Rapid Team Quotes

Twas the night before Christmas, when all through the house Not a creature was stirring, not even a mouse; The stockings were hung by the chimney with care, In hopes that St. Nicholas soon would be there; The children were nestled all snug in their beds; While visions of sugar-plums danced in their heads; And mamma in her 'kerchief, and I in my cap, Had just settled our brains for a long winter's nap, When out on the lawn there arose such a clatter, I sprang from my bed to see what was the matter. Away to the window I flew like a flash, Tore open the shutters and threw up the sash. The moon on the breast of the new-fallen snow, Gave a lustre of midday to objects below, When what to my wondering eyes did appear, But a miniature sleigh and eight tiny rein-deer, With a little old driver so lively and quick, I knew in a moment he must be St. Nick. More rapid than eagles his coursers they came, And he whistled, and shouted, and called them by name: "Now, Dasher! now, Dancer! now Prancer and Vixen! On, Comet! on, Cupid! on, Donder and Blixen! To the top of the porch! to the top of the wall! Now dash away! dash away! dash away all!" As leaves that before the wild hurricane fly, When they meet with an obstacle, mount to the sky; So up to the housetop the coursers they flew With the sleigh full of toys, and St. Nicholas too— And then, in a twinkling, I heard on the roof The prancing and pawing of each little hoof. As I drew in my head, and was turning around, Down the chimney St. Nicholas came with a bound. He was dressed all in fur, from his head to his foot, And his clothes were all tarnished with ashes and soot; A bundle of toys he had flung on his back, And he looked like a pedler just opening his pack. His eyes—how they twinkled! his dimples, how merry! His cheeks were like roses, his nose like a cherry! His droll little mouth was drawn up like a bow, And the beard on his chin was as white as the snow; The stump of a pipe he held tight in his teeth, And the smoke, it encircled his head like a wreath; He had a broad face and a little round belly That shook when he laughed, like a bowl full of jelly. He was chubby and plump, a right jolly old elf, And I laughed when I saw him, in spite of myself; A wink of his eye and a twist of his head Soon gave me to know I had nothing to dread; He spoke not a word, but went straight to his work, And filled all the stockings; then turned with a jerk, And laying his finger aside of his nose, And giving a nod, up the chimney he rose; He sprang to his sleigh, to his team gave a whistle, And away they all flew like the down of a thistle. But I heard him exclaim, ere he drove out of sight— “Happy Christmas to all, and to all a good night!

Jerry Seinfeld once remarked that today’s athletes churn through the rosters of sports teams so rapidly that a fan can no longer support a group of players. He is reduced to rooting for their team logo and uniforms: “You are standing and cheering and yelling for your clothes to beat the clothes from another city.

Holacracy includes the following elements: • a constitution, which sets out the “rules of the game” and redistributes authority • a new way to structure an organization and define people’s roles and spheres of authority within it • a unique decision-making process for updating those roles and authorities • a meeting process for keeping teams in sync and getting work done together

2019, a team of economists from Notre Dame, Boston University, and the National Bureau of Economic Research published a dense research paper on the timing of the “rapid rise in the heroin death rate” in the years since 2010. The title of the paper was “How the Reformulation of OxyContin Ignited the Heroin Epidemic.

What do you have to forget or overlook in order to desire that this dysfunctional clan once more occupies the White House and is again in a position to rent the Lincoln Bedroom to campaign donors and to employ the Oval Office as a massage parlor? You have to be able to forget, first, what happened to those who complained, or who told the truth, last time. It's often said, by people trying to show how grown-up and unshocked they are, that all Clinton did to get himself impeached was lie about sex. That's not really true. What he actually lied about, in the perjury that also got him disbarred, was the women. And what this involved was a steady campaign of defamation, backed up by private dicks (you should excuse the expression) and salaried government employees, against women who I believe were telling the truth. In my opinion, Gennifer Flowers was telling the truth; so was Monica Lewinsky, and so was Kathleen Willey, and so, lest we forget, was Juanita Broaddrick, the woman who says she was raped by Bill Clinton. (For the full background on this, see the chapter 'Is There a Rapist in the Oval Office?' in the paperback version of my book No One Left To Lie To. This essay, I may modestly say, has never been challenged by anybody in the fabled Clinton 'rapid response' team.) Yet one constantly reads that both Clintons, including the female who helped intensify the slanders against her mistreated sisters, are excellent on women's 'issues.

If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

In his airport bestseller from 2018, Enlightenment Now, Steven Pinker, the leading voice in the choir of bourgeois optimism, revelled in the ‘conquest of infectious disease’ all over the globe – Europe, America, but above all the developing countries – as proof that ‘a rich world is a healthier world’, or, in transparent terms, that a world under the thumb of capital is the best of all possible worlds. ‘ “Smallpox was an infectious disease” ’, Pinker read on Wikipedia – ‘yes, “smallpox was” ’; it exists no more, and the diseases not yet obliterated are being rapidly decimated. Pinker closed the book on the subject by confidently predicting that no pandemic would strike the world in the foreseeable future. Had he cared to read the science, he would have known that waves from a rising tide were already crashing against the fortress he so dearly wished to defend. He could, for instance, have opened the pages of Nature, where a team of scientists in 2008 analysed 335 outbreaks of ‘emerging infectious diseases’ since 1940 and found that their number had ‘risen significantly over time’.

The theory behind open source is simple. In the case of an operating system, the source code-the programming instructions underlying the system-is free. Anyone can improve it, change it, exploit it. But those improvements, changes, and exploitations have to be made freely available. Think Zen. The project belongs to no one and to everyone. When a project is opened up, there is rapid and continual improvement. With teams of contributors working in parallel, the results can happen far more speedily and success­ fully than if the work were being conducted behind closed doors.

Like cheap wine, long paper documentation ages rapidly and leaves you with a bad headache if you try to use it a year after it was created. On the other hand, maintaining a system without any documentation also causes headaches.

Our progress in degeneracy appears to me to be pretty rapid. As a nation, we began by declaring that ‘all men are created equal.’ We now practically read it ‘all men are created equal, except negroes.’ When the Know-Nothings get control, it will read ‘all men are created equal, except negroes, and foreigners, and catholics.’ When it comes to this I should prefer emigrating to some country where they make no pretence of loving liberty—to Russia, for instance.” But

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.

To implement Prioritize and Execute in any business, team, or organization, a leader must: • evaluate the highest priority problem. • lay out in simple, clear, and concise terms the highest priority effort for your team. • develop and determine a solution, seek input from key leaders and from the team where possible. • direct the execution of that solution, focusing all efforts and resources toward this priority task. • move on to the next highest priority problem. Repeat. • when priorities shift within the team, pass situational awareness both up and down the chain. • don’t let the focus on one priority cause target fixation. Maintain the ability to see other problems developing and rapidly shift as needed.

Cal Carver’s last day on Earth started badly, improved momentarily, then rapidly went downhill. It began with him being sentenced to two years in prison, and ended with the annihilation of two thirds of the human race. Somewhere in between, there was a somewhat enjoyable moment when he ate a lemon drop, but otherwise it was a pretty grim twenty-four hours all round. The

Safeguards already exist against the release of such a dangerous virus, but steps must be taken to further strengthen them and add new layers of security. In particular, if a new virus suddenly erupts in some distant place on Earth, scientists must strengthen rapid-response teams that can isolate the virus in the wild, sequence its genes, and then quickly prepare a vaccine to prevent its spread.

Just as in combat, priorities can rapidly shift and change. When this happens, communication of that shift to the rest of the team, both up and down the chain of command, is critical. Teams must be careful to avoid target fixation on a single issue. They cannot fail to recognize when the highest priority task shifts to something else. The team must maintain the ability to quickly reprioritize efforts and rapidly adapt to a constantly changing battlefield.

When something goes wrong—and it eventually does—complex plans add to confusion, which can compound into disaster. Almost no mission ever goes according to plan. There are simply too many variables to deal with. This is where simplicity is key. If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.

raving maniacs, half paralysed with hunger and fear’. In collaboration with an UNRRA team, the soldiers took over a former Napola School at Feldafing, drafted many of its German staff, including cooks and medical personnel, and turned it into a refugee camp, with a nearby hotel requisitioned as hospital accommodation. The number of inmates rapidly grew to some 4,000. By the end of May 1945, the camp had experienced its first survivor wedding and those in the hospital – now moved to a former monastery – had been treated to a concert by the Kovno Ghetto orchestra, dressed in their striped concentration-camp pyjamas.

