience is just the opposite. Hypotheses are often framed precisely so they are invulnerable to any experiment that offers a prospect of disproof, so even in principle they cannot be invalidated. Practitioners are defensive and wary. Skeptical scrutiny is opposed. When the pseudoscientific hypothesis fails to catch fire with scientists, conspiracies to suppress it are deduced. Motor

From the moment Leo comes on screen in that navy blue suit, I have chest palpitations. He’s like an angel, a beautiful, damaged angel. “What’s he so stressed out about?” Peter asks, reaching down and stealing a handful of Kitty’s popcorn. “Isn’t he a prince or something?” “He’s not a prince,” I say. “He’s just rich. And his family is very powerful in this town.” “He’s my dream guy,” Kitty says in a proprietary tone. “Well, he’s all grown up now,” I say, not taking my eyes off the screen. “He’s practically Daddy’s age.” Still… “Wait, I thought I was your dream guy,” Peter says. Not to me, to Kitty. He knows he’s not my dream guy. My dream guy is Gilbert Blythe from Anne of Green Gables. Handsome, loyal, smart in school. “Ew,” Kitty says. “You’re like my brother.” Peter looks genuinely wounded, so I pat him on the shoulder. “Don’t you think he’s a little scrawny?” Peter presses. I shush him. He crosses his arms. “I don’t get why you guys get to talk during movies and I get shushed. It’s pretty bullshit.” “It’s our house,” Kitty says. “Your sister shushes me at my house too!” We ignore him in unison.

In the seventy years since von Neumann effectively placed his “Draft Report” on the EDVAC into the public domain, the trend for computers has been, with a few notable exceptions, toward a more proprietary approach. In 2011 a milestone was reached: Apple and Google spent more on lawsuits and payments involving patents than they did on research and development of new products.64

Un giorno chiesi alla padrona di un'altra bancarella, che era mia amica, se i proprietari vendessero mai i libri. -No- disse- E' tutta roba gettata via. Ecco perché si sa che non valgono niente. Gli amici se li scambiano per leggerli sulle navi. -Senza dubbio-disse-devono lasciarne parecchi sulle navi. -Sì-dissi-la compagnia di navigazione li conserva e li fa rilegare ed è così che si formano le biblioteche delle navi.

But what shall we think of a governor's playing such pitiful tricks, and imposing so grossly on a poor ignorant boy! It was a habit he had acquired. He wish'd to please everybody; and, having little to give, he gave expectations. He was otherwise an ingenious, sensible man, a pretty good writer, and a good governor for the people, tho' not for his constituents, the proprietaries, whose instructions he sometimes disregarded.

What he likes most about proprietary trading is that it requires considerably less time than other high-paying professions; in other words it is perfectly compatible with his non-middle-class work ethic. Trading forces someone to think hard; those who merely work hard generally lose their focus and intellectual energy. In addition, they end up drowning in randomness; work ethics, Nero believes, draw people to focus on noise rather than the signal

The fact that one person imagines a "well-behaved" present and the other a predetermined future does not mean that they therefore fold their arms and become spectators (the former expecting that the present will continue, the latter waiting for the already "known" future to come to pass). On the contrary, closing themselves into "circles of certainty" from which they cannot escape, these individuals "make" their own truth. It is not the truth of men and women who struggle to build the future, running the risks involved in this very construction. Nor is it the truth of men and women who fight side by side and learn together how to build this future—which is not something given to be received by people, but is rather something to be created by them. Both types of sectarian, treating history in an equally proprietary fashion, end up without the people—which is another way of being against them.

But after all the horse trading between Democrats and Republicans—and reformers, bankers, and lobbyists—I fear that its complex, obtuse regulations (some 170 separate rules are still being developed) involved in limiting proprietary trading by banks makes me wish we’d taken the simple step of restoring the separation of deposit taking banks from investment banks. The Glass-Steagall Act of 1933 worked well until it was gradually eroded and finally repealed in 1999.

The purchaser, who is granted anonymity by virtue of his status as a representative of the Goddess of Egypt, receives Diodora into his legal ownership and from this day will possess, own, and have proprietary rights over the girl. Choiak henceforth has no power to take back his daughter and through this sale agreement, written in two copies, gives his consent and acknowledges payment. Signed on behalf of Choiak, who knows no letters, by Haran ben Philip Levias, this day in the month of Epeiph, in the 32nd year of the reign of the illustrious emperor Augustus Caesar.

Language reflects the monopoly of the industrial mode of production over perception and motivation. The tongues of industrial nations identify the fruits of creative work and of human labor with the outputs of industry. The materialization of consciousness is reflected in Western languages. Schools operate by the slogan "education!" while ordinary language asks what children "learn." The functional shift from verb to noun highlights the corresponding impoverishment of the social imagination. People who speak a nominalist language habitually express proprietary relationships to work which they have. All over Latin America only the salaried employees, whether workers or bureaucrats, say that they have work; peasants say that they do it: "Van a trabajar, pero no tienen trabajo." Those who have been modernized and unionized expect industries to produce not only more goods but also more work for more people. Not only what men do but also what men want is designated by a noun. "Housing" designates a commodity rather than an activity. People acquire knowledge, mobility, even sensitivity or health. They have not only work or fun but even sex.

