Reliable Business Quotes

From a business perspective, an asset is anything that generates consistent reliable cash flow/revenue. One of the core duties of business management is to nurture business assets to ensure that the business’s income continues and grows perpetually. Because ultimately, assets are what make a business a business.

The most reliable friend you have is your shadow.

There is nothing wrong with entertainment. As some psychiatrist once put it, we all build castles in the air. The problems come when we try to live in them. The communications media of the late nineteenth and early twentieth centuries, with telegraphy and photography at their center, called the peek-a-boo world into existence, but we did not come to live there until television. Television gave the epistemological biases of the telegraph and the photograph their most potent expression, raising the interplay of image and instancy to an exquisite and dangerous perfection. And it brought them into the home. We are by now well into a second generation of children for whom television has been their first and most accessible teacher and, for many, their most reliable companion and friend. To put it plainly, television is the command center of the new epistemology. There is no audience so young that it is barred from television. There is no poverty so abject that it must forgo television. There is no education so exalted that it is not modified by television. And most important of all, there is no subject of public interest—politics, news, education, religion, science, sports—that does not find its way to television. Which means that all public understanding of these subjects is shaped by the biases of television.

The system we have built refuses to recognize people. Only credit cards are recognized. Drivers' licenses are recognized. But not people. People haven't any use for faces anymore, it seems. They are busy looking at your credit card, your driver's licence, your social security number. If a driver's licence is more reliable than the face I wear, then why do I have a face?

Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group.

Graham figured that always using the margin of safety principle when deciding whether to purchase shares of a business from a crazy partner like Mr. Market was the secret to making safe and reliable investment profits.

Heartache may be bad for the soul, but it's great for bookshops. It's when we are at our lowest romantic ebb that we are likely to do the bulk of our life's reading. Adolescents who can't get a date are in a uniquely privileged position: they will have the perfect chance to get grounding in world literature. There is perhaps an important connection between love and reading, there is perhaps a comparable pleasure offered by both. A feeling of connection may be at the root of it. There are books that speak to us, no less eloquently—but more reliably—than our lovers. They prevent the morose suspicion that we do not fully belong to the human species, that we lie beyond comprehension. Our embarrassments, our sulks, our feelings of guilt, these phenomena may be conveyed on a page in a way that affords us with a sense of self-recognition. The author has located words to depict a situation we thought ourselves alone in feeling, and for a few moments, we are like two lovers on an early dinner date thrilled to discover how much they share (and unable to touch much of the seafood linguine in front of them, so busy are they fathoming the eyes opposite), we may place the book down for a second and stare at its spine with a wry smile, as if to say, "How lucky I ran into you.

And with every massive success you notch up, you ask for and get more money, not because you want it to buy things with but because it’s the only reliable way in this business of keeping score. If you’re getting x every night but your best friend and deadliest rival is getting x+1, it’s enough to break your heart. So you try harder, and harder still.

I have absolutely no regrets in life except regrets for the things I didn’t do when I had the chance ~ Donald Pillai

Reliability is the fuel for compounding strength of a leader. Loss of reliability results in loss of confidence in one's leadership.

provides American business with the only reliable domestic market in the world. Schools train individuals to respond as a mass. Boys and girls are drilled in being bored, frightened, envious, emotionally needy, generally incomplete. A successful mass production economy requires such a clientele. A small business, small farm economy like that of the Amish requires individual competence, thoughtfulness, compassion, and universal participation; our own requires a managed mass of leveled, spiritless, anxious, familyless, friendless, godless, and obedient people who believe the difference between Cheers and Seinfeld is a subject worth arguing about.

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

Economic Values that people typically consider when evaluating a potential purchase. They are: 1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

Internal controls and audit oversight are indispensable pillars of sound financial management, providing a framework for safeguarding assets, ensuring the accuracy and reliability of financial reporting, and promoting operational efficiency.

Most scholars of education share this perspective, often referred to as “critical theory.”16 Jonathan Kozol is of this school when he writes, “School is in business to produce reliable people.”17 Paulo Freire of Brazil puts it this way: “It would be extremely naïve to expect the dominant classes to develop a type of education that would enable subordinate classes to perceive social injustices critically.

To a Poet" Let verse of yours be flexible, but strong, Strong as a poplar under valley's cover, Strong as the earth under a plough, long, Strong as a girl, who never knew a lover. Reliably preserve severity at length, Your verse need not be fluttering or booming, Although the Muse has very easy steps, She's not a dancer, but a goddess, ruling. Frolicsome din of interrupted rhymes -- Temptation for decline, so free and so easy -- Just leave for use by jokers in a dance On city streets for people who aren't busy. And going out on the sacred paths, Bring to melodiousness your chosen damnation. You know, she's a mistress of the mass, She craves embraces, as a dearth -- donations.

A COnNeCtworker is a networker who is always taking into account the needs of others. Approaching people with a service attitude to bring them value and build a relationship. Then when that person is looking for a reliable service provider in a particular industry, they will pick the COnNeCtworker.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

It was not for nothing that Adam Smith wrote that “people of the same trade seldom meet together, even for merriment and diversion, but the conversation ends in a conspiracy against the public, or in some contrivance to raise prices.” The romantic notion of politics holds that Big Business is synonymous with capitalism and the archenemy of socialism. In fact, Big Business is reliably against most of what must go into any modern definition of capitalism: free trade, free enterprise, free markets, and the impartial rule of law. Big Business reliably seeks to use the state to seek advantages in trade and to crush smaller (and often more innovative) competitors.