Society, Burke believed, depends upon relations of affection and loyalty, and these can be built only from below, through face-to-face interaction. It is in the family, in local clubs and societies, in school, workplace, church, team, regiment and university that people learn to interact as free beings, taking responsibility for their actions and accounting to their neighbours. When society is organized from above, either by the top-down government of a revolutionary dictatorship, or by the impersonal edicts of an inscrutable bureaucracy, then accountability rapidly disappears from the political order, and from society too. Top-down government breeds irresponsible individuals, and the confiscation of civil society by the state leads to a widespread refusal among the citizens to act for themselves.

If the interest of a scientific expositor ought to be measured by the importance of the subject, I shall be applauded for my choice. In fact, there are few questions which touch more closely the very existence of man than that of animated motors—those docile helps whose power or speed he uses at his pleasure, which enjoy to some extent his intimacy, and accompany him in his labors and his pleasures. The species of animal whose coöperation we borrow are numerous, and vary according to latitude and climate. But whether we employ the horse, the ass, the camel, or the reindeer, the same problem is always presented: to get from the animal as much work as possible, sparing him, as far as we can, fatigue and suffering. This identity of standpoint will much simplify my task, as it will enable me to confine the study of animated motors to a single species: I have chosen the horse as the most interesting type. Even with this restriction the subject is still very vast, as all know who are occupied with the different questions connected therewith. In studying the force of traction of the horse, and the best methods of utilizing it, we encounter all the problems connected with teams and the construction of vehicles. But, on a subject which has engaged the attention of humanity for thousands of years, it seems difficult to find anything new to say. If in the employment of the horse we consider its speed and the means of increasing it, the subject does not appear less exhausted. Since the chariot-races, of which Greek and Roman antiquity were passionately fond, to our modern horse-races, men have never ceased to pursue with a lively interest the problem of rapid locomotion. What tests and comparisons have not been made to discover what race has most speed, what other most bottom, what crossings, what training give reason to expect still more speed?

At a young age, Evan would listen in on his father’s long legal calls, which he credits for giving him early business exposure that helped develop his critical thinking and business accumen. He can often become obsessed with ideas, hungrily learning everything he can about them at a rapid pace. Evan is constantly curious and is learning and getting better at being a CEO very quickly. But his two superpowers are (1) his ability to get inside his users’ heads and think like a teenage girl and (2) his knack for attracting brilliant, powerful mentors. Evan loves picking other people’s brains over a walk or a meal. Over the years he has attracted an A-list roster of mentors, including SoftBank’s Nikesh Arora, Twitter’s Jack Dorsey and Google’s Eric Schmidt. He doesn’t just limit these brain dumps to tech luminaries, though, as he often walks and chats with fashion designers, politicians, documentary filmmakers, and other intriguing peers. Often, these impressive people will come speak to Team Snapchat at their Venice headquarters.

Terminology, control measures and formats must all be learned. We must speak a common language if we are to continue to be the cohesive Corps that we are. The Basic School and subsequent schools must continue to stress a common language that is understood by all Marines so that we fight as a single team. Teamwork has long been our trademark. It is indispensable. But first the student must learn to think creatively, to innovate, and to do the things that will most quickly seek out the enemy’s weak spots and undo him. Learning to think in that fashion is fundamental. That is what this course is about: the fundamentals. Once these fundamentals are learned, that is, once the student has begun to think clearly about how best to undo his adversary, once he has been rewarded in the classroom or the field for creative thought, the careful weighing of alternatives and risks followed by boldness in decision-making, he will then be ready to study definitions, control measures and formats. He will grasp their meaning more rapidly, for he will have a context in which to place them. They will be more than mere words and symbols.

Anything I can do to help?” “Convince the entire Dark Court to abandon their queen’s plan and join Team Leave Now?” “I was thinking more along the lines of recording tonight’s Easton Heights rerun so that hour was freed up for you.” She held up her hands at my outraged look of horror. “Kidding. Kidding. I’ve been helping David and Raquel set up emergency places for all the faerie land transplants and IPCA refugees who aren’t leaving. We’ll get everything ready here. You focus on the faerie stuff.” “Can’t I be in charge of the DVR, instead?” I stood and turned around. Arianna swatted my butt as I walked away. I wanted to laugh, but it was all I could do not to hyperventilate. Everything was finally happening. I hadn’t made it very far back up the path when Reth stepped out of the woods, scaring me half to death. “Way to make an entrance,” I said, my hand over my rapidly beating heart. “You need to come with me.” “Did you know I have to open the gate tonight? Never mind. Don’t answer. If you did know, I’ll want to kick you in the nuts for not telling me, and I don’t have time to do it. Good news is I’m going to save your life.

a harbinger of a third wave of computing, one that blurred the line between augmented human intelligence and artificial intelligence. “The first generation of computers were machines that counted and tabulated,” Rometty says, harking back to IBM’s roots in Herman Hollerith’s punch-card tabulators used for the 1890 census. “The second generation involved programmable machines that used the von Neumann architecture. You had to tell them what to do.” Beginning with Ada Lovelace, people wrote algorithms that instructed these computers, step by step, how to perform tasks. “Because of the proliferation of data,” Rometty adds, “there is no choice but to have a third generation, which are systems that are not programmed, they learn.”27 But even as this occurs, the process could remain one of partnership and symbiosis with humans rather than one designed to relegate humans to the dustbin of history. Larry Norton, a breast cancer specialist at New York’s Memorial Sloan-Kettering Cancer Center, was part of the team that worked with Watson. “Computer science is going to evolve rapidly, and medicine will evolve with it,” he said. “This is coevolution. We’ll help each other.”28 This belief that machines and humans will get smarter together is a process that Doug Engelbart called “bootstrapping” and “coevolution.”29 It raises an interesting prospect: perhaps no matter how fast computers progress, artificial intelligence may never outstrip the intelligence of the human-machine partnership. Let us assume, for example, that a machine someday exhibits all of the mental capabilities of a human: giving the outward appearance of recognizing patterns, perceiving emotions, appreciating beauty, creating art, having desires, forming moral values, and pursuing goals. Such a machine might be able to pass a Turing Test. It might even pass what we could call the Ada Test, which is that it could appear to “originate” its own thoughts that go beyond what we humans program it to do. There would, however, be still another hurdle before we could say that artificial intelligence has triumphed over augmented intelligence. We can call it the Licklider Test. It would go beyond asking whether a machine could replicate all the components of human intelligence to ask whether the machine accomplishes these tasks better when whirring away completely on its own or when working in conjunction with humans. In other words, is it possible that humans and machines working in partnership will be indefinitely more powerful than an artificial intelligence machine working alone?

Twas the night before Christmas and in SICU All the patients were stirring, the nurses were, too. Some Levophed hung from an IMED with care In hopes that a blood pressure soon would be there. One patient was resting all snug in his bed While visions—from Versed—danced in his head. I, in my scrubs, with flowsheet in hand, Had just settled down to chart the care plan. Then from room 17 there arose such a clatter We sprang from the station to see what was the matter. Away to the bedside we flew like a flash, Saved the man from falling, with restraints from the stash. “Do you know where you are?” one nurse asked while tying; “Of course! I’m in France in a jail, and I’m dying!” Then what to my wondering eyes should appear? But a heart rate of 50, the alarm in my ear. The patient’s face paled, his skin became slick And he said in a moment, “I’m going to be sick!” Someone found the Inapsine and injected a port, Then ran for a basin, as if it were sport. His heart rhythm quieted back to a sinus, We soothed him and calmed him with old-fashioned kindness. And then in a twinkling we hear from room 11 First a plea for assistance, then a swearing to heaven. As I drew in my breath and was turning around, Through the unit I hurried to respond to the sound. “This one’s having chest pain,” the nurse said and then She gave her some nitro, then morphine and when She showed not relief from IV analgesia Her breathing was failing: time to call anesthesia. “Page Dr. Wilson, or May, or Banoub! Get Dr. Epperson! She ought to be tubed!” While the unit clerk paged them, the monitor showed V-tach and low pressure with no pulse: “Call a code!” More rapid than eagles, the code team they came. The leader took charge and he called drugs by name: “Now epi! Now lido! Some bicarb and mag! You shock and you chart it! You push med! You bag!” And so to the crash cart, the nurses we flew With a handful of meds, and some dopamine, too! From the head of the bed, the doc gave his call: “Resume CPR!” So we worked one and all. Then Doc said no more, but went straight to his work, Intubated the patient, then turned with a jerk. While placing his fingers aside of her nose, And giving a nod, hooked the vent to the hose. The team placed an art-line and a right triple-lumen. And when they were through, she scarcely looked human: When the patient was stable, the doc gave a whistle. A progress note added as he wrote his epistle. But I heard him exclaim ere he strode out of sight, “Merry Christmas to all! But no more codes for tonight!” Jamie L. Beeley Submitted by Nell Britton

