Resource Allocation Quotes

Have you ever lost yourself in a kiss? I mean pure psychedelic inebriation. Not just lustful petting but transcendental metamorphosis when you became aware that the greatness of this being was breathing into you. Licking the sides and corners of your mouth, like sealing a thousand fleshy envelopes filled with the essence of your passionate being and then opened by the same mouth and delivered back to you, over and over again - the first kiss of the rest of your life. A kiss that confirms that the universe is aligned, that the world's greatest resource is love, and maybe even that God is a woman. With or without a belief in God, all kisses are metaphors decipherable by allocations of time, circumstance, and understanding

Economics is a study of cause-and-effect relationships in an economy. It's purpose is to discern the consequences of various ways of allocating resources which have alternative uses. It has nothing to say about philosophy or values, anymore than it has to say about music or literature.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.

Once risks are identified, they must be assessed in terms of their likelihood and potential impact. This allows the company to prioritize risks and allocate resources accordingly.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

In a permaculture economy, all capital is productive capital and all resources are efficiently utilized.

In fact, how you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Every tree in every forest is participating in investment activities….. capital allocation, energy flow, resourcefulness, utilization, leverage, information distribution, growth, value creation, and ROI…. Nature is an economy, and every tree is an investor in that economy. Sometimes I just sit in my back yard, observe, and take notes.

The pure (libertarian) socialists' ideological anticipations remain untainted by existing practice. They do not explain how the manifold functions of a revolutionary society would be organized, how external attack and internal sabotage would be thwarted, how bureaucracy would be avoided, scarce resources allocated, policy differences settled, priorities set, and production and distribution conducted. Instead, they offer vague statements about how the workers themselves will directly own and control the means of production and will arrive at their own solutions through creative struggle. No surprise then that the pure socialists support every revolution except the ones that succeed.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Nature's efficiency in resource allocation is a lesson to businesses on optimizing operations and minimizing waste.

70/20/10 became our rule for resource allocation: 70 percent of resources dedicated to the core business, 20 percent on emerging, and 10 percent on new.

No group can survive, let alone thrive, unless what is good for the overall community is more important than individual freedom. Take, for example, resource allocation. How can anyone with any intelligence possibly justify, in terms of the overall community, the accumulation and hoarding of enormous material assets by a few individuals when others do not even have food, clothing, and other essentials?” In

Companies should understand their cost structure to make informed decisions, optimize operations, and enhance profitability. This knowledge enables them to identify areas for cost reduction, pricing strategies, and resource allocation, ultimately contributing to financial sustainability and competitiveness.

The elementary and basic approach that I suggest places “the theory of markets” and not the “theory of resource allocation” at center stage. My plea is really for the adoption of a sophisticated “catallactics,”…

Just as price fluctuations allocate scarce resources which have alternative uses, price controls which limit those fluctuations reduce the incentives for individuals to limit their own use of scarce resources desired by others.

Capital allocation is about getting resources where they need to be so that they can have the opportunity to be productive. If capital isn't wisely allocated, it can't be productive. And if capital isn't productive, civilization collapses.

When we talk about capital allocation, we're talking about all kinds of capital - financial capital, social capital, biological capital, human capital, intellectual capital, etc. Capital just means resources, or things capable of producing value.

To live means to experience-through doing, feeling, thinking. Experience takes place in time, so time is the ultimate scarce resource we have. Over the years, the content of experience will determine the quality of life. Therefore one of the most essential decisions any of us can make is about how one's time is allocated or invested.

A Holistic Wealth perspective emphasizes creating budgets with purpose. Identify priorities, allocate resources and leave room for personal enjoyment. This approach fosters a healthy financial mindset, reducing the liklihood of regretting spending decisions.

The allocation of research money was a political act.

Many people today have deep moral and altruistic yearnings, but, lacking a moral vocabulary, they tend to convert moral questions into resource allocation questions.

Private property and capitalism also provide strong incentives to preserve resources for the future, whereas political resource allocation under democracy tends toward immediate gratification.

A hybrid organizational structure can bring greater awareness of intricacies and systemic value of organizational systems, processes, people dynamics, technology, and resource allocation, etc.

Companies should manage tax liabilities strategically to optimize financial resources, enhance profitability, and ensure compliance with tax laws. Effective tax management reduces the tax burden and allows companies to allocate more resources to core activities, ultimately improving their bottom line.

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

By measuring risk, we can develop coping skills, challenge our abilities, increase our strength, and allocate resources prudently. In essence, life is one constant series of risk calculations as we determine what we will do.

Companies should seek opportunities for cost reduction to improve efficiency, increase profitability, and maintain a competitive edge. Cost reduction efforts can lead to better financial health, enhanced competitiveness, and the ability to allocate resources to other critical areas of the business, fostering long-term growth and sustainability.

