Pyramid Business Quotes

With my sister perched on my arm, I walked to the elevator. A business man with a rolling suitcase was waiting by the doors. His eyes widened as he saw me. I must’ve looked pretty strange—a tall black kid in dirty, ragged Egyptian clothes, with a weird box tucked under one arm and a bird of prey perched on the other. “How’s it going?” I said. “I’ll take the stairs.” He hurried off.

Keep a demon busy, I thought. Right. Maybe he fancies a game of Tiddlywinks.

For their never-ending endeavours to obtain or retain wealth, countries desperately need companies, because they—unlike most human beings—have the means of production, and human beings, because they—unlike all companies—have the means of reproduction.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Profitably selling to the bottom of the pyramid is difficult, but it can be done. It requires companies to focus on business fundamentals and start their ventures with a rigorous understanding of two key challenges in low-income markets: changing consumers’ behavior and changing the way products are made and delivered.

If the story Thoth told me was true, Isis had caused Ra to retreat into the heavens with that secret name business. Which meant, in a ridiculous, maddening way, the end of the world would be my fault. Bloody typical. I wanted to punch myself to get even with Isis, but I suspected it would hurt.

The Fortune at the Bottom of the Pyramid’ [in the journal Strategy + Business].

Humans are so busy asking about who or what had built the pyramids. For me, whoever had built pyramids, the message is so clear and simple, "we are higher than human race in the food chain.

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

YOU’RE FORGETTING SOMETHING, Horus told me. A little busy here! I thought back. You might think it’s easy steering a magic boat through the sky. You’d be wrong. I didn’t have Amos’s animated coat, so I stood in the back trying to shift the tiller myself, which was like stirring cement. I couldn’t see where we were going. We kept tilting back and forth while Sadie tried her best to keep an unconscious Zia from flopping over the side. It’s my birthday, Horus insisted. Wish me happy birthday! “Happy birthday!” I yelled. “Now, shut up!

Is anyone in the U.S. innocent? Although those at the very pinnacle of the economic pyramid gain the most, millions of us depend—either directly or indirectly—on the exploitation of the LDCs for our livelihoods. The resources and cheap labor that feed nearly all our businesses come from places like Indonesia, and very little ever makes its way back. The loans of foreign aid ensure that today's children and their grandchildren will be held hostage. They will have to allow our corporations to ravage their natural resources and will have to forego education, health, and other social services merely to pay us back. The fact that our own companies already received most of this money to build the power plants, airports, and industrial parks does not factor into this formula. Does the excuse that most Americans are unaware of this constitute innocence? Uninformed and intentionally misinformed, yes—but innocent?

The best text slides convey their message as starkly and simply as possible. They do not waste words (or slides) on transitional or introductory points, which can and should be stated orally. This means of course that the slides by themselves will not be intelligible as a handout to someone who has not attended the presentation.

Is anyone in the U.S. innocent? Although those at the very pinnacle of the economic pyramid gain the most, millions of us depend—either directly or indirectly—on the exploitation of the LDCs for our livelihoods. The resources and cheap labor that feed nearly all our businesses come from places like Indonesia, and very little ever makes its way back.

It Is a Pyramid! “Before I answer your question, is it okay if I ask you a quick question? "When you were getting your formal education at school, if your teachers would have received a small percentage of your earnings for the rest of your life, do you think your formal education would have been better?" The prospect answers, “Of course.” Robert continues, “Well, that is how network marketing works. Your sponsor wants to teach and train you to be as successful as possible, because the only way your sponsor can earn money is by making you successful.” ***

Strategy Lessons • Not every innovation idea has to be a blockbuster. Sufficient numbers of small or incremental innovations can lead to big profits. • Don’t just focus on new product development: Transformative ideas can come from any function—for instance, marketing, production, finance, or distribution. • Successful innovators use an “innovation pyramid,” with several big bets at the top that get most of the investment; a portfolio of promising midrange ideas in test stage; and a broad base of early stage ideas or incremental innovations. Ideas and influence can flow up or down the pyramid.

