Resource Optimization Quotes

Fame is fun, money is useful, celebrity can be exciting, but finally life is about optimal well-being and how we achieve that in dominator culture, in a greedy culture, in a culture that uses so much of the world’s resources. How do men and women, boys and girls, live lives of compassion, justice and love? And I think that’s the visionary challenge for feminism and all other progressive movements for social change.

Whether we accept it or not, this will likely be the century that determines what the optimal human population is for our planet. It will come about in one of two ways: Either we decide to manage our own numbers, to avoid a collision of every line on civilization's graph - or nature will do it for us, in the form of famines, thirst, climate chaos, crashing ecosystems, opportunistic disease, and wars over dwindling resources that finally cut us down to size.

We're living among infinite possibilities. And the prevalent philosophies of post-modernist pessimism that come out of the universities are really a major tragedy. The opportunities for progress and change… are absolutely tremendous. Anybody who tells you that we're running out of resources or in a terrible mess--they are idiots. We can't run out of resources. Resources exist when the human mind sees how to use something. To say we are running out of resources is like saying we are running out of brain cells.

A wise man is someone who knows how to convert obstacles into resources.

They will also tell you how far along we are along the depletion curve; the optimists among them will even claim that there is nothing to worry about, because we have two or three decades of production left at the current level. It is to be expected that we will run out of fossil fuels before we run out of optimists, who are, along with fools and madmen, a renewable resource.

When you care deeply about someone or something, repairs are worth your investment of time, energy, effort, heart, and resources. Whether it is to repair a broken trust or a damaged relationship, take the initiative to make it right and make it better.

Nesse’s research focuses on the evolutionary origins of depression. Why does depression exist at all? If it’s stayed in our gene pool for so long, he argues, there must be some evolutionary benefit. Nesse believes that depression may be an adaptive mechanism meant to prevent us from falling victim to blind optimism—and squandering resources on the wrong goals.11 It’s to our evolutionary advantage not to waste time and energy on goals we can’t realistically achieve. And so when we have no clear way to make productive progress, our neurological systems default to a state of low energy...

Discoveries, like resources, may well be infinite: the more we discover, the more we are able to discover.

The tremendous leisure industry that has arisen in the last few generations has been designed to help fill free time with enjoyable experiences. Nevertheless, instead of using our physical and mental resources to experience flow, most of us spend many hours each week watching celebrated athletes playing in enormous stadiums. Instead of making music, we listen to platinum records cut by millionaire musicians. Instead of making art, we go to admire paintings that brought in the highest bids at the latest auction. We do not run risks acting on our beliefs, but occupy hours each day watching actors who pretend to have adventures, engaged in mock-meaningful action.

But one’s daily routine is also a choice, or a whole series of choices. In the right hands, it can be a finely calibrated mechanism for taking advantage of a range of limited resources: time (the most limited resource of all) as well as willpower, self-discipline, optimism. A solid routine fosters a well-worn groove for one’s mental energies and helps stave off the tyranny of moods.

Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.

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

You need slack to enable continuous improvement. In order to have slack, you must have an unbalanced value stream with a bottleneck resource. Optimizing for utilization is not desirable.

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.

When a woman understands the uniqueness of the female brain—how to care for it, how to make the most of its strengths, how to overcome its challenges, how to fall in love with it, and ultimately, how to unleash its full power—there is no stopping her. In her personal development, at work, and in her relationships, she can bring the best of herself to her family, her community, and her planet. By contrast, a woman who is not caring optimally for her brain, who is not giving it the full range of nutrients, exercise, sleep, and emotional support that it needs, is squandering her most valuable resource. If you are not taking good care of your brain, you are at a significantly higher risk of brain fog, memory problems, low energy, distractibility, poor decisions, obesity, heart disease, cancer, and diabetes.

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.

In fact, certain foods and lifestyle practices can unlock immense self-regenerative energetic resources within your cells, optimizing DNA expression and making them more important in affecting your health than any other single factor.

A life lived well, or poorly, uses our resources to such an extent that it can weaken many areas which were once strong. Simply from wear and tear, we may tire and need to be re-fortified. Seek ways to re-strengthen so that you may perform at higher levels and increase your endurance to enjoy a life you love.

Progress, The Progress Paradox, Infinite Progress, The Infinite Resource, The Rational Optimist, The Case for Rational Optimism, Utopia for Realists, Mass Flourishing, Abundance, The Improving State of the World, Getting Better, The End of Doom, The Moral Arc, The Big Ratchet, The Great Escape, The Great Surge, The Great Convergence.

even an ideal set of trade-offs must—and should—leave a whole spectrum of unmet needs, because the cost of wiping out the last vestige of any problem is leaving other problems in more dire condition. In short, trade-offs must be incremental rather than categorical, if limited resources are to produce optimal results in any social system as a whole.

Leisure that uses up external resources, however, often requires less attention, and as a consequence it generally provides less memorable rewards.