Marketing is the art of allocating resources—sending more power to the wheels that are getting traction, sending it away from the ones that are spinning. And investing in each strategy until the results stop working. Then find the next one!

Be patient. Changes that alter the structure of power and widen opportunity require years of hard work, as those who toiled for the Civil Rights and Voting Rights Acts, or have been working for the rights of the disabled and gays, would tell you. It took thirty years of continuous fulmination for women to get the right to vote; fifty years of agitation before employers were required to bargain with unionized workers. Those who benefit from the prevailing allocation of power and wealth don’t give up their privileged positions without a fight, and they usually have more resources at their disposal than the insurgents. Take satisfaction from small victories, but don’t be discouraged or fall into cynicism. And don’t allow yourself to burn out. I

The role of soil in natural ecosystems shares striking similarities with the role of capital in economies. Just as soil serves as the vital resource underpinning natural ecosystems, capital is the foundational resource driving economic systems. In both contexts, the effective allocation of resources, whether capital or nutrients, determines productivity, competitiveness, and overall stability.

If you think of capital allocation more broadly as resource allocation and include the deployment of human resources, you find again that Singleton had a highly differentiated approach. Specifically, he believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs.

Without a clear purpose you have no foundation on which you base decisions, allocate your time, and use your resources. You will tend to make choices based on circumstances, pressures, and your mood at that moment. People who don’t know their purpose try to do too much — and that causes stress, fatigue, and conflict.

Productivity is effectively stewarding your gifts, talents, time, energy, and enthusiasm for the good of others and the glory of God. You have limited amounts of gifting, talents, time, energy, and enthusiasm, but unlimited ways of allocating them. For this reason productivity involves making decisions about how to allocate these finite resources.

There are two basic types of resources that any CEO needs to allocate: financial and human.

Allocate your resources wisely for all men have been endowed with abilities that are more than sufficient to accomplish even the greatest of their dreams.

Despite its growing scarcity and preciousness to life, ironically, water is also man’s most misgoverned, inefficiently allocated and profligately wasted natural resource.

Twelve chapters later, I’ve learned how our brains control many aspects of our physiology, including the tools that the body has available—from hormones and natural painkillers to the weapons of the immune system—to ease symptoms and fight disease. Instead of responding purely to physical circumstances, I’ve seen how the brain uses our perception of our environment, including memories of the past and predictions about the future, to decide how best to allocate its resources. These processes can have an effect within seconds, or they can influence our physiology for years to come.

Mission is about what will be achieved, vision is about why people should feel motivated to perform at a high level, and strategy is about how resources should be allocated and decisions made to accomplish the mission.

Political bodies endlessly debate the pros and cons of every action that will improve the lives of the weak and the oppressed. The resulting legislation is usually a watered down version of charitable actions directed at uplifting the poor. Any government invariably tailors its allocation of resources and alignment of power to protect the pocketbooks of the wealthy and powerful. Consequently, the true benefactors of any government’s socioeconomic programs are prominent people and rich corporations. Thomas Jefferson said, ‘I predict future happiness for Americans, if they can prevent the government from wasting the labors of the people under the pretense of taking care of them.

Climate change portends a revolution in the relationship between nature and civilization, but this is not a revolution in the more efficient allocation of global resources in the program of endless growth. It is a revolution of love. It is to know the forests as sacred again, and the mangroves and the rivers, the mountains and the reefs, each and every one. It is to love them for their own beingness, and not merely to protect them because of their climate benefits.

Budgets and plans have three purposes: (1) Set goals, (2) make forecasts, and (3) allocate resources. It would seem efficient to use a single plan to accomplish all three purposes, but in fact, combining the purposes compromises all of them.

[Mood allocates] investments of time, effort, resources, and risk taking to maximize Darwinian fitness in situations of varying propitiousness. High and low moods adjust cognition and behavior to cope with propitious and unpropitious situations.

The transition to virtual machines (optimizing the allocation of processing cycles) and to cloud computing (optimizing storage allocation) marks the beginning of a transformation into a landscape where otherwise wasted resources are being put to use.

stronger education leads to stronger technological innovation, which leads to increased productivity and increased shares of trade, greater wealth, more military power, and eventually the establishment of a reserve currency. Further, having strong leaders, a population that is well-educated and civil with each other, a system that efficiently allocates capital and other resources, access to natural resources, and favorable geography all help a lot, and when they decline, they tend to decline together.