Even if the initial home-base advantage is hard to sustain, a global strategy can contribute to supplementing and upgrading it. A good example is in consumer electronics, where Matsushita, Sanyo, Sharp, and other Japanese firms initially competed on cost in selling simply designed, portable televisions. As they began penetrating foreign markets, they gained economies of scale and further reduced cost by moving down the learning curve. Worldwide volume then helped to support aggressive investments in marketing, new production equipment, and R&D and to achieve proprietary technology.

Hallelujah,” he said quietly, and put his arms on my shoulders while the elders smiled behind him in a proprietary way. In a booming voice he told me he had a prophecy for me. He said that God had ordained that I would be a writer, and I would write my first book by the time I was sixteen. He even had a vision of what it would look like: a slim, ivory-colored volume with a portrait of Jesus on the cover. I was thrilled, but not at all surprised. I was used to living in a magical world, so it didn't surprise me that God had whispered in this fragrant man's ear and sent him in my direction.

In Webvan’s case premature scaling was an integral part of the company culture and the prevailing venture capital “get big fast” mantra. Webvan spent $18 million to develop proprietary software and $40 million to set up its first automated warehouse before it had shipped a single item. Premature scaling had dire consequences since Webvan’s spending was on a scale that ensures it will be taught in business school case studies for years to come. As customer behavior continued to differ from the predictions in Webvan’s business plan, the company slowly realized it had overbuilt and over-designed. The business model made sense only at the high volumes predicted on the spreadsheet.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

His circuitry is all different,” she told her twin sister. His ambition differed in essence as well as degree. Whereas with others she could tell the point at which she might assert certain proprietary rights (the very first hints of nesting behavior), with this runner there was never any question about her rearranging his priorities. This rankled her from the start. She might have the ability to make him miserable, perhaps, but she swayed him not an inch from his path. He told her as much, and she found out quickly he meant it. There was something in the ferocity of his dedication that challenged the formula of her femininity. She responded to the challenge without even realizing she was doing so.

Linking the digital and physical worlds in these ways will have profound implications for both. But this future won’t be realized unless the Internet of Things learns from the history of the Internet. The open standards and decentralized design of the Internet won out over competing proprietary systems and centralized control by offering fewer obstacles to innovation and growth. This battle has resurfaced with the proliferation of conflicting visions of how devices should communicate. The challenge is primarily organizational, rather then technological, a contest between command-and-control technology and distributed solutions. The Internet of Things demands the latter, and openness will eventually triumph.

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

A good list of questions to ask your advisor will include the following: Where will my money be held? Right answer: Somewhere else! Are you a broker? Right answer: No! Are you a dually registered advisor? Right answer: No! Do you or any affiliate have proprietary investments of any kind? Right answer: No! How are you compensated? Right answer: Total disclosure in writing and never make commissions on any investment product. What are the credentials of you and/or your team? Right answer: If planning is involved, a CFP is ideal to have on the team. What is your planning and investment management approach? Right answer: The firm should follow a coherent philosophy rather than a bunch of different strategies (unprincipled) and should follow an approach that does not involve market timing or active trading.

The company’s other primary commitment—to radical transparency—goes much deeper than the glass office walls. Every meeting is recorded, and (unless proprietary client information is discussed) every recording is available to every member of the organization. Each office and meeting room is equipped with audio recording technology. For example, if your boss and your boss’s boss are discussing your performance and you weren’t invited to the meeting, the recording is available for you to review. And you don’t have to scour every audio file to find out whether you were the subject of a closed-door conversation. If your name came up, you’re likely to be given a heads-up, just so that you will review the file. In effect, there is no such thing as a closed-door conversation; everything is part of a “historical record of what is true.

Also, although the great majority of the letters I’ve received from Hmong readers have been positive, most of the negative ones have criticized me for telling a story that was not mine to tell. I am no lover of identity politics; I believe that anyone should be allowed to write about anyone. Still, I would have harbored the same proprietary resentment had I been they. It was exactly how I felt thirty years ago, when women’s voices were harder to hear because men were drowning them out. Now that young Hmong writers are starting to publish—including Mai Neng Moua, who edited a landmark literary anthology called Bamboo Among the Oaks, and Kao Kalia Yang, who wrote a fierce, sad memoir called The Latehomecomer—I am happy to shut up and listen. I hope The Spirit Catches You and You Fall Down is settling into its proper place not as the book about the Hmong but as a book about communication and miscommunication across cultures.