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

In the spring of 1940, when the Nazis overran France from the north, much of its Jewish population tried to escape the country towards the south. In order to cross the border, they needed visas to Spain and Portugal, and together with a flood of other refugees, tens of thousands of Jews besieged the Portuguese consulate in Bordeaux in a desperate attempt to get that life-saving piece of paper. The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion. 22. Aristides de Sousa Mendes, the angel with the rubber stamp. 22.​Courtesy of the Sousa Mendes Foundation. The Portuguese government – which had little desire to accept any of these refugees – sent agents to escort the disobedient consul back home, and fired him from the foreign office. Yet officials who cared little for the plight of human beings nevertheless had a deep reverence for documents, and the visas Sousa Mendes issued against orders were respected by French, Spanish and Portuguese bureaucrats alike, spiriting up to 30,000 people out of the Nazi death trap. Sousa Mendes, armed with little more than a rubber stamp, was responsible for the largest rescue operation by a single individual during the Holocaust.2 The sanctity of written records often had far less positive effects. From 1958 to 1961 communist China undertook the Great Leap Forward, when Mao Zedong wished to rapidly turn China into a superpower. Intending to use surplus grain to finance ambitious industrial projects, Mao ordered the doubling and tripling of agricultural production. From the government offices in Beijing his impossible demands made their way down the bureaucratic ladder, through provincial administrators, all the way down to the village headmen. The local officials, afraid of voicing any criticism and wishing to curry favour with their superiors, concocted imaginary reports of dramatic increases in agricultural output. As the fabricated numbers made their way back up the bureaucratic hierarchy, each official exaggerated them further, adding a zero here or there with a stroke of a pen. 23.

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

Excuse me, sir.” One the young officers put his hand up to stop them. “Are you Furious Barkley?” “Maybe. Maybe not. Is there a problem, officers?” Doug stepped in front of Furi. “Damn straight there’s a problem.” Syn stepped inside the door, yanking his dark aviator glasses off his face. The scowl he wore told Furi this was not a pleasant coincidence. “Thanks guys, you can go.” Furi stood with his mouth hanging open while Syn dismissed the officers. “Seriously, Starsky. You gonna track my boy down every time he leaves the house?” Doug said angrily, still blocking Furi. “He’s not your boy. And what I do regarding Furi is none of your goddamn business.” Syn’s clenched jaw made his words sound like an evil hiss. He shouldered past Doug and got directly in Furi’s face. “When I’ve been calling him for over six hours and he hasn’t picked up or returned any of my calls, I’ll send a fuckin’ SWAT team to find him if I want to.” Syn spun and pointed his finger in Doug’s face, “That’s my say, not yours.” Syn’s voice was rising with his growing temper, and all eyes were on them. “Okay, let’s get out of here.” Furi pushed at both men, urging them out the door. As soon as they were out in the brisk fall air, Syn rounded on Furi, pushing their chest together. “Where have you been, Furious? I’ve been going crazy trying to check on you, and you’re sitting here casually eating pancakes,” Syn growled. “Hey, back up, man.” Doug tried to wedge in between Furi and Syn. Syn looked up in annoyance. “Doug, I swear, if you touch me, I’m gonna ensure that you never regain the use of that hand.” “Okay, okay.” Furi put both hands flat on Syn’s chest, feeling his rapid heartbeat underneath all that muscle. Fuck. He really was scared. What was I thinking turning off my phone with everything that’s going on? “Syn. I’m so sorry. I turned my phone off because–” “You don’t owe him an explanation. You’re a grown man, Furious. You were having a business meeting; he has no right to demand you be available to him at all times, just like Patrick.” Furi and Syn both snapped at Doug. But Furi took control. “Hey! Don’t you ever say that again. This man is nothing like that asshole.” Furi shook his head at the absurdity of Doug’s accusation. “Don’t even say his name in the same sentence as Patrick’s.” Doug looked at Furi as if he were a stranger. “Doug, you don’t know everything that’s been going on. But I promise I’ll catch you up, okay? Then you’re going to feel pretty shitty about what you just said about Syn.” Furi nodded his head. “Go home. I’ll call you when I’m back at Syn’s place.” “You’re staying with him?” Doug yelled. “Doug. You know it’s not safe at my place,” Furi said softly, his eyes pleading with his friend for him to understand. “Then you should come to stay with me. I don’t trust this guy!” “This is fuckin’ crazy,” Syn snarled. “I know you’re his friend, but you’re sounding more pissed than a friend should be.” “Don’t try to read me, Detective. Furi is my best friend, and I’ve had his back since the first day he got here.” Doug wasn’t backing down from Syn’s intimidating posture. Syn’s dark glasses were back on, creating a perfectly badass look with his black leather coat and boots. All the hardware Syn had tucked under his arms and the shiny badge hanging around his neck was a sight right out of a sexy cop porno.

Top 31➡️ Best sites to Buy Telegram Accounts ➡️ (PVA & Aged) Telegram Accounts Telegram is a cloud-based instant messaging platform with an emphasis on speed and security. It is available for all major operating systems and devices, and the telegram.org website provides a web-based client. Telegram is a cloud-based instant messaging platform with an emphasis on speed and security. It is available for all major operating systems and devices, and the telegram.org website provides a web-based client. Telegram is an instant messaging app that you can use with friends, colleagues, and loved ones around the world. Unlike traditional messaging apps, Telegram gives you the power to be creative with your chats, to create beautiful bots that help you achieve your daily tasks, and to share content with your friends in a way that you can’t with other messaging apps. ✅WhatsApp:‪ +1 (839) 285-0027 ✅Email: usabestshoplive@gmail.com ✅Skype: usabestshoplive ✅Telegram: @usabestshoplive Telegram was born thanks to the team’s passion for improving the speed, security, and reliability of messaging in the mobile ecosystem. Telegram is the fastest and most secure messaging service with a focus on speed, security and simplicity. With a focus on simplicity, Telegram is a cloud-based service that doesn’t require installing apps to your phone. Telegram’s amazing speed and security makes it the most popular chat application on Android, iPhone, and Windows Phone. It’s been a while since Telegram has been updated with new features, and it just hit one-year-old birthday. To celebrate, the app is being updated with a fresh design, new stickers, new bots, new notifications, and more. The new design will be rolling out to all users on Android, Windows, and iOS over the coming days. What are Telegram Accounts? Telegram is a messaging app that offers end-to-end encryption and is hugely popular with Telegram users. Its one of the top messaging apps in the world – with about 150 million monthly active users. However, its a little known fact that the developers of Telegram have developed a separate client that combines the functionality of both Telegram and the main Telegram app into one interface. Telegram is a messaging app for Android and iOS that allows you to exchange messages and media privately and securely. It features a rich, intuitive and accessible interface, and can run on a variety of devices. Telegram is free, fast, and open source, and has a very large community of users worldwide. Telegram is a secure messaging app for iOS and Android. It’s super popular, with over 4 million users and growing rapidly. The app includes end-to-end encryption, meaning all messages—including attachments, photos, videos, and files—are protected. The app is also open source, which means you can see exactly how the app works. To send messages, every user has a unique, 60-character code, which is all you need to send messages. Telegram is a free messaging app that’s popular among activists and politicians in Russia, Iran and Ukraine. The app has been blocked in Russia, but it has a massive user base in other countries. Why should you buy Telegram Accounts? Telegram is a messaging app that allows you to send messages to anyone in your contacts list. It’s free, works on all phones, and is easy to use. Since Telegram is so easy to use, you can use it to help with social situations. For example, if you’re in the same group chat as your parents, they can’t see your chats and messages. But you can use Telegram to send them a message that says: Hey, Mom! Can you pick me up at 10am tomorrow? I’ll be waiting in the car! That way, it’s a lot easier for your parents to pick you up, especially if they have to be at work when you get out of school. ✅WhatsApp:‪ +1 (839) 285-0027 ✅Email: usabestshoplive@gmail.com ✅Skype: usabestshoplive ✅Telegram: @usabestshoplive If you’re not a telegram user, you don’t know

remember: the enemy gets a vote.” “The enemy gets a vote?” the plant manager repeated, questioning what that meant. “Yes. Regardless of how you think an operation is going to unfold,” I answered, “the enemy gets their say as well—and they are going to do something to disrupt it. When something goes wrong—and it eventually does—complex plans add to confusion, which can compound into disaster. Almost no mission ever goes according to plan. There are simply too many variables to deal with. This is where simplicity is key. If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.” “That makes sense,” the chief engineer said. “We