To return to central Rome, it’s another two miles north along a busy stretch of road, not recommended on foot or bike. Instead, catch bus #118 from the bus stop about 75 yards past Domine Quo Vadis Church (across from the TI). Bus #118 makes several interesting stops (see below) on its way to the Piramide Metro stop. (Note that another bus, the #218, also goes from here to San Giovanni in Laterano.) For those with more energy, there’s more to see, especially if you’re renting a bike and want to just get away from it all. Other Sights on or near the Appian Way Consider these diversions if you have the time and interest. More of the Appian Way: Heading south (away from downtown Rome), past the Tomb of Cecilia Metella, you’ll find the best-preserved part of the Appian Way—quieter, less touristed, and lined with cypresses, pines, and crumbling tombs. It’s all downhill after the first few hundred yards. On a bike, you’ll travel over lots of rough paving stones (or dirt sidewalks) for about 30 minutes to reach a big pyramid-shaped ruin on its tiny base, and then five minutes more to the back side of the Villa dei Quintili.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Paying for power was so common that in 2012 the Modern Chinese Dictionary, the national authority on language, was compelled to add the word maiguan—“to buy a government promotion.” In some cases, the options read like a restaurant menu. In a small town in Inner Mongolia, the post of chief planner was sold for $103,000. The municipal party secretary was on the block for $101,000. It followed a certain logic: in weak democracies, people paid their way into office by buying votes; in a state where there were no votes to buy, you paid the people who doled out the jobs. Even the military was riddled with patronage; commanders received a string of payments from a pyramid of loyal officers beneath them. A one-star general could reportedly expect to receive ten million dollars in gifts and business deals; a four-star commander stood to earn at least fifty million. Every country has corruption, but China’s was approaching a level of its own. For those at the top, the scale of temptation had reached a level unlike anything ever encountered in the West. It was not always easy to say which Bare-Handed Fortunes were legitimate and which were not, but political office was a reliable pathway to wealth on a scale of its own. By 2012 the richest seventy members of China’s national legislature had a net worth of almost ninety billion dollars—more than ten times the combined net worth of the entire U.S. Congress.

A pyramid scheme is illegal and is where no product or service is sold; the business exists just to bring in recruiting fees. These still pop up from time to time and are an illegal cousin to the Ponzi or Madoff scheme because of the last-man rule. The last-man rule is, if you were to extend the company’s success until the last man on earth joined the business, would it be over because they only make money from recruiting and never the sale of a product or service? If it would, this is illegal.

C. K. Prahalad ". . .he may well be the most influential thinker on business strategy today." BusinessWeek

Companies can develop an innovation strategy that works at the three levels of what I call the “innovation pyramid”: a few big bets at the top that represent clear directions for the future and receive the lion’s share of investment; a portfolio of promising midrange ideas pursued by designated teams that develop and test them; and a broad base of early stage ideas or incremental innovations permitting continuous improvement. Influence flows down the pyramid, as the big bets encourage small wins heading in the same direction, but it also can flow up, because big innovations sometimes begin life as small bits of tinkering—as in the famously accidental development of 3M’s Post-it Notes.

The leader turns the pyramid onto its head in order to serve others.