Sara and I are both leaving within the hour. In my carriage." "Together?" Lily looked startled, and then shook her head. "You can't. Don't you realize what people would say when they discovered that both of you were gone?" "Nothing they haven't said already." He slid a proprietary arm around Sara's shoulders. Lily drew her slight frame up as tall as possible, adopting the brisk tone of a chaperone defending her charge. "Where are you planning to go?" Derek smiled slowly. "None of your damn business, gypsy." Ignoring Lily's sputtering protests, he stared down at his fiancée and raised his brows mockingly. As she met his glinting green eyes, Sara realized he intended to take her to London and keep her with him for the night. Her nerves jangled with alarm. "I'm not certain it's advisable-" she began diplomatically, but he cut her off. "Go pack your things." Oh, the arrogance. But it was part of why she loved him, his single-minded determination to get what he wanted. Only blind, bullying stubbornness had enabled him to climb from the gutter. Now that the prospect of marrying her was within his reach, he planned to ensure it by well and truly compromising her. After tonight there would be no turning back. Sara stared at the broad expanse of his chest, conscious of the weight of his arm across her shoulders, the gentle stroke of his thumb and forefinger against her neck. Well... reprehensible as it was, she wanted the same thing. "Derek," Lily said in a steely voice, "I won't allow you to force this poor child into something she's not prepared for-" "She's not a child." His fingers tightened on the back of Sara's neck. "Tell her what you want, Sara." Helplessly Sara raised her head and looked at Lily, her face turning a deep shade of crimson. "I... I'm leaving with Mr. Craven." She didn't have to look at Derek to know that he was smiling in satisfaction.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

BISMARCK: Ce e cu actiunile Cãilor ferate românesti? MINISTRU: Au fost plãtite pînã la ultima marcã. BISMARCK: si care e problema? MINISTRU: Problema este, Alteta Voastrã, ca sã folosesc cuvintele Altetei Voastre, problema este cã nici un proprietar german nu a putut proba detinerea pachetului majoritar. MINISTRU: Alteta Voastrã… Am fost lucrati. BISMARCK: Domnule ministru, dumneata esti idiot? Cum adicã am fost lucrati? MINISTRU: Voi fi direct. ... Românii rãscumpãrau actiunile, aducîndu-Ie din nou la valoare, iar cele detinute de Germania începeau sã creascã. BISMARCK: si n-au crescut? MINISTRU: Ba da, numai cã…Alteta Voastrã, românii au cumpãrat toate actiunile, dar din Germania. BISMARCK (uitindu-se cîndla secretar, cîndla ministru): Ce? SECRETAR: Ne-au înselat, domnule cancelar. Au cumpãrat actiunile cãzute din Germania pe un pret de nimic, apoi au rãscumpãrat actiunile din România. Cînd actiunile au sãrit, românii au recuperat toti banii. Sunt proprietari ai cãilor ferate...BISMARCK (printre lacrimi): Genial! Sunt geniali! Dã-mi… dã-mi… (îi cere secretarului sã-i dea pana care a cãzut pe jos; fãrã sã se opreascã din ris:) Meritã sã primeascã independenta! Bismarck semneazã actul de recunoastere a independentei României.

In teaching an honors writing class, I juxtaposed Mary Shelley’s Frankenstein with Shelley Jackson’s Patchwork Girl, an electronic hypertext fiction written in proprietary Storyspace software. Since these were honors students, many of them had already read Frankenstein and were, moreover, practiced in close reading and literary analysis. When it came to digital reading, however, they were accustomed to the scanning and fast skimming typical of hyper reading; they therefore expected that it might take them, oh, half an hour to go through Jackson’s text. They were shocked when I told them a reasonable time to spend with Jackson’s text was about the time it would take them to read Frankenstein, say, ten hours or so. I divided them into teams and assigned a section of Jackson’s text to each team, telling them that I wanted them to discover all the lexias (i.e., blocks of digital text) in their section and warning them that the Storyspace software allows certain lexias to be hidden until others are read. Finally, I asked them to diagram interrelations between lexias, drawing on all three views that the Storyspace software enables. As a consequence, the students were not only required to read closely but also to analyze the narrative strategies Jackson uses to construct her text.

values of commons-based sharing and of private enterprise often conflict, most notably over the extent to which innovations should be patent-protected. The commons crowd had its roots in the hacker ethic that emanated from the MIT Tech Model Railroad Club and the Homebrew Computer Club. Steve Wozniak was an exemplar. He went to Homebrew meetings to show off the computer circuit he built, and he handed out freely the schematics so that others could use and improve it. But his neighborhood pal Steve Jobs, who began accompanying him to the meetings, convinced him that they should quit sharing the invention and instead build and sell it. Thus Apple was born, and for the subsequent forty years it has been at the forefront of aggressively patenting and profiting from its innovations. The instincts of both Steves were useful in creating the digital age. Innovation is most vibrant in the realms where open-source systems compete with proprietary ones. Sometimes people advocate one of these modes of production over the others based on ideological sentiments. They prefer a greater government role, or exalt private enterprise, or romanticize peer sharing. In the 2012 election, President Barack Obama stirred up controversy by saying to people who owned businesses, “You didn’t build that.” His critics saw it as a denigration of the role of private enterprise. Obama’s point was that any business benefits from government and peer-based community support: “If you were successful, somebody along the line gave you some help.