Some scientists believe that driverless cars will not work unless they learn to be irrational. If such cars stop reliably whenever a pedestrian appears in front of them, pedestrian crossings will be unnecessary and jaywalkers will be able to march into the road, forcing the driverless car to stop suddenly, at great discomfort to its occupants. To prevent this, driverless cars may have to learn to be ‘angry’, and to occasionally maliciously fail to stop in time and strike the pedestrian on the shins.

Here, then, is our situation at the start of the twenty-first century: We have accumulated stupendous know-how. We have put it in the hands of some of the most highly trained, highly skilled, and hardworking people in our society. And, with it, they have indeed accomplished extraordinary things. Nonetheless, that know-how is often unmanageable. Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields—from medicine to finance, business to government. And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us. That

Nonetheless, that know-how is often unmanageable. Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields—from medicine to finance, business to government. And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably.9

When the business man rebukes the idealism of his office-boy, it is commonly in some such speech as this: "Ah, yes, when one is young, one has these ideals in the abstract and these castles in the air; but in middle age they all break up like clouds, and one comes down to a belief in practical politics, to using the machinery one has and getting on with the world as it is." Thus, at least, venerable and philanthropic old men now in their honoured graves used to talk to me when I was a boy.But since then I have grown up and have discovered that these philanthropic old men were telling lies. What has really happened is exactly the opposite of what they said would happen. They said that I should lose my ideals and begin to believe in the methods of practical politicians. Now, I have not lost my ideals in the least; my faith in fundamentals is exactly what it always was. What I have lost is my old childlike faith in practical politics. I am still as much concerned as ever about the Battle of Armageddon; but I am not so much concerned about the General Election. As a babe I leapt up on my mother's knee at the mere mention of it. No; the vision is always solid and reliable. The vision is always a fact. It is the reality that is often a fraud. As much as I ever did, more than I ever did, I believe in Liberalism. But there was a rosy time of innocence when I believed in Liberals.

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

The people you spend time with make a significant impact on your state of mind and how you feel about yourself. Let this be the imperative of your business: Choose your clients as carefully as you choose your friends.

1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

Reliability investing requires finding companies trading below their inherent worth--stocks with strong fundamentals including earnings, dividends, book value, and cash flow selling at bargain prices give their quality.

Online shopping with discount coupons It is quite frequent that most manufacturers are using marketing and advertising strategies to be able to attract customers in their business. It is so usual that all of us want to save money on every product that we purchase inorder to incur extra saving. Thus the concept of online discount coupons came into effect and Saverr has in its credential reliable discount coupons from every possible big brands.

every community is different, and although many methods and techniques work well and reliably, the most critical skill of all to learn is observing what is happening in your community and being able to react and optimize it.

Don't you think it's odd that all of a sudden Lord John had to go attend to business? I mean, it is ten o'clock at night." Her hands went to her hips. "Yes. Felicity, it is odd, but you have to consider the other key element in which you miscalculated." The girl's head snapped around. "What?" "You are dealing with a man. And they are neither predictable nor reliable." "Bother them all," Felicity complained. "Hold onto that sentiment until you find the right one to bother," Miranda advised.

George Westinghouse, like Edison, thought money was important only as a form of “stored energy” to use as he wished in his work and expand his businesses. He was interested not in being rich, but in helping the world. He strove incessantly to deliver better, more reliable products.

Every pregnancy results in roughly two years of lost menstruation. If you are a manufacturer of menstrual pads, this is bad for business. So you ought to know about, and be so happy about, the drop in babies per woman across the world. You ought to know and be happy too about the growth in the number of educated women working away from home. Because these developments have created an exploding market for your products over the last few decades among billions of menstruating women now living on Levels 2 and 3. But, as I realized when I attended an internal meeting at one of the world’s biggest manufacturers of sanitary wear, most Western manufacturers have completely missed this. Instead, when hunting for new customers they are often stuck dreaming up new needs among the 300 million menstruating women on Level 4. “What if we market an even thinner pad for bikinis? What about pads that are invisible, to wear under Lycra? How about one pad for each kind of outfit, each situation, each sport? Special pads for mountain climbers!” Ideally, all the pads are so small they need to be replaced several times a day. But like most rich consumer markets, the basic needs are already met, and producers fight in vain to create demand in ever-smaller segments. Meanwhile, on Levels 2 and 3, roughly 2 billion menstruating women have few alternatives to choose from. These women don’t wear Lycra and won’t spend money on ultrathin pads. They demand a low-cost pad that will be reliable throughout the day so they don’t have to change it when they are out at work. And when they find a product they like, they will probably stick to that brand for their whole lives and recommend it to their daughters.

Jonathan Kozol is of this school when he writes, “School is in business to produce reliable people.”17 Paulo Freire of Brazil puts it this way: “It would be extremely naïve to expect the dominant classes to develop a type of education that would enable subordinate classes to perceive social injustices critically.”18 Henry Giroux, Freire’s leading disciple

There's only one more thing I can tell you, Katherine. You work in a complex business. If you try to explain that complexity to Martin, you'll be frustrated. You’ll feel he isn't interested. He'll probably cut you off. Because he isn't interested. A lot of people complain that television lacks focus. But that's the nature of the medium. Television's not about information at all. Information is active, engaging. Television is passive. Information is disinterested, objective. Television is emotional. It's entertainment. Whatever he says, however he acts, in truth Martin has absolutely no interest in you, or your company, or your airplanes. He's paid to exercise his one reliable talent: provoking people, getting them to make an emotional outburst, to lose their temper, to say something outrageous. He doesn't really want to know about airplanes. He wants a media moment. If you understand that, you can deal with him.

mentioned earlier in this book that there are five main reasons why human behaviour often departs from what we think of as conventional rationality. The first of these is signalling, the need to send reliable indications of commitment and intent, which can inspire confidence and trust. Cooperation is impossible unless a mechanism is in place to prevent deception and cheating; some degree of efficiency often needs to be sacrificed in order to convey trustworthiness or to build a reputation.