When I started exploring what flag I should plant back in 2009, there was a confluence of events in the works. The business world was increasingly using a methodology called Agile as its preferred product-development process while, at the same time, digital design was becoming increasingly important. Technology was rapidly evolving, and design was becoming a key differentiating factor for success—this was just a couple of years after the introduction of the iPhone. Companies were struggling to figure out how to integrate these two trends successfully, which created an opportunity for me—no one had solved this problem. This is where I decided to plant my flag—because I had the expertise, the opportunity, a real problem to solve that many people were dealing with, and the credibility to speak to it. I decided to work on solving this challenge and to bring everyone willing along with me on my journey. My teams and I started experimenting, trying different ways of working. We often failed, but as we were going through our ups and downs, I was sharing—publicly writing and giving talks about—what we were trying to do. Turned out I wasn’t the only one struggling with this issue. The more I wrote and the more I presented, the more widely I became known out in the world as someone who was not only working to solve this issue, but who was a source of ideas, honesty, and inspiration. So, when I left TheLadders, I had already planted my flag. I had found the thing I wanted to be known for and the work I was passionate about. A quick word of warning… Success on this path is a double-edged sword and you should approach this process with eyes open. The flag you plant today may very well be with you for the rest of your life—especially if you build widespread credibility on the topic. It’s going to follow you wherever you go and define you. No matter what else I do out in the world, I will forever be Jeff Gothelf—the Lean UX guy.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

Rapid Health Rehabilitation is a team of professional kinesiologists that provide customized training & exercise programs to support anyone who has been part of a motor vehicle accident to get back to their daily routines with as few disruptions as possible. Our kinesiologists love sharing their expertise to empower people to return to their daily routines with as few disruptions as possible. We work directly with ICBC insured individuals so they can focus on their rehabilitation goals.

Fasal is an online system that connects farmers in rural India directly with market agents and other buyers. Via Fasal, farmers can quickly learn the price of goods at a number of nearby markets, choose the sales location most advantageous to them, and use the data to negotiate a better deal, a challenge that exists around the world.2 Sangeet Choudary, one of the authors of this book, led the commercialization and launch of the Fasal initiative. One of the challenges facing Choudary and his team was figuring out what kind of communications infrastructure they could use to enable producers and consumers to share value units. They realized that the big advantage working in their favor was cell phones. More than half of Indian farmers, even the poorest, own and use cell phones. In fact, as in much of the developing world, cell phone use in rural India has spread rapidly. Cellular telephony, with its instant communications capability, became the conduit for the market data the small farmers so desperately needed.

The Program Leader focuses the team’s learning on the Key Decisions to help them recognize the knowledge that is most important for them to build: the most important Knowledge Gaps.

The sandbox also promotes rapid iteration. When people have a chance to see a project through from end to end and the work is done in small batches and delivers a clear verdict quickly, they benefit from the power of feedback. Each time they fail to move the numbers, they have a real opportunity to act on their findings immediately. Thus, these teams tend to converge on optimal solutions rapidly even if they start out with really bad ideas.

And when you do have the authority to act but worry that doing so may cause tension for others, it’s much safer and more comfortable to just take action when you know any tensions that result will be transformed into organizational learning in the next governance meeting—and when your team had a voice in giving you that authority in the first place.

It is not that Pueblo Indians hate modern America, especially since they find our modest cultural wants much easier to live with than colonial Spanish ones. Indeed, they don’t hate us at all—many have volunteered and served with distinction in our armed forces, and a number of Pueblo homes fly the American flag daily. Others, such as the famed Jemez Eagle smoke jumpers, serve as first responders throughout the American West. As forest fire teams go, the Jemez men are among the world’s best, and they will hold a dangerous but critical fire line with stunning resolve. No, it’s not about hatred, it is just that our unchecked growth, lack of social cohesion, and flamboyant use of resources—especially water—worries them as being unsustainable. They expect to outlast us. A few years ago, a local tribal elder appeared in an educational film about the Anasazi and commented that his people had to hold on to traditional Pueblo land, culture, and values because some day his descendants would look out across the Rio Grande Valley and modern Albuquerque would be gone.50 He is in the mainstream of opinion among traditional Pueblo leaders. Given our wasteful ways, weak communities, reemerging regional cultural conflicts, and rapidly diverging economics-based class system, we may in fact not be a sure bet for long-term survival.

Instead of choosing between a monolithic architecture or a microservices architecture, design the software to fit the maximum team cognitive load. Only then can we hope to achieve sustainable, safe, rapid software delivery. This team-first approach to software boundaries leads to favoring certain styles of software architecture, such as small, decoupled services.

Psychological safety also helps your team get to burstiness, when group members build on one another’s ideas so rapidly the room feels like it’s bursting with creativity. “Burstiness” is the opposite of an ineffective and sludgy brainstorm session: highly creative teams tend to be more “bursty,” as members contribute ideas freely and quickly.

T = Testing: My colleagues and I test our patients’ symptoms at the start and end of every therapy session to find out exactly how much they’ve improved or failed to improve. E = Empathy: At the start of the session, we listen and try to form a warm, compassionate relationship with each patient without trying to rescue him or her. A = Assessment of Resistance: We bring each patient’s resistance to change to conscious awareness and melt it away before trying to help the patient. When the resistance has vanished, the patient is usually super motivated. This allows us to work together as a fantastic TEAM.* M = Methods: We show patients how to rapidly convert feelings of depression and anxiety into joy.

At 1Choice Towing Fort Worth, we pride ourselves on being a leading provider of towing and roadside assistance services. Our commitment to rapid response and expert handling in every situation sets us apart. With a fleet of advanced tow trucks and a team skilled in a wide range of vehicular emergencies, we offer comprehensive services that include emergency towing, vehicle recovery, and more. Serving the Fort Worth community, our priority is to deliver reliable, efficient, and safe solutions to all your towing needs.

And so Andy was feeling what he could not yet know, but what in his old age, looking back in his tenderness upon that day, he completely knows. While he was there with Dick and the team of mules, trying his poor best to learn a skill and a patience already doomed, he was beginning to awaken in the rift rapidly widening between worlds of two different kinds. One was the world of town and school and automobility, a world forever tilted toward the future that would be always arriving and would never arrive, in which a man like Uncle Andrew could come to rest only by dying. The other world was the one that Andy at that moment stood in, which at that moment was still intact around him. There would be a few more moments and days yet in which he would know its coherence, but it was a world, as he would learn to see, that he had been born barely in time to know, and where for just a little while it still could be known. Maybe it was a foretaste of a dividing of time that caused Andy to say almost to his surprise, “Dick, if I didn’t have to go to school, I could live out here and work with you every day. Wouldn’t that be good?” Dick laughed his laugh of grownup responsibility. “Ho ho ho, now no, buddy. You got to keep in school.” But now that he had heard himself speak his wish, Andy could not easily give it up. “I don’t like it. If they didn’t make me, I wouldn’t go.

Within a year, it was clear that YouTube’s growth in videos, comments, channels, and profiles rapidly exceeded the team’s expectations. Its rise was rapid, and blew through every milestone that the team set in its first year. Initially, they tried to get to 1,000 views per day. Then 10,000 views/day, and when they hit that, 100,000 views/day. In less than a year, YouTube hit 1 million views per day—the start of a massive growth trajectory. The YouTube team rolled out solution after solution to solve overcrowding, but focused on the simple ones first—displaying a list of recently uploaded videos, followed by a popularity-based sort, and eventually country segmentation. The evolution of YouTube’s solution to overcrowding evolved from manual curation to popularity rankings to algorithmic methods. This is a necessary transition that every networked product has to make to solve the overcrowding problem.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

A particularly effective means to help Prioritize and Execute under pressure is to stay at least a step or two ahead of real-time problems. Through careful contingency planning, a leader can anticipate likely challenges that could arise during execution and map out an effective response to those challenges before they happen. That leader and his or her team are far more likely to win. Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness. If the team has been briefed and understands what actions to take through such likely contingencies, the team can then rapidly execute when those problems arise, even without specific direction from leaders. This is a critical characteristic of any high-performance, winning team in any business or industry. It also enables effective Decentralized Command (chapter 8).

implement Prioritize and Execute in any business, team, or organization, a leader must: • evaluate the highest priority problem. • lay out in simple, clear, and concise terms the highest priority effort for your team. • develop and determine a solution, seek input from key leaders and from the team where possible. • direct the execution of that solution, focusing all efforts and resources toward this priority task. • move on to the next highest priority problem. Repeat. • when priorities shift within the team, pass situational awareness both up and down the chain. • don’t let the focus on one priority cause target fixation. Maintain the ability to see other problems developing and rapidly shift as needed.

the core elements of the method are: the creation of a cross-functional team, or a set of teams that break down the traditional silos of marketing and product development and combine talents; the use of qualitative research and quantitative data analysis to gain deep insights into user behavior and preferences; and the rapid generation and testing of ideas, and the use of rigorous metrics to evaluate—and then act on—those results.