In San Francisco one felt the spirit of optimism and enterprise. Los Angeles, on the other hand, was an ugly city, hot and oppressive, and the people looked sallow and anaemic. It was a much warmer climate but had not the freshness of San Francisco; nature has endowed the north of California with resources that will endure and flourish when Hollywood has disappeared into the prehistoric tar-pits of Wilshire Boulevard.

It is noted that from 1967 to 1995 essays on negative emotions far outnumbered those on positive emotions in the psychological literature. The ratio was 21:1. Even those supreme perpetrators of pop nihilism, The New York Times and The Washington Post, have a better ratio than psychological literature. They average 12 negative stories to every one that might be construed to be non-negative. Many of their non-negative stories, however, cover success in sports and entertainment. I demand that the purveyors of despair who pretend to be dispassionate observes of the human condition go ahead and disclose that the 10 most beautiful words in the English languages are chimes, dawn, golden, hush, lullaby, luminous, melody, mist, murmuring, and tranquil; that Java sparrows prefer the music of Back over that of Schoenberg; that math experts have determined there are 1/96 trillion ways to lace up your shoes; that the Inuit term for making love is translated as ‘laughing together in bed;' and that according to Buckminster Fuller, “pollution is nothing but resources we’re not harvesting.

Adding more people causes problems. But people are also the means to solve these problems. The main fuel to speed the world’s progress is our stock of knowledge; the brakes are our lack of imagination and unsound social regulations of these activities. The ultimate resource is people—especially skilled, spirited, and hopeful young people endowed with liberty—who will exert their wills and imaginations for their own benefits, and so inevitably they will benefit the rest of us as well.

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.

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

your task is to find the most cost-effective way to deploy your resources—the key to optimizing all types of productive work. Bear in mind that in this and in other such situations there is a right answer, the one that can give you the best delivery time and product quality at the lowest possible cost.

SO, WHERE DOES this leave us? If we can’t rely on the market forces of supply and demand to set optimal market prices, and we can’t count on free-market mechanisms to help us maximize our utility, then we may need to look elsewhere. This is especially the case with society’s essentials, such as health care, medicine, water, electricity, education, and other critical resources. If you accept the premise that market forces and free markets will not always regulate the market for the best, then you may find yourself among those who believe that the government (we hope a reasonable and thoughtful government) must play a larger role in regulating some market activities, even if this limits free enterprise. Yes, a free market based on supply, demand, and no friction would be the ideal if we were truly rational. Yet when we are not rational but irrational, policies should take this important factor into account.

Some people contend that there are no new ideas and everything under the sun has already been created. Thankfully, innovation and regeneration continue to prove otherwise. New and amazing innovations are born every day from the regeneration of ideas and creativity. How can you create something brand new using your current resources?

Work takes a long time to complete because it sits in queues waiting for stuff to happen. It's not unusual for wait times to be more than 80% of the total time. Many organizations are blind to the queue problem. They tend to focus on resource efficiency instead of applying systems thinking to improve the efficiency of the whole system, end to end.

What we found was that when people were pursuing leisure activities that were expensive in terms of the outside resources required—activities that demanded expensive equipment, or electricity, or other forms of energy measured in BTUs, such as power boating, driving, or watching television—they were significantly less happy than when involved in inexpensive leisure. People were happiest when they were just talking to one another, when they gardened, knitted, or were involved in a hobby; all of these activities require few material resources, but they demand a relatively high investment of psychic energy. Leisure that uses up external resources, however, often requires less attention, and as a consequence it generally provides less memorable rewards.

We're living in a world in which we're all survived, targeted, herded, and indoctrinated to an unprecedented degree. Our fallen, debased state is ghastly. Our bodies have been transformed into profit-optimized enterprise zones, our minds have been hacked and neutered, our social milieus have been completely leached of authenticity.... [...] Bro, we're living in the Kali Yuga, a Dark Age of petite bourgeoisie ideology whose resources and ruses are infinite and which ubiquitously permeates the world -- high culture, low culture, bienpensant media, prestige literature, pop music, commerce, sports, academia, you name it. The only reasonable response to the situation is to maintain an implacable antipathy toward everything. Denounce everyone. Make war against yourself. Guillotine all groveling intellectuals. That said, I think it's important to maintain a cheery disposition. This will hasten the restoration of Paradise. I've memorized this line from Andre Breton's magnificent homage to Antonin Artaud -- "I salute Antonin Artaud for his passionate, heroic negation of everything that causes us to be dead while alive." Given the state of things, that's what we need to be doing all the time -- negating everything that causes us to be dead while alive.

People might benefit from considering how they want to spend their time and resources…. If you are attached to a bunch of crap that requires you to work ungodly hours to pay for it, you are missing something…. If you have weight or health issues, work yourself to death, have a closet full of clothes you never wear, and a house full of crap you never use, then maybe you need to do some thinking about how you approach your life.