THE SK8 MAKER VS. GLOBAL INDUSTRIALIZATION This new era of global industrialization is where my personal analogy with the history of the skateboard maker diverges. It’s no longer cost-effective to run a small skateboard company in the U.S., and the handful of startups that pull it off are few and far between. The mega manufacturers who can churn out millions of decks at low cost and record speed each year in Chinese factories employ proprietary equipment and techniques that you and I can barely imagine. Drills that can cut all eight truck holes in a stack of skateboard decks in a single pull. CNC machinery to create CAD-perfect molds used by giant two-sided hydraulic presses that can press dozens of boards in a few hours. Computer-operated cutting bits that can stamp out a deck to within 1⁄64 in. of its specified shape. And industrial grade machines that apply multicolored heat-transfer graphics in minutes. In a way, this factory automation has propelled skateboarding to become a multinational, multi-billion dollar industry. The best skateboarders require this level of precision in each deck. Otherwise, they could end up on their tails after a failed trick. Or much worse. As the commercial deck relies more and more on a process that is out of reach for mere mortals, there is great value in the handmade and one of a kind. Making things from scratch is a dying art on the brink of extinction. It was pushed to the edge when public schools dismissed woodworking classes and turned the school woodshop into a computer lab. And when you separate society from how things are made—even a skateboard—you lose touch with the labor and the materials and processes that contributed to its existence in the first place. It’s not long before you take for granted the value of an object. The result is a world where cheap labor produces cheap goods consumed by careless customers who don’t even value the things they own.

SUPPLEMENT DAILY DOSAGE Vitamin A 10,000 IU or 6 mg beta-carotene (choose mixed carotenes if available)     B-complex vitamins B1, B2, B3, B5: 50 mg B6: 50 mg, or 100 mg if nauseated (can be higher: if necessary up to 250 mg to prevent nausea) B12: 400 mcg Choline, Inositol, PABA: 25 mg Biotin: 200 mcg Folic acid: 500 mcg (increase this to 1000 mcg if you have suffered a previous miscarriage, if there is a history of neural tube defects in your family, or if you are over 40 years of age)     Vitamin C 1–2 g (take the higher dose if you are exposed to toxicity or in contact with, or suffering from, infection)     Bioflavonoids 500–1000 mg (helpful for preventing miscarriage and breakthrough bleeding)     Vitamin D 200 IU     Vitamin E 500 IU (increasing to 800 IU during last trimester)     Calcium 800 mg (increasing to 1200 mg during middle trimester when your baby’s bones are forming, or if symptoms such as leg cramps indicate an increased need)     Magnesium 400 mg (half the dose of calcium)     Potassium 15 mg or as cell salt (potassium chloride, 3 tablets)     Iron Supplement only if need is proven; dosage depends on serum ferritin levels (stored iron) If levels < 30 mcg per litre, take 30 mg If levels < 45 mcg per litre, take 20 mg If levels < 60 mcg per litre, take 10 mg This test for ferritin levels should be repeated at the end of each trimester, and we give further details in Chapter 11.     Manganese 10 mg     Zinc 20–60 mg, taken last thing at night on an empty stomach (dose level to depend on results of zinc taste test, which ideally should be performed at two monthly intervals during your pregnancy; see page 172–174 for details)     Chromium 100–200 mcg (upper limit applies to those with sugar cravings or with proven need)     Selenium 100–200 mcg (upper limit for those exposed to high levels of heavy metal or chemical pollution). Selenium is best taken away from vitamin C, but can be taken with zinc.     Iodine 75 mcg (or take 150 mg of kelp instead)     Acidophilus/Bifidus Half to one teaspoonful, one to three times daily (upper limits for those who suffer from thrush)     Evening primrose oil 500–1000 mg two to three times daily     MaxEPA (or deep sea fish oils) 500–1000 mg two to three times daily     Garlic 2000–5000 mg (higher levels for those exposed to toxins)     Silica 20 mg     Copper 1–2 mg (but only if zinc levels are adequate)     Hydrochloric acid and digestive enzymes For those with digestive problems. There are numerous proprietary preparations which contain an appropriate combination of active ingredients. Ask your health practitioner, pharmacist or health food shop for guidance, and take as directed on the label.     Co-enzyme Q10 10 mg daily