As a physics major, before getting her hands dirty in New York, she had assumed that money is printed by a nation’s central bank, from where it is distributed to commercial banks. But while this is indeed how cash is created, cash accounts for only 3 per cent of all money. What of the remaining 97 per cent? Surprise and then foreboding were the reactions of every student to whom she had explained how the missing 97 per cent was created – and by whom: not by central banks but by commercial and investment bankers. At this point, her students would ask, ‘Without access to state-sanctioned printing presses, how do private bankers create money?’ ‘Simple,’ she would reply. ‘Every time a banker approves a loan of, say, one million dollars for Jack, a typical business customer, the banker just types 1,000,000 on Jack’s bank statement. However incredible it may seem, that’s all it takes. Bankers create money by granting loans by typing in some numbers!’ The crucial thing, she would explain, is that these numbers are typed into a shared database – or ledger – to which only the bankers have access. When their customers transfer this ‘money’ between them – when Jack transfers numbers from his account to the account of a supplier, say Jill, or of a builder, say Bob, or of a worker, say Kate, and when in turn, Jill, Bob and Kate transfer their numbers on, in the same way, to others to whom they owe money – these numbers simply migrate from one cell in the database to another. For this system to be sustainable, and not merely a pyramid scheme, there is a single condition: that, somewhere down the line, the one million dollars which some banker typed into existence on Jack’s behalf results in new goods and services whose total market value exceeds one million dollars. It is from this surplus that the banker takes his interest and Jack his profit. This is what Iris was referring to as a fool’s wager when she said that bankers plundered value from the future, or when Costa had once claimed that capitalism, like science fiction, trades in future assets using fictitious currency. It is in their nature that the wealthier bankers become by creating money, the more money they tend to create. The danger of such a system, of course, is that the banks end up typing into existence sums of money vastly larger than the market value of the goods and services created as a result of Jack, Jill, Bob and Kate’s endeavours. At the point when the bankers have collectively created money sums greater than the resulting values, the present can no longer repay the future for the money it borrowed from it. The moment Jack, Jill, Bob and Kate get a whiff of this, they may demand their bank balances in cash, sensing that the total value on the bankers’ database is lower than the actual value of their customers’ assets. ‘At that point, a bank run sets in,’ Eva would tell her students, ‘and that’s when the system comes crashing down.

Instead of leading to the promised leisure economy of abundance by freeing society from the legacies of feudalism and the hereditary privileges of aristocracies, bankers and monopolists, today’s financial elites promote Junk Economics to increase their time-honored “free lunch” at society’s expense. The debt overhead they create for the economy at large was well identified a century ago as avoidable. But today’s financial class has idealized running into debt as the way for economies to get rich by inflating asset prices. Wages, profits and rents are being turned into a flow of interest payments that are growing exponentially. Meanwhile, national statistics divert attention away from how debt service is siphoning household and business income up to the top of the economic pyramid. The suffering caused by the resulting financial austerity is unnecessary, not a result of any natural law. This reversal of the classical ideal of a “free market” – a market free from land rent, monopoly rent and predatory finance – has been promoted with a new vocabulary of Orwellian Doublespeak.

If you could have a gigantic billboard anywhere with anything on it, what would it say and why? I would need three billboards: “Don’t let the weight of fear weigh down the joy of curiosity.” Fear is really false evidence appearing real. “The great majority of that which gives you angst never happens, so you must evict it.” Don’t let it live rent-free in your brain. “Attitude puts aptitude on steroids.” Attitude is the soft stuff, but when the chips are down, as they so often are, it’s the soft stuff that often counts. What advice would you give to a smart, driven college student about to enter the “real world”? The seminal change in the business from then to now is that a young person should view the career pyramid differently rather than traditionally. Put the point at the bottom where you are now (at the start of your career) and conceive your future as an expanding opportunity horizon where you can move laterally across the spectrum in search of an ever-widening set of career opportunities. Reinvent yourself regularly. See your world as an ever-increasing set of realities and seize the day.

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

Or there is James 1:19—a verse that, if heeded, would prevent all manner of grief in today’s world (but would also probably put social media out of business): “Let every person be quick to hear, slow to speak, slow to anger.

At least that was Ivar’s reputation. The truth was more complicated. A large portion of the dividends recently paid by Swedish Match and Kreuger & Toll came from cash raised by International Match in America. In other words, the dividends paid to old investors came from proceeds raised from new ones. That pyramid approach, which had elements of Ponzi’s scheme, couldn’t last forever, and Ivar knew it. Nevertheless, Ivar really was making money, a lot of it, from match operations throughout the world. Unlike Charles Ponzi’s postal reply coupon scam, Ivar’s profits were real. Swedish Match made and sold billions of boxes of matches every year. Kreuger & Toll built landmark buildings throughout Europe. Ivar had real investments in real businesses, ranging from matches to real estate to film. No one could fake that.