Your society, at least what I have observed of it, seems not to understand the fundamental inconsistency between individual freedom and the common welfare. The two must be carefully balanced. No group can survive, let alone thrive, unless what is good for the overall community is more important than individual freedom. Take, for example, resource allocation. How can anyone with any intelligence possibly justify, in terms of the overall community, the accumulation and hoarding of enormous material assets by a few individuals when others do not even have food, clothing, and other essentials?

In the fleeting window of just 24 hours, humanity has witnessed the pinnacle of greatness. Time, the ultimate arbiter of our existence, holds within it the potential for unparalleled achievement. The only obstacle standing in the way of your own greatness lies in the manner in which you choose to allocate this most precious resource.

TB in the twenty-first century is not really caused by a bacteria that we know how to kill. TB in the twenty-first century is really caused by those social determinants of health, which at their core are about human-built systems for extracting and allocating resources. The real cause of contemporary tuberculosis, is for lack of a better term, us.

You can talk all you want about having a strategy for your life, understanding motivation, and balancing aspirations with unanticipated opportunities. But ultimately, this means nothing if you do not align those with where you actually expend your time, money, and energy. In other words, how you allocate resources is where the rubber meets the road.

Most of the institutions that come in to offer help after disaster don't have the resources to provide concrete help. . . . Donor communities invest billions funding peace talks and disarmament. Then they stop. The most important part of postwar help is missing: providing basic social services to people. Not having those resources might have been a reason men went to war in the first place; they crossed a border and joined an armed group because they didn't have jobs. In Liberia right now, there are hundreds of thousands of unemployed young people, and they're ready-made mercenaries for wars in West Africa. You'd think the international community would be sensible enough to know they should work to change this. But they aren't.

The major part of the meeting had been devoted to allocating resources to the various investigative tasks, the first of which was to get almost everyone on the job of identifying the dead girl. The dead girl. Fabel was steadfastly committed to uncovering her identity, but it was that moment he dreaded most: when the body became a person and the case number became a name.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

The economic approach is both broader and simpler than that. It relies on data, rather than hunch or ideology, to understand how the world works, to learn how incentives succeed (or fail), how resources get allocated, and what sort of obstacles prevent people from getting those resources, whether they are concrete (like food and transportation) or more aspirational (like education and love).

Phaethon asked: “Do you think there is something wrong with the Sophotechs? We are Manorials, father! We let Rhadamanthus control our finances and property, umpire our disputes, teach our children, design our thoughtscapes, and even play matchmaker to find us wives and husbands!” “Son, the Sophotechs may be sufficient to advise the Parliament on laws and rules. Laws are a matter of logic and common sense. Specially designed human-thinking versions, like Rhadamanthus, can tell us how to fulfill our desires and balance our account books. Those are questions of strategy, of efficient allocation of resources and time. But the Sophotechs, they cannot choose our desires for us. They cannot guide our culture, our values, our tastes. That is a question of the spirit.” “Then what would you have us do? Would you change our laws?” “Our mores, not our laws. There are many things which are repugnant, deadly to the spirit, and self-destructive, but which law should not forbid. Addiction, self-delusion, self-destruction, slander, perversion, love of ugliness. How can we discourage such things without the use of force? It was in response to this need that the College of Hortators evolved. Peacefully, by means of boycotts, public protests, denouncements, and shunnings, our society can maintain her sanity against the dangers to our spirit, to our humanity, to which such unboundried liberty, and such potent technology, exposes us.” (...) But Phaethon certainly did not want to hear a lecture, not today. “Why are you telling me all this? What is the point?” “Phaethon, I will let you pass through those doors, and, once through, you will have at your command all the powers and perquisites I myself possess. The point of my story is simple. The paradox of liberty of which you spoke before applies to our entire society. We cannot be free without being free to harm ourselves. Advances in technology can remove physical dangers from our lives, but, when they do, the spiritual dangers increase. By spiritual danger I mean a danger to your integrity, your decency, your sense of life. Against those dangers I warn you; you can be invulnerable, if you choose, because no spiritual danger can conquer you without your own consent. But, once they have your consent, those dangers are all-powerful, because no outside force can come to your aid. Spiritual dangers are always faced alone. It is for this reason that the Silver-Gray School was formed; it is for this reason that we practice the exercise of self-discipline. Once you pass those doors, my son, you will be one of us, and there will be nothing to restrain you from corruption and self-destruction except yourself. “You have a bright and fiery soul, Phaethon, a power to do great things; but I fear you may one day unleash such a tempest of fire that you may consume yourself, and all the world around you.

Price controls and the direct allocation of resources by political institutions require much more explicit knowledge on the part of a small number of planners than a market economy requires so that it can be coordinated by prices to which millions of dollars respond. people based on first-hand knowledge of their own circumstances and preferences, and the relatively low prices that each individual must handle.