Like bees with flowers, we are drawn to reliable signals of honest intent, and we choose to do business where those signals are found. This explains why we generally buy televisions from shops rather than from strangers on the street – the shop has invested in stock, it has a stable location and it is vulnerable to reputational damage. We do this instinctively; what we are prepared to pay for something is affected not only by the item itself but by the trustworthiness and reputation of the person selling it.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

There is a parallel in the behaviour of bees, which do not make the most of the system they have evolved to collect nectar and pollen. Although they have an efficient way of communicating about the direction of reliable food sources, the waggle dance, a significant proportion of the hive seems to ignore it altogether and journeys off at random. In the short term, the hive would be better off if all bees slavishly followed the waggle dance, and for a time this random behaviour baffled scientists, who wondered why 20 million years of bee evolution had not enforced a greater level of behavioural compliance. However, what they discovered was fascinating: without these rogue bees, the hive would get stuck in what complexity theorists call ‘a local maximum’; they would be so efficient at collecting food from known sources that, once these existing sources of food dried up, they wouldn’t know where to go next and the hive would starve to death. So the rogue bees are, in a sense, the hive’s research and development function, and their inefficiency pays off handsomely when they discover a fresh source of food. It is precisely because they do not concentrate exclusively on short-term efficiency that bees have survived so many million years.

Moore’s law means computers will get smaller, more powerful, and cheaper at a reliable rate. This does not happen because Moore’s law is a natural law of the physical world, like gravity, or the Second Law of Thermodynamics. It happens because the consumer and business markets motivate computer chip makers to compete and contribute to smaller, faster, cheaper computers, smart phones, cameras, printers, solar arrays, and soon, 3-D printers. And chip makers are building on the technologies and techniques of the past. In 1971, 2,300 transistors could be printed on a chip. Forty years, or twenty doublings later, 2,600,000,000. And with those transistors, more than two million of which could fit on the period at the end of this sentence, came increased speed.

Michael Ward knows. Ward loves railroads. His loves his own railroad company, CSX, which traces its origins to 1827 when the Baltimore & Ohio Railroad was formed as the nation’s first common carrier. He traces his own origins at CSX back thirty-seven years, when he took an analyst job as a newly minted Harvard Business School M.B.A., rising to become chairman, president, and CEO in 2003. And he loves the whole American freight rail industry. “Railroaders are like farmers,” Ward declares. “You heard about the farmer that won the lottery? They said to him, ‘Oh my gosh, you won the lottery; what are you going to do with all that money?’ He said, ‘I’m a farmer and I love farming, and I’m going to farm until every penny of it is gone.’ And I say railroaders are like that. When we make more money, we’re going to invest more back into the infrastructure, so we can strengthen the railroad and grow the business.” Ward may sound like a press release, but that’s exactly how he talks, and why he’s a major industry spokesman. He lavishes praise on industry performance: “While we’ve improved the profitability of the industry, we’ve also cut rates in half of what they were in 1980 for our customers, on an inflation-adjusted basis. We’re providing a more economical product to them, and it’s safer and more reliable. Over the years, as an industry, our train accident rate is down 80 percent; our personal injury rate is down 85 percent; and we’re doing this with about one-third of the workforce we had in 1980.” He calls the industry “the envy of the world.

The perils of aviation in the period are neatly encapsulated in the experience of Harold C. Brinsmead, the head of Australia’s Civil Aviation Department in the first days of commercial aviation. In 1931, Brinsmead was on a flight to London, partly for business and partly to demonstrate the safety and reliability of modern air passenger services, when his plane crashed on takeoff in Indonesia. No one was seriously hurt, but the plane was a write-off. Not wanting to wait for a replacement aircraft to be flown in, Brinsmead boarded a flight with the new Dutch airline, KLM. That flight crashed while taking off in Bangkok. On this occasion, five people were killed and Brinsmead suffered serious injuries from which he never recovered. He died two years later. Meanwhile, the surviving passengers carried on to London in a replacement plane. That plane crashed on the return trip. Daly

They discovered that commonly used ethnic labels did not match the genetic clusters and were not reliable at predicting variation in the DME genes. One glaring lack of correspondence was the fact that 62 percent of Ethiopians, who would socially be labeled as black and grouped with the Bantu and Afro-Caribbeans, fell in the same genetic cluster as Ashkenazi Jews, Norwegians, and Armenians. A gene variant involved in metabolizing codeine and antidepressants “is found in 9%, 17%, and 34% of the Ethiopian, Tanzanian, and Zimbabwean populations, respectively.”41 The prevalence of an allele that predicts severe reactions to the HIV-drug abacavir is 13.6 percent among the Masai in Kenya, but only 3.3 percent among the Kenyan Luhya, and 0 percent among the Yoruba in Nigeria.42 Grouping all these people together on the basis of race for purposes of drug tailoring would be disastrous.

The foundation of our thinking is the Theory of Jobs to Be Done, which focuses on deeply understanding your customers’ struggle for progress and then creating the right solution and attendant set of experiences to ensure you solve your customers’ jobs well, every time. “Theory” may conjure up images of ivory tower musings, but I assure you that it is the most practical and useful business tool we can offer you. Good theory helps us understand “how” and “why.” It helps us make sense of how the world works and predict the consequences of our decisions and our actions. Jobs Theory5, we believe, can move companies beyond hoping that correlation is enough to the causal mechanism of successful innovation. Innovation may never be a perfect science, but that’s not the point. We have the ability to make innovation a reliable engine for growth, an engine based on a clear understanding of causality, rather than simply casting seeds in the hopes of one day harvesting some fruit.