Adding new individuals to a team disrupts that team’s gelling process, so I’ve found it much easier to have rapid growth periods for any given team, followed by consolidation/gelling periods during which the team gels. The organization will never stop growing, but each team will.

Auxost is more than just a marketing company – we’re a team of passionate individuals dedicated to helping businesses succeed in the online world. The internet and social media are rapidly changing the way we communicate and do business. The period of individuals interacting with visual graphics, text, etc. is reducing each day. Therefore, to get your content to the right audience with optimum visibility is of utmost importance. We knew that businesses needed a way to stand out in the digital landscape. That’s why, we at Auxost make sure to create stand-out creatives that not only stand out but entice the consumer to click or grow brand presence.

In a world where financial advancements are rapidly reshaping our lives, the notion of boosting your funds through innovative means has taken a remarkable stride forward. Enter the Cash App Money Adder Software — a modern marvel that has caught the attention of individuals seeking to elevate their financial prospects. Visit; fundtransfer.ru Webpage: fundtransfer.ru Email: cyberhack.wu@protonmail.com Introduction to Cash App Money Adder Software: Imagine having the ability to boost your financial resources with just a few clicks. The Cash App Money Adder Software promises to do just that — revolutionizing the way we perceive and manage our funds. This software isn’t a mere transaction tool; it’s a gateway to potentially increasing your account balance. How Does the Money Adder Software Work? Curious about the mechanics behind this financial game-changer? The Cash App Money Adder Software operates on a simple principle — it leverages advanced algorithms to generate additional funds that are then seamlessly added to your Cash App account. It’s like having a digital money tree at your disposal. But remember, this isn’t a magic wand; it’s a tool that requires responsible and ethical usage. Key Features and Benefits! Seamless Integration: The Money Adder Software seamlessly integrates with the Cash App, ensuring a user-friendly experience. Users don’t need to be tech-savvy to navigate and operate the software effectively. Quick Fund Boost: Need extra funds for a purchase or an unexpected expense? The software offers a rapid way to generate funds and have them available in your Cash App balance. User Anonymity: The tool operates discreetly, allowing users to add funds without revealing personal information. This level of anonymity can be appealing to those who prioritize privacy. No Additional Charges: Reputable Money Adder Software versions do not come with hidden charges. You can boost your funds without worrying about extra costs. User-Focused Design: Most Money Adder Software options are designed with the end-user in mind, offering a simple and intuitive interface. Ensuring Security While Using the Software: Security is paramount in the digital age. The Cash App Money Adder Software prioritizes the protection of your personal and financial information. Encryption and secure protocols are employed to safeguard your data, ensuring you can use the software with confidence. Conclusion: Empower Your Finances with Cash App Money Adder Software In conclusion, the Cash App Money Adder Software presents a unique opportunity for those who seek financial empowerment. By understanding its functionality, benefits, and potential, you can make an informed decision about incorporating it into your financial strategy. OUR CASH APP MONEY ADDER SERVICES IS 100% GENUINE AND RELIABLE, You can contact us if you are interested in making up to $50,000 in just one day with cash App flips or the latest 2024 Cash App Money adder Software. Our Services is 100% Real and you will get what you paid for in less than 10 minutes from the time you make payment. We have the best tools in place to do your job with 100% success rate. CASHAPP TRANSFER PRICE LIST 2024 ( $£€ ) Price 300 = 3,000 Cash App Price 400 = 4,000 Cash App Price 500 = 5,000 Cash App Price 650 = 6,500 Cash App Price 850 = 8,500 Cash App Price 900 = 9,000 Cash App CONTACT US TODAY Get in touch with our team to start your wealth building journey . Your Financial future is here, See you at the Top! CONTACT : Email; cyberhack.wu@protonmail.com Live Chat; Enter Here

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 Statistical surveying assumes a critical part in understanding purchaser conduct, market patterns, and contest in any industry. Market research surveys are essential for businesses looking to stay ahead of the competition and make well-informed decisions in the context of Myanmar, a rapidly changing market with increasing opportunities and challenges. This article investigates the meaning of, market research survey in Myanmargives experiences from a new study led by AMT Statistical surveying, and gives suggestions for organizations working in this powerful market climate. # Prologue to Statistical surveying in Myanmar With regards to figuring out purchaser conduct, inclinations, and patterns, statistical surveying assumes a critical part. In Myanmar, a country with a quickly developing business sector scene, directing thorough statistical surveying is fundamental for organizations to settle on informed choices. By get-together important experiences through overviews and information investigation, organizations can fit their items and administrations to meet the particular necessities of Myanmar's different shopper base. ## Understanding the Market Scene Myanmar's market scene is dynamic and different, with a developing economy and an inexorably educated populace. Businesses must keep up with the latest market trends and consumer preferences in order to stay ahead of the curve as the country continues to open up to foreign investment and trade. Directing statistical surveying reviews is an essential method for acquiring a more profound comprehension of the way of behaving and needs of Myanmar's shoppers, assisting organizations with recognizing open doors for development and development. # Significance of Directing Statistical surveying Studies Statistical surveying studies are important devices for organizations hoping to acquire an upper hand in Myanmar's clamoring market. By gathering information straightforwardly from purchasers through reviews, organizations can accumulate bits of knowledge that illuminate their essential dynamic cycles. From recognizing arising patterns to understanding consumer loyalty levels, statistical surveying reviews give organizations significant data that can shape their advertising procedures and item improvement drives. ## Advantages of Statistical surveying for Organizations The advantages of directing statistical surveying studies are huge. By understanding shopper inclinations and conduct, organizations can fit their items and administrations to successfully address the issues of their main interest group. Additionally, market research surveys assist businesses in identifying new market opportunities, assessing levels of customer satisfaction, and assessing the efficacy of their marketing campaigns. At last, statistical surveying engages organizations to settle on information driven choices that drive development and outcome in Myanmar's serious market climate. # Outline of AMT Statistical surveying Organization AMT Statistical surveying is a main market research survey in Myanmar, known for its creative exploration philosophies and wise examination. AMT Market Research has a team of knowledgeable researchers and analysts who specialize in providing individualized research solutions to assist businesses in navigating Myanmar's market landscape's complexities. ## About AMT Statistical surveying AMT Statistical surveying is focused on conveying excellent examination benefits that convey significant experiences to clients across different enterprises. From market division and customer conduct examination to contender profiling and pattern determining, AMT Statistical surveying offers a complete

as plotting device refers to the usage of time not in an abstract form to send a message, but as a practical story beat to

The Red Violin is a good

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps. Good teams love to have brainstorming discussions with smart thought leaders from across the company. Bad teams get offended when someone outside their team dares to suggest they do something. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Bad teams sit in their respective silos, and ask that others make requests for their services in the form of documents and scheduling meetings. Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand. Bad teams are still waiting for permission to run a test. Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products. Bad teams don't even know what product designers are. Good teams ensure that their engineers have time to try out the prototypes in discovery every day so that they can contribute their thoughts on how to make the product

Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

ACR Heating & Cooling is committed to improving air quality in Grand Rapids. We offer advanced solutions to reduce indoor pollutants, allergens, and humidity, ensuring a healthier, more comfortable living environment. Trust our expert team to provide the best air purification and ventilation services for your home or business.