Then he was striding toward me. His mesmerizing gaze pinned me in place as he cupped my face. When his lips covered mine, I gasped. He took the opportunity to deepen the kiss, groaning into the contact. His hands tightened on my face. His sexy groans made my toes curl, muddling my thoughts. Block that out! I was Aric’s wife. I’d wronged him in the past, had consigned him to misery for hundreds—no, thousands—of years. I needed to make this right. Like penance. There was something vaguely threatening about his words. Misgivings about this arose. Too fast. “If you have feelings for him, fight them,” Aric commanded me. “By going to him, you’d be stoking them once more. Don’t you understand? He can find another woman—I cannot. If you choose him, you’ll be consigning me to a hellish fate. As you’ve done again and again. No, this will be even worse, because I’ve had a greater glimpse of what I’ll be missing.” “I just want to talk to him. I’m leaving this weekend,” I said in an unwavering voice. “No, you will not.” His arrogant demeanor back in place, he said, “Understand me, I’m not surrendering the one woman who was born for me alone. Not to a human, not to anyone.” “You can’t keep me here against my will any longer. What are you going to do? Put that cuff back on me?” I held up my hand to stop him. “I understand why you did it. But I won’t be a prisoner anymore.” He snatched up his shirt, threading his arms into the sleeves. “You say you keep your promises now? You made a vow before gods to be my wife. In this life, you will keep your promises to me—before you ever honor one to him!” “You can’t stop me from leaving. I have my powers back. I earned my powers back.” With a cruel curve of his lips, he said, “You promised never to harm me, Empress. Know that you’ll have to kill me before I would ever let you go.” As he strode out the door, I said, “And know that you’ll have to put that cilice on me to keep me prisoner again.” He whirled around, fury in his expression. “You refused—twice—to beg me for your own life, but you’d beg for his?” I whispered, “Yes.” With a calculating gleam in his eyes, he said, “This isn’t an impossible task you ask of me. I could call in ancient favors, contact old allies. They could be here in mere hours. We’d ride out as one.” “T-truly?” “On one condition: you’ll become my wife in truth, mine in every way. Beginning tonight. Comply, and I’ll take on an army for you.” My lips parted with shock. “How can you do this to me?” “Deveaux is lost to you in one way or another. He’ll either be slaughtered by the Lovers—or saved by my female, by her sacrifice.” He offered his hand. “Come with me, and begin this.” “Don’t, Aric! Don’t destroy what I do feel for you.” “I’ll take”—he seized my hand, yanking me close—“what I can get.” Despite myself, I shivered from the contact, from his husky voice. His hold on me was firm, proprietary. Because he believed I was about to become his. The red witch in me whispered, Death thinks he has you at his mercy. But the Empress doesn’t get collared or caged—or controlled. Take his head and pay the Tower. Shut up! “Please, Aric. I’ll grow to hate you for this. I don’t want to feel that way about you. Never again. Don’t force me to do this.” “Force?” Unmoved, he led me toward his bedroom. “I’m not forcing you to do anything. Just as you can’t force me to save your lover’s life. We each make sacrifices to get what we want.” With my heart pounding, I crossed the threshold into his dark world. Black walls, black ceiling, black night beyond his windows. Yet outside I thought I saw . . . a single fluttering snowflake. Like a sign.

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Google and Apple offer the image of a pseudo-commons to Internet users. That image recalls Nick Dyer-Whiteford's claim that, in light of the structural failures of neoliberal policies, capital could "turn to a 'Plan B', in which limited versions of commons, pollution trading schemes, community development and open-source and file-sharing practices are introduced as subordinate aspects of a capitalist economy, where voluntary cooperation subsidizes profit. One can think here of how Web 2.0 re-appropriates many of the innovations of radical digital activists, and converts them into a source of rent." Indeed, with the rise of the trademarked Digital Commons software platform and with the proliferation of university-based digital and media commons (which are typically limited to fee-paying and/or employed university community members), the very concept of the digital commons appears to be one of these reappropriations. But if, as part of what James Boyle describes as the "Second Closure Movement," this very rhetorical move signals the temporary defeats of the after-globalization and radical hacker movements that claimed the language of the commons, perhaps the advocacy for ownership of digital wares (or at least a form of unalienable, absolute possession, whether individual or communal) would provide a strategic ballast against the proprietary control of large swathes of information by apparently benevolent corporations and institutions. While still dangling in mid-air, the information commodity's consumption might thereby be placed more solidly on common ground.

would the Volcker amendment, had it been law in 2007, have prevented the 2008 financial crisis? The financial crisis was caused by the overleveraging of real estate-related securities in Bear Stearns and Lehman Brothers, which were investment banks and would not have fallen under the purview of the Volcker amendment. Nor would it have applied to the insurance giant AIG, which the Fed chose to save after seeing the turmoil unleashed by the Lehman bankruptcy. Furthermore, banks that obtained loans from the Fed, specifically Citibank and Bank of America, ran into trouble because of bad real estate loans, not proprietary trading. Given this history, it is dubious that the Volcker amendment, had it been in effect in 2007, would have changed the course of the financial crisis.