As far back as 1922, Ludwig von Mises wrote a 500-page treatise predicting that socialism would not work. Socialist theorists, he wrote, had failed to recognize basic economic realities that would eventually bankrupt the future they were creating. These included the indispensability of markets for allocating resources, and of private property for providing the incentives that drive the engines of social wealth.

Strategic direction encompasses mission, vision, and strategy. Mission is about what will be achieved, vision is about why people should feel motivated to perform at a high level, and strategy is about how resources should be allocated and decisions made to accomplish the mission. If you keep in mind the what, the why, and the how, you won’t get lost in debates about what a mission is, what a vision is, and what a strategy is.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

contrary to conventional leadership in which the leader’s focus is on himself and what he can accomplish and achieve. Rather, the focus is on those being served. Servant leaders do many of the same things other leaders do—cast vision, build teams, allocate resources, and so on. The big difference is their orientation and their motivation; these make all the difference in the world. They possess an others-first mindset. The servant leader constantly works to help others win.

If all markets could be made perfect, and all human beings made rational, then more financial contracts, more trading, more liquidity, and more price discovery would indeed bring us closer to an efficient competitive equilibrium in which all resources would be allocated as efficiently as possible. But in the real world of inherently imperfect markets, imperfect information, and of human beings part rational and part not, market completion and increased liquidity can have negative effects.

Perhaps the most widely read piece of research that McKinsey has published in the past decade showed that companies that rapidly re-allocate capital to new growth businesses outperform those that take a steady-state approach.21 Yet, the social side of strategy is such that companies still tend to take what is known as a “peanut butter” approach—spreading a thin layer of resources smoothly across the whole enterprise, even though it’s clear that opportunities are far greater in some areas than in others.

We have commoditized wellness & creativity, and so gay men are up against these much larger contexts that aren't particularly conducive to the strongest, healthiest, most holistic approaches. Access to basic healthcare, and a healthcare system that is not homophobic and that is responsive to the needs of gay men, would radically change the pressures and therefore the opoprtunities for those of us who work primarily within the HIV/AIDS sector of healthcare, whether in research, programming and cultural production, or advocacy. Similarly with the arts: if we had sufficient and adequate funding for community-based arts programming--of all kinds, not just related to gay men and HIV--then it wouldn't seem so shocking and misappropriated to allocate some of those funds for gay men to tell their stories. So it's in this larger, structural context that we gt forced into very painful conversations about prioritizing of funding, or what's most important, and it's always a reductive conversation because of limited resources. --Patrick "Pato" Hebert

However, the typical representation of an investor is someone who mostly looks at prices when planning his or her actions; price-only investors tend to underperform value investors. Effective investors, on the other hand, think like businesspeople, allocating capital within the firm to projects with high expected returns. Allocators—individuals making calculated capital allocations to projects or firms—play a vital role in growing the economy for us all by directing resources to the most effective value-creating organizations. We would all be better off if more investors thought like allocators.

First, as I showed in Chapter 5, the term “cultural Marxism” refers to a particular Marxist theory and strategy inaugurated by Antonio Gramsci – working to establish “cultural hegemony” in order to effect socialist revolution. Second, the substitution of special identity groups advocated for by social justice activists for the working class championed by Marxists does not lead to an identical or nearly identical politics. With the working class as a lever, Marxism proposes to overcome its nemesis – the capitalist class, which maintains the class system, including a class-based system of production and resource allocation. Social justice, on the other hand, aims at little more than debunking particular identity groups from atop a putative social hierarchy, knocking them from their supposed positions of totemic privilege, and replacing them with members of supposedly subordinated groups. Third, in Chapter 5, I told why Marxism and postmodernism can’t be equated. I’ll restate it here. While postmodern theory is anti-capitalist, it not only rejects capitalism but also other “totalizing” systems, or “meta-narratives,” including even the major system proposed to counter capitalism – Marxism itself.

Selection shapes brains that maximize the number of offspring who survive to reproduce themselves. This is very different from maximizing health or longevity. It is also different from maximizing matings. That is why organisms do things other than having sex. Especially humans. Having the most offspring requires allocating plenty of thought and action to getting resources other than mates and matings, especially social resources, such as friends and status. Everyone else is doing the same thing, creating constant conflict, cooperation, and vast social complexity whose comprehension requires a huge brain.