Out of New York came a governor from the moneyed class, Franklin Delano Roosevelt, and he drove Murray to fits—being from that hated family. (FDR’s cousin, Teddy, had forced Murray to remove a white supremacist plank from the Oklahoma constitution before he would allow it to join the union.) At first, Franklin Roosevelt was dismissed as a man without heft, a dilettante running on one of the nation’s great names. Then he took up the cause of the “forgotten man”—the broken farmer on the plains, the apple vendor in the city, the factory hand now hitting the rails. And though he spoke with an accent that sounded funny to anyone outside the mid-Atlantic states, and he seemed a bit jaunty with that cigarette holder, Roosevelt roused people with a blend of hope and outrage. He knew hardship and the kind of emotional panic that comes when your world collapses. He had been felled by double pneumonia in 1918, which nearly killed him, and polio in 1921, which left him partially paralyzed. He had been told time and again in the prime of his young adulthood that he had no future, that he would not walk again, that he might not live much longer. “If you spent two years in bed trying to wiggle your toe, after that anything would seem easy,” he said. Hoover believed the cure for the Depression was to prime the pump at the producer end, helping factories and business owners get up and running again. Goods would roll off the lines, prosperity would follow. Roosevelt said it made no sense to gin up the machines of production if people could not afford to buy what came out the factory door. “These unhappy times call for the building of plans that rest upon the forgotten, the unorganized, the indispensable units of economic powers,” FDR said on April 7, 1932, in a radio speech that defined the central theme of his campaign. He called for faith “in the forgotten man at the bottom of the economic pyramid.” That forgotten man was likely to be a person with prairie dirt under the fingernails. “How much do the shallow thinkers realize that approximately one half of our population, fifty or sixty million people, earn their living by farming or in small towns where existence immediately depends on farms?

According to technologist David Rosenthal, speculation on cryptocurrencies is the engine that drives Web3—that it can’t work without it. “[A] permissionless blockchain requires a cryptocurrency to function, and this cryptocurrency requires speculation to function,” he said in a talk at Stanford in early 2022.4 Basically, he’s describing a pyramid scheme: Blockchains need to give people something in exchange for volunteering computing power, and cryptocurrencies fill that role—but the system works only if other people are willing to buy them believing that they’ll be worth more in the future. Stephen Diehl, a technologist and vocal critic of Web3, floridly dismissed blockchain as “a one-trick pony whose only application is creating censorship-resistant crypto investment schemes, an invention whose negative externalities and capacity for harm vastly outweigh any possible uses.

And his name was called, shrilly in his ears. His mind walked in to face the accusers: Vanity, which charged him with being ill dressed and dirty and vulgar; and Lust, slipping him the money for his whoring; Dishonesty, to make him pretend to talent and thought he did not have; Laziness and Gluttony arm in arm. Tom felt comforted by these because they screened the great Gray One in the back seat, waiting—the gray and dreadful crime. He dredged up lesser things, used small sins almost like virtues to save himself. There were Covetousness of Will’s money, Treason toward his mother’s God, Theft of time and hope, sick Rejection of love. Samuel spoke softly but his voice filled the room. “Be good, be pure, be great, be Tom Hamilton.” Tom ignored his father. He said, “I’m busy greeting my friends,” and he nodded to Discourtesy and Ugliness and Unfilial Conduct and Unkempt Fingernails. Then he started with Vanity again. The Gray One shouldered up in front. It was too late to stall with baby sins. This Gray One was Murder. Tom’s hand felt the chill of the glass and saw the pearly liquid with the dissolving crystals still turning over and lucent bubbles rising, and he repeated aloud in the empty, empty room, “This will do the job. Just wait till morning. You’ll feel fine then.” That’s how it had sounded, exactly how, and the walls and chairs and the lamp had all heard it and they could prove it. There was no place in the whole world for Tom Hamilton to live. But it wasn’t for lack of trying. He shuffled possibilities like cards. London? No! Egypt—pyramids in Egypt and the Sphinx. No! Paris? No! Now wait—they do all your sins lots better there. No! Well, stand aside and maybe we’ll come back to you. Bethlehem? Dear God, no! It would be lonely there for a stranger. And here interpolated—it’s so hard to remember how you die or when. An eyebrow raised or a whisper—they may be it; or a night mottled with splashed light until powder-driven lead finds your secret and lets out the fluid in you. Now this is true, Tom Hamilton was dead and he had only to do a few decent things to make it final.