Publishing content that is self-absorbed in substance or style alienates readers. Most successful organizations have realized this, yet many sites are still built around internal org charts, clogged with mission statements designed for internal use, and beset by jargon and proprietary names for common ideas.

marchi, nomi di prodotti, nomi di aziende, marchi commerciali e per servizi sono patrimonio dei rispettivi proprietari. JC20131028-A

Science thrives on errors, cutting them away one by one. False conclusions are drawn all the time, but they are drawn tentatively. Hypotheses are framed so they are capable of being disproved. A succession of alternative hypotheses is confronted by experiment and observa­tion. Science gropes and staggers toward improved understand­ing. Proprietary feelings are of course offended when a scientific hypothesis is disproved, but such disproofs are recognized as central to the scientific enterprise.

A proprietary technology can be reverse engineered and a star performer can be recruited away by a competitor. But a successful culture? That’s bigger than any single individual or innovation, and can survive them both.

This is thrice I have been forced to retrieve my horse from your vile clutches. And why is it, mistress, you feel the need to snatch my poor beast each time?” Damn the woman if she didn’t pat Horse in a most proprietary manner and look at the beast with a great amount of unwarranted affection. “Because he likes me,” she said, looking back at Richard coolly.

Le “Smart Tv” ascoltano e diffondono ciò che sentono in casa 308 parole Il Grande fratello, ipotizzato da George Orwell in «1984», è tra noi e può spiare le nostre conversazioni casalinghe. Lo strumento che usa sono le «Smart Tv» e l’attivazione delle funzioni vocali dei telecomandi. Questo perché il televisore ascolta quello che si dice davanti a lui e può condividere quello che sente sia con il produttore del televisore sia con i proprietari delle applicazioni installate sul televisore. Quello che poteva sembrare una battaglia contro il mondo globalizzazato diventa un pericolo reale se a dirlo è la Samsung, uno dei principali produttori mondiali di televisioni «intelligenti». Il «warning customers» avverte che il microfono del telecomando può catturare le conversazioni e trasmetterle attraverso la Rete a «terze parti» non bene identificate e dà dei consigli sulla privacy. Ma questo non è il primo allarme, un altro produttore di tv, Lg, era finito sotto accusa perché raccoglieva dati del proprietario del televisore anche se questi, dal menu, ne negava espressamente il consenso. Ogni volta che una chiavetta usb veniva inserita tutte le informazione dei file venivano trasmesse sui loro server. In questo modo le aziende riescono a sapere quali sono i nostri gusti, le nostre abitudini, anche in termini di orari e così ci «offrono» pubblicità mirata. Una volta scoperta Lg si è giustificata così: «Offriamo moltissimi modelli di Smart Tv e di tipo differente per ciascun mercato, quindi chiediamo pazienza e comprensione durante lo svolgimento degli accertamenti». Nell’attesa, togliete i televisori dalla camera da letto, non si sa mai.

So the organisation of society on the basis of functions, instead of on the basis of rights, implies three things. It means, first, that proprietary rights shall be maintained when they are accompanied by the performance of service and abolished when they are not. It means, second, that the producers shall stand in a direct relation to the community for whom production is carried on, so that their responsibility to it may be obvious and unmistakable, not lost, as at present, through their immediate subordination to shareholders whose interest is not service but gain. It means, in the third place, that the obligation for the maintenance of the service shall rest upon the professional organisations of those who perform it, and that, subject to the supervision and criticism of the consumer, those organisations shall exercise so much voice in the government of industry as may be needed to secure that the obligation is discharged.

Bee it therefore ordayned and enacted… that whatsoever person or persons within this province and the islands thereunto belonging, shall from henceforth blaspheme God, that is, to curse him, or shall deny our Savior Jesus Christ to be the Son of God, or shall deny the Holy Trinity, the Father, Son, and Holy Ghost, or the Godhead or any of the sayd Three Persons of the Trinity, or the Unity of the Godhead, or shall use or utter any reproachful speeches, words or languages concerning the Holy Trinity, or any of the sayd three persons thereof, shall be punished with death, and confiscation or forfeiture of all his or her land and goods to the lord proprietary and his heires.

In the algorithms of its proprietary systems, the company has recorded all its technical investment knowledge—a set of principles to guide investing. As many as 98 percent of Bridgewater’s financial decisions are executed automatically based on that set of codified market decision rules. In contrast, the “Principles” document—the Bridgewater constitution, which all citizens of the company seek to uphold (or “fight like hell” to change, if they disagree)—is not about the laws of finance, the market economy, or investing. Instead, it’s about the ways people act to foster and preserve a culture of truth and transparency. The principles set a clear bar of excellence for all decision making and are the common textual and conceptual reference for every Bridgewater employee seeking to act in a principled way.