study of thirty thousand elderly people in fifty-two countries found that switching to an overall healthy lifestyle—eating a diet rich in fruits and vegetables, not smoking, exercising moderately, and not drinking too much alcohol—lowered heart disease rates by approximately 50 percent.14 Reducing exposure to carcinogens, such as tobacco and sodium nitrite, have been shown to decrease the incidence of lung and stomach cancers, and it is likely (more evidence is needed) that lowering exposures to other known carcinogens, such as benzene and formaldehyde, will reduce the incidence of other cancers. Prevention really is the most powerful medicine, but we as a species consistently lack the political or psychological will to act preventively in our own best interests. It is worthwhile to ask to what extent efforts to treat the symptoms of common mismatch diseases have the effect of promoting dysevolution by taking attention and resources away from prevention. On an individual level, am I more likely to eat unhealthy foods and exercise insufficiently if I know I’ll have access to medical care to treat the symptoms of the diseases these choices cause many years later? More broadly within our society, is the money we allocate to treating diseases coming at the expense of money to prevent them?

Israeli authorities also maintain primary control over water resources in the West Bank and allocate water in a discriminatory fashion to Palestinians. [...] Military orders established in the first 18 months of the occupation in 1967 and 1968 granted the army full authority over water-related issues in the West Bank, declared water resources state property, and barred Palestinians from establishing or using water installations without a permit. In 1982, Israeli authorities transferred ownership of water resources and supply from the Civil Administration to the national Israeli water company, Mekorot, while continuing to vest the Civil Administration with regulatory control.

I have not attempted to cover all aspects of the ethics of in vitro fertilization and embryo experimentation. To do that, it would be necessary to investigate several other issues, including the appropriateness of allocating scarce medical resources to this area at a time when the world has a serious problem of overpopulation. Further uses of IVF, such as donating or selling embryos to others, employing a surrogate to bear the child, using IVF to enable older women to have children (in 2008, a 70-year-old Indian woman used the technique to become the oldest woman reliably recorded as having had a child), or selecting from among a number of embryos for the one that meets some criteria of genetic desirability, raise separate ethical issues.

Abundance and scarcity In a society where value is created by the manufacture of goods or the allocation of limited resources, it’s not a surprise that organizations seek scarcity. We hesitate to share, because if I give you this, then I don’t have it any more. We erect barriers and create rules to make it difficult for some people to have access to these limited resources. While we don’t set out to become miserly, it’s an economic instinct, because what’s yours is no long mine. Even though we give lip service to sharing when kids show up for kindergarten classes, most of school is organized around the same ideas. We rank students, we cut players from the roster, we grade on a curve. Success, we teach, is scarce. Our new economy, though, is based on abundance, the abundance that comes from ideas and access. If I benefit when everyone knows my idea, then the more people I give the idea to, the better we all do. If I benefit when I earn a reputation leading, connecting and creating positive change, then I’ll benefit if I can offer these insights to anyone who can benefit from them. With an abundance mindset, we intentionally create goods that can be shared. It’s not based on our traditional factory-based economy, but it works now (in fact, it’s just about all that works)… engaging with the mesh, building communities that benefit from sharing resources instead of destroying them is a strategy that scales. With an abundance mindset, we create ideas and services that do better when people share.

Keeping a population growing was best served by creating conditions in which as many women as possible were having as many babies as they could, raising those children to be useful to the state as future breeders, workers, and warriors. Ancient Mesopotamian cities became concerned with taking censuses – including gender as a category alongside age and location – so they could measure their human resources and collect taxes more efficiently. Categories were needed for hierarchies to function, for leaders to know how many people they had, and how to allocate work and rations between them. People had to be given social codes to follow so the state would keep ticking over efficiently without falling apart. In many ways it was like a machine: every part designed for a particular function.

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

There is an optimum rate of discounting the future—mathematically, an optimum interest rate—which depends on how long you expect to live, how likely you will get back what you saved, how long you can stretch out the value of a resource, and how much you would enjoy it at different points in your life (for example, when you’re vigorous or frail). “Eat, drink, and be merry, for tomorrow we die” is a completely rational allocation if we are sure we are going to die tomorrow. What is not rational is to eat and drink as if there’s no tomorrow when there really is a tomorrow. To be overly self-indulgent, to lack self-control, is to devalue our future selves too much, or equivalently, to demand too high an interest rate before we deprive our current selves for the benefit of our future selves. No plausible interest rate would make the pleasure in smoking for a twenty-year-old self outweigh the pain of cancer for her fifty-year-old self.