MicroEnsure said to the telcos, “Spend three percent of your call time revenues on insurance, and we will increase those revenues by ten percent.” It works. The telcos are going out into the market and saying, “Give us your business, and we’ll give you free insurance

The rationale here is that as you move up the pyramid, the cost of upkeep goes up copiously while the speed of execution slows down manifold.

Jacobs saw Constellations all over, especially in thriving cities, with busy and shifting groups of neighbors and shopkeepers and industries making up their own seed pattern of competition and cooperation and co-creation. Like snowflakes, great cities to Jacobs were made up of great neighborhoods, and neighborhoods, in turn, of great blocks. She saw beautiful order in this complexity of life at any scale, while the Pyramid mindset, by contrast, saw chaos. The Pyramid imposed its own idea of order in the form of “superblocks” and big housing projects, which Jacobs saw as nothing less than killing life. Such plans failed the snowflake fractal test.

Sadly, some gospel presentations sound a lot like my pyramid scheme business pitch. People walk away feeling like they got sold something.

All tasks get split into smaller tasks until they get so small that by thinking about them, I can come to specific actions that need to be taken. “I use this strategy every day for solving complex business tasks. Andrii, if you want to solve a complex problem, just build a pyramid from smaller problems and you will be able to solve tasks that seem unsolvable from the first glance.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

Holly Berries A Confederate Christmas Story by Refugitta There was, first, behind the clear crystal pane, a mammoth turkey, so fat that it must have submitted to be killed from sheer inability to eat and move, hung all around with sausage balls and embowered in crisp white celery with its feathered tops. Many a belated housekeeper or father of a family, passing by, cast loving glances at the monster bird, and turned away with their hands on depleted purses and arms full of brown paper parcels. Then there were straw baskets of eggs, white and shining with the delightful prospect of translation into future eggnogs; pale yellow butter stamped with ears of corn, bee hives, and statuesque cows with their tails in an attitude. But these were all substantials, and the principal attraction was the opposition window, where great pyramids of golden oranges, scaly brown pineapples, festoons of bananas, boxes of figs and raisins with their covers thrown temptingly aside, foreign sauces and pickles, cheeses, and gilded walnuts were arranged in picturesque regularity, jut, as it seemed, almost within reach of one’s olfactories and mouth, until a closer proximity realized the fact of that thick plate glass between. Inside it was just the same: there were barrels and boxes in a perfect wilderness; curious old foreign packages and chests, savory of rare teas and rarer jellies; cinnamon odors like gales from Araby meeting you at every turn; but yet everything, from the shining mahogany counter under the brilliant gaslight, up to the broad, clean, round face of the jolly grocer Pin, was so neat and orderly and inviting that you felt inclined to believe yourself requested to come in and take off things by the pocketful, without paying a solitary cent. I acknowledge that it was an unreasonable distribution of favors for Mr. Pin to own, all to himself, this abundance of good things. Now, in my opinion, little children ought to be the shop keepers when there are apples and oranges to be sold, and I know they will all agree with me, for I well remember my earliest ambition was that my papa would turn confectioner, and then I could eat my way right through the store. But our friend John Pin was an appreciative person, and not by any means forgetful of his benefits. All day long and throughout the short afternoon, his domain had been thronged with busy buyers, old and young, and himself and his assistant (a meager-looking young man of about the dimensions of a knitting needle) constantly employed in supplying their demands. From the Southern Illustrated News.

More and more companies and organizations worldwide discover the power of the heart on the work floor. Schools, hospitals, factories, commercial companies, agricultural institutions, charities, large or small, exchange more and more the power structure of the traditional pyramid with the power structure of self-organized teams, built upon a foundation of authenticity and purpose.