Apple has a complex suite of proprietary technologies, both in hardware (like superior touchscreen materials) and software (like touchscreen interfaces purpose-designed for specific materials).

I see professional advisors cold-call perfect strangers rather than do a call rotation for existing clients. I see advisors do prospecting seminars rather than a client advisory council or client appreciation event, and I see advisors run advertising campaigns rather than network with existing strategic allies and other professional influencers. “Spray and pray” marketing strategies are flawed on so many levels. Why, then, do so many advisors still attempt them? The reason for this is simple; nurturing existing relationships and other tried and true strategies can be boring and rarely results in instant gratification. Too many advisors want to find the next “new idea”, something with some “sizzle”, and, as a result, are continually searching for and dabbling with concepts that ultimately have minimal impact. It’s not unlike investing. How many times have you seen someone try to hit a home-run with a high-risk investment opportunity rather than stick with a methodical long-term approach? It’s not just money that compounds. As I’ve said before, discipline compounds, too. You have to be patient and let your efforts gather momentum. Too many advisors get themselves into the proverbial “Red Zone” and, rather than stick to the plan and see it through, they self-sabotage by abandoning the fundamentals and trying something new. Neglect also compounds. If we neglect our existing relationships it’s only a matter of time before they’ll be lured away and we’ll have to throw our own Hail Mary. Don’t deviate from your process. Identify the most fundamentally sound and proven trust-building activities, stick with them and tune out all the other noise. It’s much more effective to strengthen and nurture existing relationships over the long haul, rather than perpetually trying to start new ones. The prospecting treadmill is draining and you are building a business that is chaotic and unfocused. Relationships are proprietary and are a big part of the equity that you are building in your business.

The secret is yet another set of three P’s: Be preeminent, be preemptive, and be proprietary.

Foundation managers need to keep the message of O.P.M. in mind in more than one way. Of course, the money they spend is other people’s money because it came originally from one or more donors. But it is also other people’s money to the extent that taxpayers shoulder part of the cost of the foregone revenue from the capital and income earned on that capital through the tax breaks that foundations enjoy. For this reason, the taxpayers, too, have an interest in how wisely and well foundation money is spent. Thus, the general public has a real, tangible, even proprietary interest in a foundation’s deployment of its assets and in all of the ways it makes its decisions.

I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.

Since meeting with Mr. Pym was the responsibility of the current Lord Ramsay, Cam bullied Leo into attending the meeting with him. Not because Leo would have anything sensible to contribute, but merely as a symbolic gesture. “Besides,” Cam had told Amelia grimly, “if I have to be bored witless talking about gadjo affairs, there’s no reason Leo should be spared.” He had swept a proprietary glance over her, taking in the green wool walking dress and fur-trimmed black cloak. “I shouldn’t let you go with Dashiell and Barksby,” he said. “You’ll be the only woman there. I don’t like it.” “Oh, it’s all very circumspect. They’re both gentlemen, and I’m—” “Spoken for,” he had said curtly. “By me.” Her heart beat a little faster. “Yes, I know,” she admitted without looking at him. The small concession seemed to please him. He pushed the door closed with his foot, and reached beneath her cloak with importunate hands. He kissed her as if he could breathe her in. Fierce kisses, hard ones, teasingly articulate ones, soft enticing ones, kisses to light bonfires and fill the sky and hold the stars aloft. When Cam finally relented and eased her away from the door to open it, he said one word in her scarlet ear before she fled. The word went down to the marrow of her bones. “Tonight.

So, execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future. All of the great companies in the world out-execute their competitors day in and day out in the marketplace, in their manufacturing plants, in their logistics, in their inventory turns—in just about everything they do. Rarely do great companies have a proprietary position that insulates them from the constant hand-to-hand combat of competition.

A great technology company should have proprietary technology an order of magnitude better than its nearest substitute.

JBA Speed Shop, located in San Diego, offers a wide range of services such as custom engine building and installation, complete vehicle restorations, custom exhaust, and dyno tuning. For 35 years, JBA has been the go-to haven for thousands of Southern California car guys who believe in the power and dominance of American classic, muscle and late model super cars. J. Bittle, founder, has a catalog of proprietary and patented products that dominate the high performance exhaust market.

The API gateway is the most common pattern in securing APIs in a production deployment. In other words, it’s the entry point to your API deployment. There are many open source and proprietary products out there, which implement the API gateway pattern, which we commonly identify as API gateways. An API gateway is a policy enforcement point (PEP), which centrally enforces authentication, authorization, and throttling policies. Further we can use an API gateway to centrally gather all the analytics related to APIs and publish those to an analytics product for further analysis and presentation.

What does a company with large cash flows far into the future look like? Every monopoly is unique, but they usually share some combination of the following characteristics: proprietary technology, network effects, economies of scale, and branding.