More specifically, this book will try to establish the following points. First, there are not two great liberal social and political systems but three. One is democracy—political liberalism—by which we decide who is entitled to use force; another is capitalism—economic liberalism—by which we decide how to allocate resources. The third is liberal science, by which we decide who is right. Second, the third system has been astoundingly successful, not merely as a producer of technology but also, far more important, as a peacemaker and builder of social bridges. Its great advantages as a social system for raising and settling differences of opinion are inherent, not incidental. However, its disadvantages—it causes pain and suffering, it creates legions of losers and outsiders, it is disorienting and unsettling, it allows and even thrives on prejudice and bias—are also inherent. And today it is once again under attack. Third, the attackers seek to undermine the two social rules which make liberal science possible. (I’ll outline them in the next chapter and elaborate them in the rest of the book.) For the system to function, people must try to follow those rules even if they would prefer not to. Unfortunately, many people are forgetting them, ignoring them, or carving out exemptions. That trend must be fought, because, fourth, the alternatives to liberal science lead straight to authoritarianism. And intellectual authoritarianism, although once the province of the religious and the political right in America, is now flourishing among the secular and the political left. Fifth, behind the new authoritarian push are three idealistic impulses: Fundamentalists want to protect the truth. Egalitarians want to help the oppressed and let in the excluded. Humanitarians want to stop verbal violence and the pain it causes. The three impulses are now working in concert. Sixth, fundamentalism, properly understood, is not about religion. It is about the inability to seriously entertain the possibility that one might be wrong. In individuals such fundamentalism is natural and, within reason, desirable. But when it becomes the foundation for an intellectual system, it is inherently a threat to freedom of thought. Seventh, there is no way to advance knowledge peacefully and productively by adhering to the principles advocated by egalitarians and humanitarians. Their principles are poisonous to liberal science and ultimately to peace and freedom. Eighth, no social principle in the world is more foolish and dangerous than the rapidly rising notion that hurtful words and ideas are a form of violence or torture (e.g., “harassment”) and that their perpetrators should be treated accordingly. That notion leads to the criminalization of criticism and the empowerment of authorities to regulate it. The new sensitivity is the old authoritarianism in disguise, and it is just as noxious.

The conventional understanding of meritocracy is that it is a system for awarding or allocating scarce resources to those who most deserve them. The idea behind meritocracy is that people should achieve status or realize the promise of upward mobility based on their individual talent or individual effort. It is conceived as a repudiation of systems like aristocracy where individuals inherit their social status. I am arguing that many of the criteria we associate with individual talent and effort do not measure the individual in isolation but rather parallel the phenomena associated with aristocracy; what we're calling individual talent is actually a function of that individual's social position or opportunities gained by virtue of family and ancestry. So, although the system we call "meritocracy" is presumed to be more democratic and egalitarian than aristocracy, it is in fact reproducing that which it was intended to dislodge. Michael Young, a British sociologist, created the term in 1958 when he wrote a science fiction novel called The Rise of Meritocracy. The book was a satire in which he depicted a society where people in power could legitimate their status using "merit" as the justificatory terminology and in which others could be determined not simply to have been poor or left out but to be deservingly disenfranchised.

But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

A consociational democracy exists when the class interests of the ruling elite in preserving a unitary multi-ethnic state prevail over countervailing interests to break the state down into ethnic components. The consociational democracy is a special case of bourgeois democracy, a state run by a capitalist technocratic, bureaucratic elite supposedly representative institutions elected officials and other paraphenalia of parliamentarism. In a plural society however, where primordial attachments to ethnic collectivities compete with class affiliation, the illusion of democracy can only be maintained if the elite itself is multi-ethnic and in proportion approximating those of constituent ethnes in the general population. If that condition is not met, then the political system is perceived by the under-represented group as undemocratic, dominated by the over-represented group or groups. Proportionality at the elite level is thus a key feature of consociational democracies, for it is true proportionality that preserve the democratic fiction of representativeness and thus its own legitimacy. If one accepts the principle of ethnic representation, then the ethnicity of a member of the ruling class contains a validation of the right to rule. An essential corollary of the ethnic proportionality of such systems is the muting of class conflicts to the extent that ethnic sentiments are politicized, class consciousness is lowered. If the main line of cleavage in a society is ethnicity or some feature of it like religion or language. If the political game is seen primarily as an ethnic balancing act and the allocation of scarce resources, if there are no glaring disparities in ethnic representation at various class levels, it follows that the significance of class cleavages within each ethne is correspondingly decreased. Under such circumstances, the class interests of the multi-ethnic elite are best served by a system. The more politicized ethnicity becomes, the ethnicized the polity, the more attention is deflected from class conflicts and re-directed.