In the contemporary period, Hume's conception has been revived and elaborated, but with a crucial innovation: the theory is that control of thought is more important for governments that are free and popular than for despotic and military states. The logic is straightforward: a despotic state can control its domestic enemy by force, but as the stare loses this weapon, other devices are required to prevent the ignorant masses from interfering with public affairs, which are none of their business. The point is, in fact, far more general. The public must be reduced to passivity in the political realm, but for submissiveness to become a reliable trait, it must be entrenched in the realm of belief as well. The public are to be observers, not participants, consumers of ideology as well as products. Eduardo Galeano writes that "the majority must resign itself to the consumption of fantasy. Illusions of wealth are sold to the poor, illusions of freedom to the oppressed, dreams of victory to the defeated and of power to the weak." That is the essential point.

5. The “No Talk” Rule. This rule prohibits the full expression of any feeling, need or want. In shame-based families, the members want to hide their true feelings, needs or wants. Therefore, no one speaks of his loneliness and sense of self-rupture. 6. The “No Listen” Rule. Everyone is so busy using their energy to defend themselves or play their rigid roles, no one really hears anything from the other’s true self. 7. Don’t Make Mistakes. Mistakes reveal the flawed, vulnerable self. To acknowledge a mistake is to open oneself to scrutiny. Cover up your own mistakes, and if someone else makes a mistake, shame him. 8. Unreliability. Don’t expect reliability in relationships. Don’t trust anyone, and you will never be disappointed. The parents didn’t get their developmental dependency needs met and will not be there for their children to depend on. The distrust cycle goes on. 9. Don’t Trust. Since no one feels validated or listened to, and there is unpredictability and unreliability on the part of the source figures, no one develops basic trust in themselves or others.

This is simply the long history of the origin of responsibility. That task of breeding an animal which can make promises, includes, as we have already grasped, as its condition and preliminary, the more immediate task of first making man to a certain extent, necessitated, uniform, like among his like, regular, and consequently calculable. The immense work of what I have called, "morality of custom", the actual work of man on himself during the longest period of the human race, his whole prehistoric work, finds its meaning, its great justification (in spite of all its innate hardness, despotism, stupidity, and idiocy) in this fact: man, with the help of the morality of customs and of social strait-waistcoats, was made genuinely calculable. If, however, we place ourselves at the end of this colossal process, at the point where the tree finally matures its fruits, when society and its morality of custom finally bring to light that to which it was only the means, then do we find as the ripest fruit on its tree the sovereign individual, that resembles only himself, that has got loose from the morality of custom, the autonomous "super-moral" individual (for "autonomous" and "moral" are mutually-exclusive terms),—in short, the man of the personal, long, and independent will, competent to promise, and we find in him a proud consciousness (vibrating in every fibre), of what has been at last achieved and become vivified in him, a genuine consciousness of power and freedom, a feeling of human perfection in general. And this man who has grown to freedom, who is really competent to promise, this lord of the free will, this sovereign—how is it possible for him not to know how great is his superiority over everything incapable of binding itself by promises, or of being its own security, how great is the trust, the awe, the reverence that he awakes—he "deserves" all three—not to know that with this mastery over himself he is necessarily also given the mastery over circumstances, over nature, over all creatures with shorter wills, less reliable characters? The "free" man, the owner of a long unbreakable will, finds in this possession his standard of value: looking out from himself upon the others, he honours or he despises, and just as necessarily as he honours his peers, the strong and the reliable (those who can bind themselves by promises),—that is, every one who promises like a sovereign, with difficulty, rarely and slowly, who is sparing with his trusts but confers honour by the very fact of trusting, who gives his word as something that can be relied on, because he knows himself strong enough to keep it even in the teeth of disasters, even in the "teeth of fate,"—so with equal necessity will he have the heel of his foot ready for the lean and empty jackasses, who promise when they have no business to do so, and his rod of chastisement ready for the liar, who already breaks his word at the very minute when it is on his lips. The proud knowledge of the extraordinary privilege of responsibility, the consciousness of this rare freedom, of this power over himself and over fate, has sunk right down to his innermost depths, and has become an instinct, a dominating instinct—what name will he give to it, to this dominating instinct, if he needs to have a word for it? But there is no doubt about it—the sovereign man calls it his conscience.

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

Believing in race can be compared to believing in astrology. People who have faith in astrology find constant confirmation that horoscope predictions are reliable and that astrological signs determine personality types. For the faithful, the twelve divisions of the zodiac are as accurate as Blumenbach’s five divisions of human beings. The funny thing is, biostatisticians can find significant medical differences according to astrological signs. In the 1990s, a major randomized clinical trial compared the effectiveness of an intravenous drug, an oral aspirin, and a placebo to treat 17,000 patients who were hospitalized with signs of a heart attack. The study found a huge overall statistical benefit for patients who got the aspirin over the placebo. To test the strength of the outcome, the researchers divided the patients into twelve subgroups by their astrological signs. They found that the zodiac made a difference: their statistical analysis showed that patients born under Gemini or Libra suffered an adverse effect from aspirin.72 Unsurprisingly, physicians laughed off this finding because it was more scientifically plausible to interpret the results as an insignificant coincidence. But an astrology enthusiast would take it as proof that zodiac signs determine people’s health and drug response.