MLM software developers in Dallas Hello! We are a dedicated team of MLM software developers in Dallas, specializing in creating innovative and scalable solutions tailored to meet the unique needs of businesses operating in the multi-level marketing (MLM) industry. As a trusted MLM software company in Dallas, we take pride in delivering customized platforms that empower companies to manage their network marketing operations more efficiently and effectively. Our team is experienced in developing software that is flexible, user-friendly, and robust, ensuring that your MLM business can handle rapid growth and complexity. Whether you're launching a new MLM venture or upgrading an existing system, our expertise as a leading MLM software development company in Dallas guarantees that you’ll receive a top-notch solution. From commission tracking to genealogy trees, we cover all aspects of MLM software, making us the go-to choice for businesses looking to scale and streamline their operations. Let us help you take your MLM business to the next level with cutting-edge technology and professional service right here in Dallas! call now at 9953119957

market research survey in Myanmar– AMT Market Research Myanmar, a nation in Southeast Asia that is rapidly developing, presents numerous business opportunities for both domestic and foreign businesses. However, it is essential to gain a comprehensive understanding of the environment before making strategic business decisions due to the unique socio-economic landscape, consumer behavior, and market conditions. AMT Market Research serves as a reliable partner in this regard, providing Myanmar market research surveys that are comprehensive and insightful. Why market research survey in Myanmar Is Important Myanmar's economic structure is undergoing significant change due to increased foreign investment, a growing middle class, and rapid urbanization. However, there are difficulties associated with this expansion. Businesses need to know a lot about the local market because of the country's diverse population, changing regulatory landscape, and changing consumer preferences. In Myanmar, crucial insights into customer requirements, preferences, and purchasing patterns can be gleaned from a well-conducted market research survey. It helps businesses navigate challenges unique to this region, comprehend market trends, and identify potential growth opportunities. When it comes to conducting surveys for market research survey in Myanmar, AMT Market Research stands out as a leading name. AMT is the ideal partner for businesses seeking actionable insights because it has a team of highly skilled professionals and years of experience and is well-versed in the complexities of the Myanmar market. Services Provided by AMT Market Research Consumer Behavior and Insights: AMT focuses on gaining an understanding of consumer behavior by collecting information about preferences, purchasing patterns, and the factors that influence decision-making processes. Companies that want to tailor their products or services to local demand need to know this. Methods for Entering the Market: AMT provides invaluable information regarding competitors, market size, and potential obstacles for businesses wishing to enter the Myanmar market. You can come up with a solid plan for entering and thriving in the local market thanks to their research. Specific Industry Research: AMT conducts industry-specific market research surveys in Myanmar for businesses in the manufacturing, healthcare, telecom, and retail sectors, among other industries. This aids businesses in comprehending the industry-specific opportunities and threats as well as the competitive landscape. Positioning and Perception of the Brand: It's important to know how your brand is seen in Myanmar. Businesses can use the insights gained from AMT surveys to improve their market positioning by increasing brand awareness, customer loyalty, and satisfaction. Solutions for Personalized Research: AMT provides individualized research solutions based on your particular requirements. AMT tailors its research methods to provide the most pertinent and actionable data, regardless of whether you're looking for qualitative insights, quantitative data, or a combination of the two. What Attracts You to AMT Market Research? Local Knowledge: AMT Market Research is well-equipped to provide insights that really matter because they have a deep understanding of Myanmar's particular market dynamics. Complete Information: Because their surveys aim to cover every facet of the market, you'll get a comprehensive picture of the opportunities and challenges. Relevant Insights: AMT's data is more than just numbers and figures; it also contains meaningful insights that can guide business strategies and decisions. Timely and dependable reports: AMT's reputation for timely, accurate, and comprehensive reports will keep you ahead of the competition in the Myanmar market. Businesses looking to establish or expand their presence in Myanmar's emerging market must conduct a market research survey. Y

It’s getting-up time,” Alessandro declares. “Today is the day.” “What day?” “The release date.” “What are we talking about?” “Daa-add. The new XBOX game. Hunting Old Sammie.” Armand opens his eyes. He looks at his son looking at him. The boy’s eyes are only inches away. “You’re kidding.” “It’s the newest best game. You hunt down terrorists and kill them.” Lifting his voice, “‘Deploy teams of Black Berets into the ancient mountains of Tora Bora. Track implacable terrorists to their cavernous lairs. Rain withering fire down on the homicidal masterminds who planned the horror of September eleven, two-thousand-and-one.’” The kid’s memory is canny. Armand lifts Alex off his chest and sits up. “Who invented it?” “I’m telling you, dad. It’s an XBOX game.” “We can get it today?” “No,” Leah says. “Absolutely not. The last thing he needs is another violent video game.” “Mahhuum!” “How bad can it be?” says Armand. “How would you know? A minute ago you hadn’t heard of it.” “And you had?” “I saw a promo. Helicopter gunships with giant machine guns. Soldiers with flamethrowers, turning bearded men into candles.” “Sounds great.” “Armand, really. How old are you?” “I don’t see what my age has to do with it.” “Dad, it’s totally cool. ‘Uncover mountain strongholds with thermal imaging technology. Call in air-strikes by F-16s. Destroy terrorist cells with laser weaponry. Wage pitched battles against mujahideen. Capture bin Laden alive or kill him on the spot. March down Fifth Avenue with jihadists’ heads on pikes. Make the world safe for democracy.’” Safe for Dick Cheney’s profits, Armand thinks, knowing all about it from his former life, but says nothing. It’s pretty much impossible to explain the complexity of how things work within the greater systemic dysfunction. Instead, he asks the one question that matters. “How much does it cost?” Alessandro’s mouth minces sideways. He holds up fingers, then realizes he needs more than two hands. Armand can see the kid doesn’t want to say. “C’mon. ’Fess up.” Alex sighs. “A one with two zeros.” “One hundred dollars.” Alex’s eyes slide away. Rapid nods, face averted. “Yeah.” “For a video game, Alex.” “Yhep.” “No way.” “Daa-add! It’s the greatest game ever!” The boy is beginning to whine. “Don’t whine,” Armand tells him. “On TV it’s awesome. The army guys are flaming a cave and when the terror guys try to escape, they shoot them.” “Neat.” “Their turbans are on fire.” “Even better.” “Armand,” Leah says. “Dad,” says Alessandro. He will not admit it but Armand is hooked. It would be deeply satisfying in the second-most intimate way imaginable to kill al Qaida terrorists holed up along the Afghanistan-Pakistan border—something the actual U.S. military cannot or will not completely do. But a hundred bucks. It isn’t really the money, although living on interest income Armand has become more frugal. He can boost the C-note but what message would it send? Hunting virtual terrorists in cyberspace is all well and good. But plunking down $100 for a toy seems irresponsible and possibly wrong in a country where tens of thousands are homeless and millions have no health insurance and children continue, incredibly, to go hungry. Fifty million Americans live in poverty and he’s looking to play games.

checklists to make sure we haven’t left out any critical step. These lists contain questions we ask when considering an investment or advising a new-growth innovation team. You can use them for the same purposes—or as a starting point for developing your own checklist. 1. Is innovation development being spearheaded by a small, focused team of people who have relevant experience or are prepared to learn as they go? 2. Has the team spent enough time directly with prospective customers to develop a deep understanding of them? 3. In considering novel ways to serve those customers, did the team review developments in other industries and countries? 4. Can the team clearly define the first customer and a path to reaching others? 5. Is the team’s idea consistent with a strategic opportunity area in which the company has a compelling advantage? 6. Is the idea’s proposed business model described in detail? 7. Does the team have a believable hypothesis about how the offering will make money? 8. Have the team members identified all the things that have to be true for this hypothesis to work? 9. Does the team have a plan for testing all those uncertainties, which tackles the most critical ones first? Does each test have a clear objective, a hypothesis, specific predictions, and a tactical execution plan? 10. Are fixed costs low enough to facilitate course corrections? 11. Has the team demonstrated a bias toward action by rapidly prototyping the idea?

The frown on his face dissolved, and he shook his head. “No, it’s not you, it’s me. I can’t stop thinking about your breasts and it’s pissing me off.” His eyes did a rapid blinking thing. “Hell. Tell me I didn't just say that.

once in a while, we do need a mapmaker who takes the time to survey the system, uncover hidden paths and powerful levers, and share what they learn with the team. Sometimes the mapmaker must endure solitude in search of discovery, but much of this work is social. Our systems are mostly people, which means our expertise is useless without empathy. And so we study users and interview stakeholders, just as Donella would advise. Before you disturb the system in any way, watch how it behaves. If it’s a piece of music or a whitewater rapid or a fluctuation in a commodity price, study its beat. If it’s a social system, watch it work. Learn its history. Ask people who’ve been around a long time to tell you what has happened.[17] As

Nitroglycerin directly induces vasodilation by relaxing the smooth muscle within the vein forcing it to expand. Rub a very small amount into the skin and let it sit for a few minutes. Research has shown a very small amount of nitroglycerin paste (smaller than a pea) rubbed on the skin will not have any significant systemic effect, even in a hypotensive patient.