Managing is allocating people and resources. Put the right people in the right job, give them what they need, and then get out of the way

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

Strategic Planning Today: A Six-Step Process  The strategic planning process offers incredible benefits if we pursue it correctly. The following six steps constitute one version of the process: mission, objective, situation analysis, strategy formulation, strategy implementation, and control.  The first step in the process is to define your mission; as we saw at the beginning of this lecture, this is the core that guides you. Your mission is what you look to in setting your objectives.  The objectives established in the second step are chosen based on some notion of wanting to fulfill your mission. They should be clear, concise, achievable, and in some sense, measurable.  The third step, the environmental scan, is pivotal for most firms, and it is the most involved. Look at both the external and internal environments in which your firm functions. On a personal level, evaluate the external factors that impinge on you with respect to your objectives.  The fourth step is the actual formulation of strategy. Decide what you will actually do to get from where you are to where you want to be. Allocate resources and connect your management decisions with the people who will implement the plan.  The fifth step is implementation of strategy, and here is where many companies fail because they do not follow the military dictum to “supervise and refine.” This means not to simply issue orders and assume that they’ll be carried out.  The sixth step, control, involves developing a control mechanism to evaluate whether or not the plan is working. When the control or monitoring system tells you that something is amiss in your strategy, you can then circle back to your environmental scan to discover whether the relevant environmental factors have changed.

As described in the literature and experienced in practice, governance is a multi-dimensional concept, encompassing elements of organizational stewardship, accountability, risk management, compliance, control, propriety, functional oversight, resource allocation and capability. It tends to be defined from one of two perspectives: functionally, in terms of what governance does (e.g., assigning and administering decision rights, responsibilities and accountabilities) or; structurally, in terms of what it looks like (a framework of interrelated boards, councils, and committees). This paper argues that both perspectives are necessary for a balanced representation of governance. Furthermore, the two approaches are brought together in a metamanagement perspective of governance, outlined in the next section. In preparation, this section considers eight issues that can influence how governance is viewed.

Conscious parts of the brain train other parts of the neural machinery, establishing the goals and allocating the resources.

Bob Woodward’s 1994 book, The Agenda, is a blow-by-blow account of the first eighteen months of the Clinton White House, most of it focused on creating the Clinton budget, with the single largest block of the president’s time devoted to deep contemplation and arguments about how to allocate resources. In Trump’s case, this sort of close and continuous engagement was inconceivable; budgeting was simply too small-bore for him. “The first couple of times when I went to the White House, someone had to say, This is Mick Mulvaney, he’s the budget director,” said Mulvaney. And in Mulvaney’s telling Trump was too scattershot to ever be of much help, tending to interrupt planning with random questions that seem to have come from someone’s recent lobbying or by some burst of free association. If Trump cared about something, he usually already had a fixed view based on limited information. If he didn’t care, he had no view and no information. Hence, the Trump budget team was also largely forced to return to Trump’s speeches when searching for the general policy themes they could then fasten into a budget program.

the deliberate strategy process often becomes a subsequent impediment to a company’s efforts to launch new waves of successful disruptive growth. This happens in two ways. First, the filters in the resource allocation process of successful companies become so well attuned to the successful strategy that they filter out all but the initiatives that sustain the existing business—causing them to ignore the disruptive innovations that create the next waves of growth. Just as important, once deliberate strategy processes have become embedded within organizations, they find it difficult to employ emergent processes again when launching new businesses.

Commencing and concluding any writing project entails making certain compromises. A person must put off attending to other projects in order to devote him or herself to taking on an extensive writing project. The allocation of a writer’s limited resources of time requires choosing how much time to devote to any manuscript. One must stop working on a manuscript before it meets all the writer’s hopeful expectations.

Allowing people to make their own decisions via markets is the best way for a society to efficiently use its resources. When the state or a narrow elite controls all these resources instead, neither the right incentives will be created nor will there be an efficient allocation of the skills and talents of people.

THE SOVIET UNION was able to generate rapid growth even under extractive institutions because the Bolsheviks built a powerful centralized state and used it to allocate resources toward industry.

Maternal mortality is an injustice that is tolerated only because its victims are poor, rural women. The best argument to stop it, however, isn’t economic but ethical. What was horrifying about Prudence’s death was not that the hospital allocated its resources poorly, but that it neglected a human being in its care.

Economic independence belongs to those with the willingness to allocate time, money, energy, and cognitive resources to achieve financial goals.