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

Years ago, a friend gave me the best business advice I’ve ever received. His advice was so concise it rang in my head like a bell for the next five years. Bill had scaled his father’s company into the billions and with that money bought and sold several more companies that succeeded as well. Bill knew what it took to run a business, and he knew what it took to grow one. We were standing in my driveway after having talked for an hour or so. We’d talked about where my business was and where it could go. The future was limitless, yet I could tell there was something Bill didn’t want to say. He’d been nothing but encouraging in the years I’d known him, but this time it was obvious he had some constructive criticism. I asked point blank what he was thinking. He stood silently for a moment, measuring his thoughts. “Don,” he finally said, lowering his head and taking off his glasses. “You need to professionalize your operation.” “That’s your problem.” He continued. “Until you professionalize your operation, its potential is limited. The amount of money you make and your ability to have a positive impact on the world will be limited.” I’d never heard the term “professionalize your operation” before, but it rang true. My business revolved too much around me, and nobody (including me) knew exactly what they were supposed to do to make it grow. We had a vision, for sure, but we’d not built the reliable, predictable systems that would allow us to execute that vision.

As Allied forces moved into Hitler’s Fortress Europe, Roosevelt and his circle were confronted with new evidence of the Holocaust. In early 1942, he had been given information that Adolf Hitler was quietly fulfilling his threat to “annihilate the Jewish race.” Rabbi Stephen Wise asked the President that December 1942 to inform the world about “the most overwhelming disaster of Jewish history” and “try to stop it.” Although he was willing to warn the world about the impending catastrophe and insisted that there be war crimes commissions when the conflict was over, Roosevelt told Wise that punishment for such crimes would probably have to await the end of the fighting, so his own solution was to “win the war.” The problem with this approach was that by the time of an Allied victory, much of world Jewry might have been annihilated. By June 1944, the Germans had removed more than half of Hungary’s 750,000 Jews, and some Jewish leaders were asking the Allies to bomb railways from Hungary to the Auschwitz death camp in Poland. In response, Churchill told his Foreign Secretary, Anthony Eden, that the murder of the Jews was “probably the greatest and most horrible crime ever committed in the whole history of the world,” and ordered him to get “everything” he could out of the British Air Force. But the Prime Minister was told that American bombers were better positioned to do the job. At the Pentagon, Stimson consulted John McCloy, who later insisted, for decades, that he had “never talked” with Roosevelt about the option of bombing the railroad lines or death camps. But in 1986, McCloy changed his story during a taped conversation with Henry Morgenthau’s son, Henry III, who was researching a family history. The ninety-one-year-old McCloy insisted that he had indeed raised the idea with the President, and that Roosevelt became “irate” and “made it very clear” that bombing Auschwitz “wouldn’t have done any good.” By McCloy’s new account, Roosevelt “took it out of my hands” and warned that “if it’s successful, it’ll be more provocative” and “we’ll be accused of participating in this horrible business,” as well as “bombing innocent people.” McCloy went on, “I didn’t want to bomb Auschwitz,” adding that “it seemed to be a bunch of fanatic Jews who seemed to think that if you didn’t bomb, it was an indication of lack of venom against Hitler.” If McCloy’s memory was reliable, then, just as with the Japanese internment, Roosevelt had used the discreet younger man to discuss a decision for which he knew he might be criticized by history, and which might conceivably have become an issue in the 1944 campaign. This approach to the possible bombing of the camps would allow the President to explain, if it became necessary, that the issue had been resolved at a lower level by the military. In retrospect, the President should have considered the bombing proposal more seriously. Approving it might have required him to slightly revise his insistence that the Allies’ sole aim should be winning the war, as he did on at least a few other occasions. But such a decision might have saved lives and shown future generations that, like Churchill, he understood the importance of the Holocaust as a crime unparalleled in world history.*

Promises, schedules, and estimates are necessary and important instruments in a well-ordered business. Many fail to realize this, or habitually try to dodge the responsibility for making commitments. You must make promises based upon your own estimates for the part of the job for which you are responsible, together with estimates obtained from contributing departments for their parts. No one should be allowed to avoid the issue by the old formula, “I can’t give a promise because it depends upon so many uncertain factors.” Consider the “uncertain factors” confronting a department head who must make up a budget for an entire department a year in advance! Even the most uncertain case can be narrowed down by first asking, “Will it be done in a matter of a few hours or a few months, a few days or a few weeks?” If it cannot be done in less than three weeks and surely will not require more than five, you’d better say four weeks. This allows one week for contingencies and sets you a reasonable miss under the comfortable figure of five weeks. Both extremes are bad; good businesspeople set schedules that they can meet with energetic effort at a pace commensurate with the significance of the job. As a corollary of the foregoing, you have a right to insist upon having estimates from responsible representatives of other departments. But in accepting promises, or statements of facts, it is frequently important to make sure that you are dealing with a properly qualified representative. Also bear in mind that when you ignore or discount other promises you dismiss their responsibility and incur the extra liability yourself. Of course this is sometimes necessary, but be sure that you do it advisedly. Ideally, other people’s promises should be reliable instruments in compiling estimates.

FACING THE MUSIC Many years ago a man conned his way into the orchestra of the emperor of China although he could not play a note. Whenever the group practiced or performed, he would hold his flute against his lips, pretending to play but not making a sound. He received a modest salary and enjoyed a comfortable living. Then one day the emperor requested a solo from each musician. The flutist got nervous. There wasn’t enough time to learn the instrument. He pretended to be sick, but the royal physician wasn’t fooled. On the day of his solo performance, the impostor took poison and killed himself. The explanation of his suicide led to a phrase that found its way into the English language: “He refused to face the music.”2 The cure for deceit is simply this: face the music. Tell the truth. Some of us are living in deceit. Some of us are walking in the shadows. The lies of Ananias and Sapphira resulted in death; so have ours. Some of us have buried a marriage, parts of a conscience, and even parts of our faith—all because we won’t tell the truth. Are you in a dilemma, wondering if you should tell the truth or not? The question to ask in such moments is, Will God bless my deceit? Will he, who hates lies, bless a strategy built on lies? Will the Lord, who loves the truth, bless the business of falsehoods? Will God honor the career of the manipulator? Will God come to the aid of the cheater? Will God bless my dishonesty? I don’t think so either. Examine your heart. Ask yourself some tough questions. Am I being completely honest with my spouse and children? Are my relationships marked by candor? What about my work or school environment? Am I honest in my dealings? Am I a trustworthy student? An honest taxpayer? A reliable witness at work? Do you tell the truth . . . always? If not, start today. Don’t wait until tomorrow. The ripple of today’s lie is tomorrow’s wave and next year’s flood. Start today. Be just like Jesus. Tell the truth, the whole truth, and nothing but the truth.