The most compelling evidence for the likelihood that the Great Pyramid was constructed by craftspeople with specialized knowledge and advanced techniques is the precision with which it was built. This precision reveals more about the true nature of its builders than any inscription or cartouche. There is no way to ignore the accuracy of this stonecutting, despite Egyptologists' interpretations of the inscriptions found in pyramids or temples in Egypt. After all, hieroglyphics, like any language, has the potential to be misunderstood. After discussing much of the preceding information with the artisans at today's building sites, machine shops, and quarry mills, I became aware of the reason why we are still influenced by ideas that are not compatible with practical application. The artisans of today are too busy making a living to give serious thought to scholarly theories, and even when gross inequities are presented to them, they respond with a cynical shrug. When told that giant limestone casing stones, which were cut to within 1/100 of an inch, were cut with hammer and chisel, a typical response was a shake of the head.

What advice would you give to a smart, driven college student about to enter the “real world”? The seminal change in the business from then to now is that a young person should view the career pyramid differently rather than traditionally. Put the point at the bottom where you are now (at the start of your career) and conceive your future as an expanding opportunity horizon where you can move laterally across the spectrum in search of an ever-widening set of career opportunities. Reinvent yourself regularly. See your world as an ever-increasing set of realities and seize the day.

friends had started hanging around. Franny could feel her stomach hardening and twisting into knots when they arrived, pushing and shoving one another and tripping over their huge basketball shoes. It was a wonder they didn’t knock over a display rack or topple one of the neatly stacked pyramids of paint cans. They seemed to be everywhere at once, and she couldn’t possibly keep an eye on all of them. Actually, she was a little afraid of them. While they dressed like kids, she knew they were actually young men. They were bigger than she was and full of rough male energy. From what she observed it seemed Ben was their leader and they were reporting to him. She was sure they were up to no good. Their whispered conversation was full of winks and nudges, and they constantly checked over their shoulders to see if they were being overheard. She tried to keep her distance, but if she had to approach them to help a customer, she noticed they would move away or fall silent. Whenever Mr. Slack appeared, they disappeared. Returning to the invoices, Franny went through them one more time. She couldn’t understand it. According to the paperwork, the store had received enough batteries to last through the summer, based on her best estimate using last year’s figures. They’d gotten twenty boxes each of AA and D batteries, the most popular sellers, and ten boxes each of the other sizes. Last week she’d noticed the display rack was nearly empty, and she’d asked Ben to fill it. “Can’t,” he’d said, avoiding her eyes. “They’re all gone.” “There should be plenty in the storeroom,” she’d insisted, looking curiously at his two buddies, who were lounging by the paint display. They seemed to find the conversation extremely amusing. “Go check again.” “There’s no point. I’m telling you, they’re all gone. Look, I’m taking a break now,” he’d said, signaling his friends to follow him outside. Sure enough, she couldn’t find any batteries in the storeroom, either. She was sure they hadn’t been sold; she would have noticed the unusual number of sales and ordered more. Where had they gone? It was very disturbing, especially since she’d been having such a hard time lately making up the bank deposit. That was always the first task of the day. She would take the previous day’s take out of the safe and add up the checks and cash, square them with the total sales figure, and fill out the deposit slip. Then Mr. Slack would put the whole business in a blue vinyl zippered pouch and take it to the red-brick bank across the street. For the past few weeks, however, she hadn’t been able to get the figures to match, even though

You can build your business life where you are working with people you want to work with. Then it becomes a pleasure, and then you can do better.

The seminal change in the business from then to now is that a young person should view the career pyramid differently rather than traditionally. Put the point at the bottom where you are now (at the start of your career) and conceive your future as an expanding opportunity horizon where you can move laterally across the spectrum in search of an ever-widening set of career opportunities. Reinvent yourself regularly. See your world as an ever-increasing set of realities and seize the day.

It goes without saying that charities need to use smart business strategies to meet their goals. Pyramid and populist fundraising don’t fit the bill because they assume all donors are created equal, and we know they aren’t. Instead, you should give priority treatment to the best donors and prospects. Doesn’t it make sense to use your precious time and valuable resources on finding and retaining more people who are not only passionate about your cause, but also have the capacity to make serious impact, instead of spending tons of money on low-dollar, low-capacity donors and then trying to move them up the pyramid?