It’s worth noting, incidentally, that most private corporations are fantastically inefficient, although their inefficiency is disguised by collusion with the government: Contrary to their claims of efficiency, most large corporations…spend an inordinate portion of society’s resources on advertising, executive perks and salaries, transportation and communications to far-flung corporate empires, and lobbying expenses. Most depend for their profits and survival on a complex regime of public subsidies, exemptions, and externalized costs, including the indirect subsidies they gain when allowed to pay less than a living wage, maintain substandard working conditions, market hazardous products, dump untreated wastes into the environment, and extract natural resources from public lands at below-market prices. Ralph Estes…estimates that in 1994 corporations extracted more than $2.6 trillion a year in such subsidies in the United States alone—roughly five times their reported profits… It is one of the basic principles of efficient market function that the full costs of a product or service be borne by the seller and passed on to the buyer. Yet many corporations would be forced to close their doors or restructure if they had to bear the true full costs of their operations.123 Americans sometimes think of large size almost as an end in itself, or at least as necessary for economic efficiency. But this is not always the case. In some industries, economies of scale do exist. But large size tends to entail bureaucratic inefficiencies, environmental destruction, allocative inequalities, political corruption, in general significant negative externalities.124

WaterLess Urinal Swachh Bharat Abhiyan (Clean India Mission) accelerate sanitation coverage in rural and urban areas. Stakeholders and people from all sections of society have welcomed it as a major step to achieve a healthy and hygienic environment for the citizens of India. This is retrofit waterless urinal technology that gets fitted at base of urinal bowl. It consists of an inlet and outlet cartridge through which urine passes and seals the outlet once the urine is drained out. The technology converts conventional urinal into waterless urinal. No need to remove the old urinal bowl. Advantages:- Waterless urinals do not require a constant source of water Can be built and repaired with locally available materials Low capital and operating costs Waterless urinals produce fewer odours than urinals with water flush and also have no problems with urinal cakes (odour and urinal cakes occur when urine is mixed with water) Waterless urinals contribute to water saving at the greatest possible degree Waterless urinals allow the pure and undiluted collection of urine for reuse, e.g. as fertilizer in urban farming (after appropriate treatment, e.g. storage) and can contribute to closed loop economy, or for effective anaerobic treatment by e.g. an anaerobic ammonium oxidation (anamox) reactor Surface water and aquifers are protected from nutrients and pharmaceuticals if the urine is collected separately Special Feature :- One time fitment Hygienic - Dry restroom prevents bacteria cultivation No Flushing Allocation of transport resources, including the management and regulation of existing transportation activities. No Consumables Waterless and Odorless No Recurring Costs Longer Shelf Life Low & Easy Maintenance Just wipe and clean Structural Feature :- Thin-walled lighted weight Low porosity Ease of transportation Modular Design Flexible in design Minimal surface cracking

We do not believe in emperors or queens or free markets or even the dictatorship of the proletariat. We believe in a world where people are equal in dignity, not contempt, and where resources—which under Capital are distributed through the quasi-randomness of a market operating blindly with respect to things which cannot easily be measured—are allocated in a sane fashion by the State.

Most businesses hustle to create revenue, pay out their various expenses, and with any luck, there’s a little profit left over for the owners.  Here’s what you’re probably learning in business school: Revenue minus expenses equals profits.  Sounds sensible, right?”  He paused for the group of nodding heads.  “Well, it’s not!  It is completely backwards.  It should be taught:  Revenue minus PROFITS equal expenses.” Our chaperoning professors did their best to hide their cloudy faces, but it was clear Mr. X didn’t mind offending them.  “Don’t wait to see if there’s anything left over for a profit.  By carving out a margin before you address expenses, you create a constraint on the resources available.  This constraint unlocks your creativity to meet customers’ needs, streamline operations, and only spend money on that which truly generates value.  There’s no room left for fluff and bloat.  Difficult decisions on how you should run your business become obvious. No longer fat, dumb and happy, maybe you make that extra sales call or hold off on that unnecessary expense.  Business is very competitive, and the difference between the Hall of Fame and the graveyard can be remarkably thin.  Everyone says they want to run a tight ship, but the best way to harness your entrepreneurial verve is to tie your own hands to the yarak mast.  It will turn all of your business SHOULDS into business MUSTS.  I’ve spent a lot of time finding different places to apply the idea of yarak, and it never ceases to amaze me how helpful it is.  So that’s my eighty-twenty secret.  Shh… don’t tell anyone,” he whispered.

So what should we do with this information? One simple, fairly uncontroversial idea: we can utilize the area-level data to allocate resources. If a city has a huge rise in suicide-related searches, we can up the suicide awareness in this city. The city government or nonprofits might run commercials explaining where people can get help, for example. Similarly, if a city has a huge rise in searches for “kill Muslims,” police departments might be wise to change how they patrol the streets. They might dispatch more officers to protect the local mosque, for example.

There can be a reserve demand for a depletable resource, just as there is speculative reserve demand for any other stock of goods on the market. This speculation is not simple wickedness, however; it has a definite function, namely, that of allocating the scarce depletable resource to those uses at those times when consumer demand for them will be greatest. The speculator, waiting to use the resources until a future date, benefits consumers by shifting their use to a time when they will be more in demand than at present.

This principle is called Resource Allocation Is Initialization (RAII).