This way please,' said a voice. In the door stood Dr Sesame, the famous Dr Sesame, whose reputation as a sympathetic and, according to some, also a kind-hearted man had spread throughout the town and beyond. He had also written a popular pamphlet on sexual problems, which had given Pinneberg the courage to write making an appointment for Emma and himself. This, then, was the Dr Sesame at present standing in the doorway, and saying 'This way, please.' Dr Sesame searched on his desk for the letter. 'You wrote to me, Mr Pinneberg... saying you couldn't have any children just yet because you couldn't afford it?' 'Yes,' said Pinneberg, dreadfully embarrassed. 'You can start undressing,' said the doctor to Emma, and carried on: 'And you want to know an entirely reliable means of prevention. Hm, an entirely reliable means...' He smiled sceptically behind his gold-rimmed spectacles. 'I read about it in your book... These pessoirs...' 'Pessaries,' said the doctor. 'Yes, but they don't suit every woman. And it's always a bit of a business. It depends on whether your wife would be nimble-fingered enough...' He looked up at her. She had already taken off her blouse and skirt. Her slim legs made her look very tall. 'Well, let's go next door,' said the doctor. 'You needn't have taken your blouse off for this, young lady.' Emma went a deep red. 'Oh well, leave it off now. Come this way. One moment, Mr Pinneberg.' The two of them went into the next room. Pinneberg watched them go. The top of the doctor's head reached no farther than the 'young lady's' shoulders. How beautiful she was! thought Pinneberg yet again; she was the greatest girl in the world, the only one for him. He worked in Ducherow, and she worked here in Platz, and he never saw her more than once a fortnight, so his joy in her was always fresh, and his desire for her absolutely inexpressible. Next door he heard the doctor asking questions on and off in a low voice, and an instrument clinking on the side of a bowl. He knew that sound from the dentist's; it wasn't a pleasant one. Then he winced violently. Never had he heard that tone from Emma. She was saying in a high, clear voice that was almost a shriek - 'No, no, no!' And once again, 'No!' And then, very softly, but he still heard it: 'Oh God.' Pinneberg took three steps to the door - What was that? What could it be? What about these rumours that those kind of doctors were terrible lechers? But then Dr Sesame spoke again - impossible to hear what he said - and the instrument clinked again. There was a long silence.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Three criteria to inspire as well as cultivate intercultural trust — sincerity, competence and reliability.

Bulk Email Sender Software - An Effective Means of Online Marketing With the continuous advancement of internet technology nowadays, the interest of the people also getting rise with it. Today, internet can't be a quiet a piece of the world, individuals can get everything from it from anyplace mean no reason to contact the others to get any information from web. In this advanced era, this is a crucial tool for online business organizations. May be you know about the bulk email sender, If you have enough knowledge and wish to enhance your worldwide existence, then it would be the best choice to get maximum benefits. Now it might be accepted as a bulk mailer tool to promote your business across the world and create a robust, stable and reliable connection with them. There is most likely that the client does not stay in contact for long-time yet this couldn't be with this sentence because this is best element of the business cycle. It has turned into the most effective and reasonable source to create a customer base of millions of people. It makes an entrepreneur to create healthier connection with worldwide customers with unwavering quality. When you are going to use bulk email software then need to pay attention with willingness and create your email message in such a way, that your recipients get good and pleasing experience. Attempt to reach a limited number of customers because sometime a sender may include less vital id in their email list yet when they send mass email to them the greatest part of audience trash the e-mail from their mailbox.

Indeed, our recent research has led us to conclude that one of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances. Put another way, the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.

Csikszentmihalyi had noticed that many artists became deeply embedded in the business of making art—so deeply that they allowed hours and hours to pass without feeling the need to eat or drink. As Csikszentmihalyi explained, when people experience flow—also known as entering the zone—they become so immersed in the task at hand that they lose track of time. Some report a sense of profound joy or rapture when they enter the zone; a rare, long-lasting euphoria that only seems to arise reliably in these rare situations characterized by challenges and the ability to just barely overcome those challenges.

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By encouraging your child to be honest, respectful, on time, trustworthy, responsible, decent, and hardworking, you are giving them a gift far more long lasting than any toy, dress, or game. These gifts are for a lifetime. Give them the tools they will need to be productive, accountable, and reliable adults. This contribution to their lives requires stamina, courage, and backbone.

In Japan, meanwhile, the United States quickly moved to restore fascist-era leaders to power to ensure that Japan would not turn to socialism, and so that it would be a reliable ally in suppressing anticolonial movements in Korea, Vietnam, and Indonesia. The chief leader the United States selected to secure its interests in Japan and the Pacific was Nobusuke Kishi, also known as the “Shōwa (Emperor) era monster/devil”—the war criminal, famous for his brutality, who oversaw the use of coerced Korean and Chinese labor in Japan’s Manchurian munitions factories.22 The United States exonerated Kishi for his WWII-era war crimes, and he went on to serve two terms as Japan’s prime minister in the 1950s, becoming widely known as “America’s favorite war criminal.”23 In addition, the United States and Britain got busy right after WWII in helping to install and prop up fascist regimes in countries like Greece as a bulwark against Communism.