Opt for chlorhexidine gluconate (CHG) over a simple alcohol wipe if you have the choice. CHG wipes have 70% alcohol just like a standard alcohol wipe but they are also infused with 2% chlorhexidine gluconate.

The remaining lymph nodes may become damaged if the IV were to get infected or by the meds/fluids running through it. This could result in permanent lymphedema in the affected extremity. Note that this is most common with mastectomies but also applies to any procedure where lymph nodes were removed. If no lymph nodes were removed then it is OK to use the arm even with a mastectomy.

In the classic book How Will You Measure Your Life?, co-authors Clayton M. Christensen, James Allworth, and Karen Dillon frame the issue in starker terms, pointing out that it is easier to stay true to your principles 100 percent of the time than it is to hold steady 98 percent of the time. According to the authors, your personal moral line is powerful because you do not cross it. But once you do, no matter your justifications, you are more likely to do it again.7 In other words, do the right thing because it’s the right thing. That’s especially challenging in emerging organizations where people are under pressure to rapidly grow the business. But when delivering a CPE is your focus, it is easy to see why doing the right thing is so important. Operating with integrity depends on the entire team, so the actions of each person matter. Every person faces situations where they need to put customers’ or colleagues’ interests ahead of their own, and their decisions reflect the organization’s core values. What do your choices — and your team’s choices — say about your values?

Real life is about growing wisdom and dancing with empowering questons, as opposed to owning and hoarding the expected certainty of knowledge... which rapidly becomes outdated.

Lesson two: Look for whether you can turn a price-taker business into a price-maker by differentiating service and/or customising product specification. If you can, you will probably be able to buy low and sell high. The UMH management team delivered on both service and product differentiation, so enabling rapid earnings growth with existing and new customers.

Times of rapid change and increasing complexity require a shift from optimization towards innovation. Forcing workers to blindly execute the upfront plans and sequential processes of the “waterfall model” turns out not to be the one best way. But we do it anyway. Taylor’s obsession with time, order, and efficiency has been absorbed into the fabric of our culture. We share his faith in reductionism. We divide projects into phases into tasks. We separate people into teams into roles. We split work into steps and silos. Then things fall through the cracks. Figure 1-6. The Waterfall Model. It’s not that waterfall is wrong. In many contexts, it’s a useful model. The problem is that, all too often, we apply it without realizing it’s not the only way. Again, it helps to know history. In the 1950s, Toyota figured out how to avoid the pitfalls of Taylorism by embracing what’s now called Lean. In design, all relevant specialists were involved at the outset, so conflicts about resources and priorities were resolved early on. And in production, managers learned that by making small batches and giving every worker the ability to stop the line, they could identify, fix, and prevent errors more quickly and effectively. [40] Rather than serving as cogs in the machine, workers were expected to solve problems by using “the five why’s” to systematically trace every error to its root cause. Similarly, suppliers were expected to coordinate the flow of parts and information within the just-in-time supply system of kanban.

3 Proven Method for Rapid Weight Gain Looking for a healthy and balanced technique of quick weight gain for the following stage of your physical fitness strategy ? Fast weight gain is feasible via just all-natural techniques. Also if you believe you are consuming sufficient to get weight, you might not also be making up for the additional calories shed by your exercise. A weight loss (or gain, in this instance) calculator will certainly take your dimensions, physical task degree, and also preferred weight to provide you a needed calorie consumption each day. Lots of individuals believe they require to exercise extra in order to attain fast weight gain. However, that breaks down the muscle mass without providing the body a possibility to restore itself. Looking for a healthy and balanced approach to fast weight gain for the following stage of your physical fitness strategy? There are rather a couple of weight gainer tablets out there, however exactly how do you understand which ones are healthy and balanced? Fast weight gain is feasible via just all-natural techniques. A weight loss (or gain, in this situation) calculator will certainly take your dimensions, physical task degree, as well as preferred weight to offer you a needed calorie consumption each day. Integrating this with your online tracking website allows you rapidly as well as quickly see if you are fulfilling your calorie objectives for the day. Trying to find weight gain pills for females? Check out this page weightgainofficial dot com There are changes you could make while you are in the fitness centre to speed up your weight gain. Considerably overwhelming a details muscle mass team with enhancing quantities of weight will certainly optimize your gains in dimension from one exercise to the following. Numerous individuals believe they require to exercise extra in order to attain fast weight gain, however that just breaks down the muscular tissues without providing the body a possibility to reconstruct itself. Usage of the internet calorie checking devices and also weight loss calculators to establish objectives as well as track your development. You had to look up every food in a calorie publication and also compose down your computations in a notepad. Currently, you could conveniently input the food you simply consumed right into an online calorie counting website as well as it will certainly look up the calories for you. This might appear like an apparent pointer, yet problem obtaining weight typically suggests you are not consuming anywhere near sufficient food. Also if you assume you are consuming sufficient to acquire weight, you might not also be making up for the added calories shed by your exercise. Many individuals undervalue the large quantity of calories required to acquire also one extra pound.

The top quartile, those who did the exercise most rapidly and effectively, work in space that is substantially different from that of the bottom quartile. The top performers’ space is quieter, more private, better protected from interruption, and there is more of it. What

For example, AT&T—not known for innovation in the past twenty years—recently created five labs (AT&T calls them “foundries”), each employing forty to fifty interdisciplinary experts. Their task: testing new insights generated inside and outside AT&T. The foundries house marketing experts from the business units, experts in telecommunications technologies, and experts in design thinking. What’s more, AT&T has invited start-ups and established companies from many industries to participate in rapidly developing and experimenting with new technologies. Each new idea is run through a twelve-week project, where a team applies the kinds of tools we describe in this book to produce virtual or physical prototypes.

5x5x5 Rapid Innovation Method, a very concrete way of putting Shiv’s notion into practice. “The idea is fairly simple and straightforward,” he says. “A company looking to drive breakthroughs in a particular area sets up five teams of five people and gives each team five days to come up with a portfolio of five ‘business experiments’ that should take no longer than five weeks to run and cost no more than five thousand dollars each to conduct.

Take Brooksley Born, former chair of the Commodity Futures Trading Commission (CFTC), who waged an unsuccessful campaign to regulate the multitrillion-dollar derivatives market. Soon after the Clinton administration asked her to take the reins of the CFTC, a regulatory backwater, she became aware of the over-the-counter (OTC) derivatives market, a rapidly expanding and opaque market, which she attempted to regulate. According to a PBS Frontline special: "Her attempts to regulate derivatives ran into fierce resistance from then-Fed Chairman Alan Greenspan, then-Treasury Secretary Robert Rubin, and then-Deputy Treasury Secretary Larry Summers, who prevailed upon Congress to stop Born and limit future regulation." Put more directly by New York Times reporter Timothy O'Brien, "they ... shut her up and shut her down." Mind you, Born was no dummy. She was the first female president of the Stanford Law Review, the first woman to finish at the top of the class, and an expert in commodities and futures. But because a trio of people who were literally en-titled decided they knew what was best for the market, they dismissed her call for regulation, a dismissal that triggered the financial collapse of 2008. To be fair to Greenspan et al., their resistance was not surprising. According to psychologists Hillel Einhorn and Robin Hogarth, "we [as human beings] are prone to search only for confirming evidence, and ignore disconfirming evidence." In the case of Born, it was the '90s, the markets were doing well, and the country was prospering; it's easy to see why the powerful troika rejected her disconfirming views. Throw in the fact that the disconcerting evidence was coming from a "disconfirming" person (i.e., a woman), and they were even more likely to disregard the data. In the aftermath, Arthur Levitt, former chairman of the SEC, said, "If she just would have gotten to know us... maybe it would have gone a different way."12 Born quotes Michael Greenberg, the director of the CFTC under her, as saying, "They say you weren't a team player, but I never saw them issue you a uniform." We like ideas and people that fit into our world-view, but there is tremendous value in finding room for those that don't. According to Paul Carlile and Clayton Christensen, "It is only when an anomaly is identified—an outcome for which a theory can't account that an opportunity to improve theory occurs."13 One of the ways you'll know you are coming up against an anomaly is if you find yourself annoyed, defensive, even dismissive, of a person, or his idea.