Proprietary: What goes on in ones head about my business, is not my business unless they make it my business; in which case I'll take care of business.

Apple’s P-type loonshots, of course, transformed their industries: the iPod, the iPhone, and the iPad. But what ultimately made them so successful, aside from excellence in design and marketing (most, although not all, of the technologies inside had been invented by others), was an underlying S-type loonshot. It was a strategy that had been rejected by nearly all others in the industry: a closed ecosystem. Many companies had tried, and failed, to impose a closed ecosystem on customers. IBM built a personal computer with a proprietary operating system called OS/2. Both the computer and the operating system disappeared. Analysts, observers, and industry experts concluded that a closed ecosystem could never work: customers wanted choice. Apple, while Jobs was exiled to NeXT, followed the advice of the analysts and experts. It opened its system, licensing out Macintosh software and architecture. Clones proliferated, just like Windows-based PCs. When Jobs returned to Apple, he insisted that the board agree to shut down the clones. It cost Apple over $100 million to cancel existing contracts at a time when it was desperately fighting bankruptcy. But that S-type loonshot, closing the ecosystem, drove the phenomenal rise of Apple’s products. The sex appeal of the new products lured customers in; the fence made it difficult to leave.

Goldman would provide M&A advice as well as involve its foreign exchange desk to handle the currency exchange for the purchase price. If Goldman missed the deal—meaning our bankers were not involved—then proprietary trading might possibly be involved in merger arbitrage (oftentimes, Goldman would make more money in proprietary merger arbitrage than if it had been hired to advise on the deal). Goldman ensured that we looked at each transaction and each flow and had some way to make money from it.

An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

If you’ve got products that are proprietary as well as open source, it’s important for you (and your stakeholders) to remember that your open source customers who typically aren’t paying for your product are just as valuable as your paying customers . Their feedback, contributions, and support are integral to your success. Because of this, you need to protect the open source offerings that your company has. Don’t make the open source products subpar to your paid products. Offer support to them just like you would to your paying customers. And treat your open source community just like you would your paying customers—with respect and appreciation.

I did not feel proud or proprietary about my editorial work. Certainly I could not imagine ever reacting like Rav Sheshet, who grew furious when his student quoted one of his teachings without attribution and hissed, “Whoever stung me in this way—may he be stung by a scorpion!” (Bechorot 31b).

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?

I cittadini sono gli eredi e i proprietari del patrimonio culturale, tanto nel suo valore monetario che nel suo valore simbolico e metaforico, come incarnazione della comunità di vita e della sua memoria storica, come segno di appartenenza, come figura della cittadinanza e dell’identità del Paese. È in questo senso che il patrimonio culturale, sulla scia di una storia plurisecolare, ha assunto, in Italia prima che altrove, una notevolissima funzione civile. Può averla ancora.

So a proprietary, closed, secret operating system is a contradiction in terms. It goes against the whole point of having an operating system. And it is impossible to keep them secret anyway. The source code—the original lines of text written by the programmers—can be kept secret. But an OS as a whole is a collection of small subroutines that do very specific, very clearly defined jobs. Exactly what those subroutines do has to be made public, quite explicitly and exactly, or else the OS is completely useless to programmers; they can’t make use of those subroutines if they don’t have a complete and perfect understanding of what the subroutines do.

...perché la parola “fascismo" divenne una sineddoche, una denominazione pars pro toto per movimenti totalitari diversi. (...) Al contrario, il fascismo non possedeva alcuna quintessenza, e neppure una singola essenza. Il fascismo era un totalitarismo fuzzy. Si può forse concepire un movimento totalitario che riesca a mettere insieme monarchia e rivoluzione, esercito regio e milizia personale di Mussolini, i privilegi concessi alla chiesa e una educazione statale che esaltava la violenza, il controllo assoluto e il libero mercato? Il partito fascista era nato proclamando il suo nuovo ordine rivoluzionario ma era finanziato dai proprietari terrieri più conservatori, che si aspettavano una controrivoluzione.

We use the detailed profiles you’ve given us on yourselves to understand the environment in which your child will be raised. Then, by using those elements as a filter, we can identify within our proprietary database a significant cohort of people with a similar genetic makeup who were brought up in a similar environment and, based on their actual experiences, begin to anticipate—within a margin of acceptable error—the shape of the life that your child will lead.

How big and important are proprietary trading and principal investing activities at Goldman? Glenn Schorr, a Nomura Securities equity research analyst covering Goldman stock, estimated that the Volcker Rule, which is intended to restrict proprietary trading and principal investing at investment banks, would impact 48 percent of Goldman’s total consolidated revenue. To put this into context, he estimated the impact at 27 percent, 9 percent, and 8 percent of total consolidated revenues of Morgan Stanley, Bank of America, and J.P. Morgan, respectively.