CONFUSION 1: WHAT DOES YOUR CUSTOMER REALLY WANT? Your Customers aren’t just people; they’re very specific kinds of people. Let me share with you the six categories of Customers as seen from an E-Myth marketing perspective: (1) Tactile Customers; (2) Neutral Customers; (3) Withdrawal Customers; (4) Experimental Customers; (5) Transitional Customers; and (6) Traditional Customers. Your entire marketing strategy must be based on which types of Customers you are dealing with. Each of the six customer types buys products and services for very different, and identifiable, reasons. And these are: 1. Tactile Customers get their major gratification from interacting with other people. 2. Neutral Customers get their major gratification from interacting with inanimate objects (a computer, a car, information). 3. Withdrawal Customers get their major gratification from interacting with ideas (thoughts, concepts, stories). 4. Experimental Customers rationalize their buying decisions by perceiving that what they bought is new, revolutionary, and innovative. 5. Transitional Customers rationalize their buying decisions by perceiving that what they bought is dependable and reliable. 6. Traditional Customers rationalize their buying decisions by perceiving that what they bought is cost-effective, a good deal, and worth the money. In short: 1. If your Customer is Tactile, you have to emphasize the people of your business. 2. If your Customer is Neutral, you have to emphasize the technology of your business. 3. If your Customer is a Withdrawal Customer, you have to emphasize the idea of your business. 4. If your Customer is an Experimental Customer, you have to emphasize the uniqueness of your business. 5. If your Customer is Transitional, you have to emphasize the dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is regularly demonstrated by what they do. Think about the Customers with whom you do business. Ask yourself: In which of the categories would I place them? What do they do for a living? For example: If they are mechanical engineers, they are probably Neutral Customers. If they are cardiologists, they are probably Tactile. If they are software engineers, they are probably Experimental. If they are accountants, they are probably Traditional. But don’t take my word for it. Make your own analysis.

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Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world-class stability, reliability, availability, and security.

Frequently, Development will take responsibility for responding to changes in the market, deploying features and changes into production as quickly as possible. IT Operations will take responsibility for providing customers with IT service that is stable, reliable, and secure, making it difficult or even impossible for anyone to introduce production changes that could jeopardize production. Configured this way, Development and IT Operations have diametrically opposed goals and incentives.

I For Marcel Proust. - The son of well-to-do parents who, whether from talent or weakness, engages in a so-called intellectual profession, as an artist or a scholar, will have a particularly difficult time with those bearing the distasteful title of colleagues. It is not merely that his independence is envied, the seriousness of his intentions mistrusted, and that he is suspected of being a secret envoy of the establishE:d powers. Such suspicions, though betraying a deepseated resentment, would usually prove well-founded. But the real resistances lie elsewhere. The occupation with things of the mind has by now itself become 'practical', a business with strict division of labour, departments and restricted entry. The man of independent means who chooses it out of repugnance for the ignominy of earning money will not be disposed to acknowledge the fact. For this he is punished. He is not a 'professional', is ranked in the competitive hierarchy as a dilettante no matter how well he knows his subject, and must, if he wants to make a career, show himself even more resolutely blinkered than the most inveterate specialist. The urge to suspend the division of labour which, within certain limits, his economic situation enables him to satisfy, is thought particularly disreputable: it betrays a disinclination to sanction the operations imposed by society, and domineering competence permits no such idiosyncrasies. The departmentalization of mind is a means of abolishing mind where it is not exercised ex officio, under contract. It performs this task all the more reliably since anyone who repudiates the division of labour - if only by taking pleasure in his work - makes himself vulnerable by its standards in ways inseparable from elements of his superiority. Thus is order ensured: some have to play the game because they cannot otherwise live, and those who could live otherwise are kept out because they do not want to play the game. It is as if the class from which independent intellectuals have defected takes its revenge, by pressing its demands home in the very domain where the deserter seeks refuge.

Since the 1970s, international businesses have flocked to the South mostly for the cheap, nonunion labor and reliable quasi-fascist government/business circle-jerk guaranteed by “our orifices are open for business” state and county officials.

According to Southwest CEO Gary Kelly, a company’s purpose should answer the question, “Why do we exist?” Kelly adds, “We exist to connect people to what’s important in their lives through friendly, reliable, and low-cost air travel.”6 Only storytelling can rally passionate people around a common purpose. Each week Kelly gives a “shout out”—public praise—to employees who have gone above and beyond to show great customer service. Each month the Southwest Spirit magazine features the story of an employee who has gone above and beyond. Southwest highlights positive behaviors through a variety of recognition programs and awards. Finally, internal corporate videos are filled with real examples and stories to help employees visualize what each step of the purpose looks and feels like.

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It is virtually impossible to make any business decision that doesn’t result in at least one IT change.

Ensure releases can always be performed during normal business hours with zero downtime.

Every company is a technology company, regardless of what business they think they’re in. A bank is just an IT company with a banking license.

Don’t think that Ether is only used within the Ethereum network. It is now actively traded in many places. It will be a matter of time before it gains more popularity and gets recognized as a bona fide currency. In fact, several banks already use it to conduct b2b transactions thereby making it an important asset to adopt. The use of smart contracts makes it extremely reliable and a hit with many businesses. Although businesses are not using it in their mainstream operations, Ethereum is slowly climbing the ranks. The value of Ethereum is on a steady rise, and mainstream recognition can help it rise further. With many developers coming up with Dapps to support Ethereum, it is only a matter of time before it reaches its full potential. It will also be easier for you and me to use it and not have to rely on traditional currency. It is not just individual developers who are working on developing the apps but also organizations and governments.