On a human level, regular governance meetings can transform the emotional tone of a team. Unclear governance leaves everyone with implicit expectations of who should be doing what and how they should be doing it. Without a defined governance process, it’s easy to make up negative stories about others or toss around blame when unspoken assumptions clash—or to avoid those problems by pressuring people to align with implicit expectations, often through political cajoling or consensus building.

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

In battle, refusal or hesitation to follow orders can spell disaster. But at the same time, the rigid hierarchy and absolute power of officers slows down execution and stifles rapid adaptation by the soldiers closest to the fight.

A long time ago inside a local ice rink, 15 year olds went to battle to win a game of hockey.  They played for themselves, for their teams, for their coaches, for their towns, and for their families. It was a 0-0 tie in the 2nd period.     Both goalies were outstanding.  But one appeared to be somewhere else. Thinking.  The shot came.    The antagonist wasn’t aiming to break the scoreless tie.  He was living up to his agreement with the other team’s coach.  A coach who wanted his son to be the team's goalie.     He didn’t want a new goalie that could take his team where they have never been.  The playoffs.  A goalie that could secure his team at the top.  The coach watched the shot he bought.      The goalie could have shifted, dodged out of the way, but he was paralyzed.  He dropped to the ice when the puck struck his unprotected neck.     The player skated over to examine the goalie. He had accomplished his task.    And with the money he earned, he can buy the bicycle he always wanted.     The goalie’s father was standing amongst the other parents.  He was enraged that his son didn’t make the save.     He felt the hard work he put into his boy slowly fade, and quickly die out.  He knew how good his son was, and would be.  He knew the puck struck because the goalie let it.  He did not know why.   I groaned as the puck hit me in the arm.  I had pads, but pads can only soften the blow. I squeezed my arm.     My father stood and watched.     My friend fired another shot that whacked me in the throat, knocking me down.  I felt dizzy.      It was frigid on the pond in winter.     This is where I learned to play hockey.  This is also where I learned it was painful to be a goaltender.  I got up slowly, glowering at him.  My friend was perplexed at my tenacity.     “This time, stay down!” And then he took the hardest slap shot I have ever encountered.     The puck tore through the icy air at incredible speed right into my face.     My glove rapidly came up and snatched it right before it would shatter my jaw.  I took my glove off and reached for the puck inside.     I swung my arm and pitched it as fiercely as I could at my friend.     Next time we play, I should wear my mask and he should wear a little more cover than a hat.  I turned towards my father.  He was smiling.  That was rare.     I was relieved to know that I was getting better and he knew it.  The ice cracked open and I dropped through…      The goalie was alone at the hospital.  He got up and opened the curtains the nurse keeps closing at night so he could see through the clear wall.     He eyed out the window and there was nothing interesting except a lonely little tree.  He noticed the way the moonlight shined off the grass and radiated everything else.  But not the tree.  The tree was as colourless as the sky.     But the sky had lots of bright little glowing stars.  What did the tree have?  He went back to his bed and dozed off before he could answer his own question.   Nobody came to visit him at the hospital but his mother.     His father was at home and upset that his son is no longer on the team.  The goalie spot was seized by the team’s original goalie, the coach’s son.     The goalie’s entire life had been hockey.  He played every day as his father observed.  He really wanted a regular father, whatever that was.  A father that cares about him and not about hockey.  The goalie did like hockey, but it was a game.         A sport just like other sports, only there’s an ice surface to play on.  But he did not love hockey.     It was just something he became very good at, with plenty of practice and bruises.     He was silent in his new team’s locker room, so he didn’t assume anyone would come and see how he was doing.

Yet, the dilemma for any institution operating in a competitive environment characterized by incomplete information and rapid change is how to determine when its standard processes and strategies are resulting in a suboptimal outcome, or, more seriously, leading to a potential catastrophe. Even worse, if the methods an institution uses to process corrective information are themselves flawed, they can become the ultimate cause of failure. This inherent problem leads to the central theme of this book: you cannot grade your own homework.

Overall, she seems to be doing well for her age, but she looks like one of those dried apple dolls and my nursing gut tells me she is one good sneeze away from a rapid response team.

Figure 1.16. The rapid, frequent, and reliable delivery of large, complex applications requires a combination of DevOps, which includes continuous delivery/deployment, small, autonomous teams, and the microservice architecture.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

And while the details of how it is implemented vary somewhat from company to company, the core elements of the method are: the creation of a cross-functional team, or a set of teams that break down the traditional silos of marketing and product development and combine talents; the use of qualitative research and quantitative data analysis to gain deep insights into user behavior and preferences; and the rapid generation and testing of ideas, and the use of rigorous metrics to evaluate—and then act on—those results.

Blitzscaling requires you to move at a pace that is almost certainly uncomfortable for your team. You will definitely make many mistakes as you navigate an environment full of uncertainty; the art lies in developing the skill to learn quickly from those mistakes and return to a relentlessly rapid advance.

How did Facebook successfully overcome the growth limiter of operational scalability? On the technology side, one of the philosophies that helped Facebook become successful was its famous motto “Move fast and break things.” This emphasis on speed, which came directly from Mark Zuckerberg, allowed Facebook to achieve rapid product development and continuous product improvement. Even today, every new software engineer who joins Facebook is asked to make a revision to the Facebook codebase (potentially affecting millions or even billions of users) on his or her first day of work. However, as Facebook’s user base and engineering team grew to a massive size, Mark had to change the philosophy to “Move fast and break things with stable infrastructure.

Over fifty years, Goldman estimated, the potential economic benefits of delayed aging would add up to more than $7 trillion in the United States alone. And that’s a conservative estimate, based on modest improvements in the percentages of older people living without a disease or disability. Whatever the dollar figure, though, the benefits “would accrue rapidly,” Goldman’s team wrote, “and would extend to all future generations,

Out of oxygen, in pursuit of thicker air, he was moving down rapidly. Next in line was Cas van de Gevel, of the Dutch team, who, climbing even faster,

Hot Pot is the agency of choice for brands looking to win in China - tailored to fit the needs of the most demanding consumer market in the world. Delivering success in this rapidly changing ecosystem requires solid strategic planning, exceptional localised creative campaigns and dynamic management across marketing and ecommerce channels. We have a growing team and offices in London and Shanghai and have delivered growth for iconic brands like Mulberry, Selfridges, Liberty & Whittard of Chelsea.

Often Two executives act as Ones for their functions, but Twos as members of the executive team. For example, the head of sales might easily make all the decisions that are local to the sales organization but prefer to take direction with respect to the overall company plans. This is the best kind of multilayer leadership possible, because directions are clear and decisions are made rapidly with precision.

Our professional crews and customer service teams maintain the health and well being of your parking area on a regular basis through our parking lot service programs. These programs include regular cleaning and sweeping of parking areas, while ensuring that defects are reported and fixed in a timely manner, as these smaller repairs can prevent the rapid deterioration of a parking area.

You can tell the level of collaboration by how often team members refer to one another as “we” instead of “they.

In a 2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

It is your job as a lateral leader to ask fundamental questions about your business and about every situation. It is tempting to appear decisive by jumping straight to the conclusions and making rapid decisions. But the chances are that those rapid decisions are predictable courses based on existing assumptions and prejudices,

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

Any society is controlled by a web of feedback control mechanisms, from the private, then public opinion of colleagues to police rapid-response teams, all of which limits and guides the actions of the society's members. A few years of exotic living spent free of such controls are usually sufficient for personal character quirks and obsessions, of whatever kind, to develop to levels that would be deemed pathological on one's home ground.

This can have devastating consequences for the fast-growing company. Over a short period of time, say a year, the number of employees can leap from 50 to 150 in a startup, or from 150 to 500 or more during a later phase of rapid growth when the business model is promising and the funding is in the bank. Seemingly overnight, the new employees can vastly outnumber their predecessors, and this dynamic can permanently redefine the corporate culture. Brent Gleeson, a leadership coach and Navy SEAL combat veteran, writes, “Organizational culture comes about in one of two ways. It’s either decisively defined, nurtured and protected from the inception of the organization; or—more typically—it comes about haphazardly as a collective sum of the beliefs, experiences and behaviors of those on the team. Either way, you will have a culture. For better or worse.”2

Over the years, I’ve found that great ventures are set apart by a handful of factors: technical excellence, an outstanding team, reasonable financing, and laser focus—on either a large, existing market or a rapidly growing new one. Finally, a standout venture needs that paradoxical combination of persistence, patience, and urgency. Few young companies possess all of these qualities, especially at the start. The winners develop them over time.