Even high-profile product and feature releases become routine by using dark launch techniques. Long before the launch date, we put all the required code for the feature into production, invisible to everyone except internal employees and small cohorts of real users, allowing us to test and evolve the feature until it achieves the desired business goal.

In 1863, as Havana continued to grow, the need for expansion prompted the removal of the city walls. The Ten Years’ War ended with a cease fire from Spain. However, it was followed by the Cuban War of Independence, which lasted from 1895 until 1898 and prompted intervention by the United States. The American occupation of Cuba lasted until 1902. After Cuban Independence came into being, another period of expansion in Havana followed, leading to the construction of beautiful apartment buildings for the new middle class and mansions for the wealthy. During the 1920’s, Cuba developed the largest middle class per total population in all of Latin America, necessitating additional accommodations and amenities in the capital city. As ships and airplanes provided reliable transportation, visitors saw Havana as a refuge from the colder cities in the North. To accommodate the tourists, luxury hotels, including the Hotel Nacional and the Habana Riviera, were built. In the 1950’s gambling and prostitution became widespread and the city became the new playground of the Americas, bringing in more income than Las Vegas. Now that Cuba senses an end to the embargo and hopes to cultivate a new relationship with the United States, construction in Havana has taken on a new sense of urgency. Expecting that Havana will once again become a tourist destination, the French construction group “Bouygues” is busy building Havana's newest luxury hotel. This past June Starwood’s mid-market Four Points Havana, became the first U.S. hotel, owned by Marriott, to open in Cuba. The historic Manzana de Gómez building which was once Cuba's first European-style shopping arcade has now been transformed into the Swiss based Manzana Kempinski, Gran Hotel, La Habana. It has now become Cuba's first new 5-Star Hotel! Spanish resort hotels dot the beaches east of Havana and China is expected to build 108,000 new hotel rooms for the largest tourist facility in the Caribbean. On the other end of the spectrum is the 14 room Hotel Terral whch has a prime spot on the Malecón.

Up-front analysis helps us identify the smallest possible piece of work that will usefully achieve a business outcome using

One of the inherent challenges with initiatives such as DevOps transformations is that they are inevitably in conflict with ongoing business operations. Part

Quality is to ensure that the business systems are reliable and run when needed and when users expect them to run, meet the needs of the business.

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This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

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a litany of old, crusty white dudes who are eleventy years old and worth two billion dollars, delivering the same tired advice that sounds great on a magnet or looks pretty written in calligraphy on social media—“Invest in yourself,” “Build a reliable network,” “Don’t be afraid to make mistakes.” It’s perfectly serviceable yet absolutely surface-level information that’s devoid of specificity and insight into what it takes to run your own business or build an empire.

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Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

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Web hosting is a critical aspect of any online business, and it's important to choose a provider that can provide reliable, fast, and secure services.

Sometimes, this human-animal love is present in our lives but not central. We may have busy lives in which our pets are just a part. Perhaps we don’t think of them as a fundamental presence, but they are there, as solid and reliable as a comfortable chair to sink into at the end of each day. Our pets bear witness to the intimate, everyday details of our daily existence, weaving and threading their own personalities into our lives and households. With them, we are home. When they are gone, we feel their absence deeply.

Site Reliability Engineering is an approach to the operation and improvement of software applications pioneered by Google to deal with their global, multi-million-user systems. If adopted in full, SRE is significantly different from IT operations of the past, due to its focus on the “error budget” (namely defining what is an acceptable amount of downtime) and the ability of SRE teams to push back on poor software.

Executives and business experts should read this book so that they can articulate their vision and the core concepts that justify the need for the solution. Techniques will allow them to do this in an expedient manner and also gain empathy toward what it takes to implement changes quickly and reliably.

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Become a Problem Seeker The best entrepreneurs are the most dissatisfied. They’re always thinking of how things can be better. Your frustrations—and the frustrations of others—are your business opportunities. Great ideas come from being a problem seeker. Analyze frustrations in your day, including the things that bother you at home, waste your time on your commute to work, or online. Here’s a list of things that bother me: What to make for breakfast that’s quick, healthy, and full of caffeine How to find a reliable house cleaner Where to go to dinner with my partner How to find my next therapist What kind of investment to make with some extra cash I received And these are just the problems I’ve encountered today. I could go on and on . . . and that’s the point! The number of things that can be better are endless—which is a gold mine for newbie entrepreneurs. The crucial first step toward entrepreneurship is to study your own unhappiness and to think of solutions (aka business opportunities) for you to sell.

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Think about it. There are some phrases that just wouldn’t appear in the English language:* ‘I chose not to be angry.’ ‘He plans to fall in love at 4.30pm tomorrow.’ ‘She decided that she was no longer to feel uneasy in his presence.’ ‘From that moment on, she determined no longer to be afraid of heights.’* ‘He decided to like spiders and snakes.’ Things like this are not under our direct control, but are rather the product of instinctive and automatic emotions. There is a good evolutionary reason why we are imbued with these strong, involuntary feelings: feelings can be inherited, whereas reasons have to be taught, which means that evolution can select for emotions much more reliably than for reasons. To ensure your survival, it is much more reliable for evolution to give you an instinctive fear of snakes at birth than relying on each generation to teach its offspring to avoid them. Things like this aren’t in our software – they are in our hardware.

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And, by deploying code in the middle of the workday, IT Operations is working during normal business hours like everyone else for the first time in decades.

deployments occur throughout the business day when everyone is already in the office and without our customers even noticing—except when they see new features and bug fixes that delight them.

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