We can see our forests vanishing, our water-powers going to waste, our soil being carried by floods into the sea; and the end of our coal and our iron is in sight. But our larger wastes of human effort, which go on every day through such of our acts as are blundering, ill-directed, or inefficient, and which Mr. Roosevelt refers to as a lack of" national efficiency," are less visible) less tangible, and are but vaguely appreciated. We can see and feel the waste of material things. Awkward, inefficient, or ill-directed movements of men, however, leave nothing visible or tangible behind them. Their appreciation calls for an act of memory, an effort of the imagination. And for this reason, even though our daily loss from this source is greater than from our waste of material things, the one has stirred us deeply, while the other has moved us but little.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

The rich look at money not as a limited resource that they need to maximize (the way most people do), but as a fungible tool that can be used for any purpose. They take advantage of every opportunity to make more money and build wealth in as many ways as possible—by cutting expenses, optimizing their fees/prices, minimizing their taxes, building multiple income streams, and using whatever other ways they can find. They focus on making as much money as possible per minute and hour of their time.

the market economy is based on cyclical consumption and it really doesn’t matter what is being produced, how it is being produced, or why. If demand or production slows, so too does the movement of money, and when this happens, the economy contracts, systemically reducing the standard of living for many. Ecologically, this means capitalism is structurally oblivious to humanity’s existence on a finite planet. The system wants to produce, not conserve. In fact, if you think about it, you will discover an interesting paradox to market logic: the fact that capitalism is a scarcity-based economic system that actually seeks infinite consumption. In other words, it favors a threshold of goods scarcity to secure competitive profits, theorized as a model to properly manage scarcity, optimizing resource use and distribution. Yet, at the same time, the system demands more and more human dissatisfaction and “want” in order to function and grow. It rewards consumption, with no inherent incentive to conserve anything.

More often than not, risk takers underestimate the odds they face, and do not invest sufficient effort to find out what the odds are. Because they misread the risks, optimistic entrepreneurs often believe they are prudent, even when they are not. Their confidence in their future success sustains a positive mood that helps them obtain resources from others, raise the morale of their employees, and enhance their prospects of prevailing. When action is needed, optimism, even of the mildly delusional variety, may be a good thing.

TECHNO-OPTIMISM IS NOT THE SOLUTION On top of this, there is yet another inconvenient truth we must confront. The effectiveness of the green policies put into effect in some developed countries is doubtful. In places where households typically possess multiple cars and trucks, the result would still be unsustainable even if every single one were replaced by an electric vehicle. Furthermore, the planned rollout by Ford and Tesla of SUV-style electric vehicles signals nothing more than the continued strengthening of our present culture of consumption, which will only lead to an increased waste of resources. It is, when all is said and done, simply another classic example of greenwashing.

The tremendous leisure industry that has arisen in the last few generations has been designed to help fill free time with enjoyable experiences. Nevertheless, instead of using our physical and mental resources to experience flow, most of us spend many hours each week watching celebrated athletes playing in enormous stadiums. Instead of making music, we listen to platinum records cut by millionaire musicians. Instead of making art, we go to admire paintings that brought in the highest bids at the latest auction. We do not run risks acting on our beliefs, but occupy hours each day watching actors who pretend to have adventures, engaged in mock-meaningful action. This vicarious participation is able to mask, at least temporarily, the underlying emptiness of wasted time. But it is a very pale substitute for attention invested in real challenges. The flow experience that results from the use of skills leads to growth; passive entertainment leads nowhere. Collectively we are wasting each year the equivalent of millions of years of human consciousness. The energy that could be used to focus on complex goals, to provide for enjoyable growth, is squandered on patterns of stimulation that only mimic reality. Mass leisure, mass culture, and even high culture when only attended to passively and for extrinsic reasons—such as the wish to flaunt one’s status—are parasites of the mind. They absorb psychic energy without providing substantive strength in return. They leave us more exhausted, more disheartened than we were before. Unless a person takes charge of them, both work and free time are likely to be disappointing. Most jobs and many leisure activities—especially those involving the passive consumption of mass media—are not designed to make us happy and strong. Their purpose is to make money for someone else. If we allow them to, they can suck out the marrow of our lives, leaving only feeble husks. But like everything else, work and leisure can be appropriated for our needs. People who learn to enjoy their work, who do not waste their free time, end up feeling that their lives as a whole have become much more worthwhile. “The future,” wrote C. K. Brightbill, “will belong not only to the educated man, but to the man who is educated to use his leisure wisely.

In 1931, Japan went broke—i.e., it was forced to draw down its gold reserves, abandon the gold standard, and float its currency, which depreciated it so greatly that Japan ran out of buying power. These terrible conditions and large wealth gaps led to fighting between the left and the right. By 1932, there was a massive upsurge in right-wing nationalism and militarism, in the hope that order and economic stability could be forcibly restored. Japan set out to get the natural resources (e.g., oil, iron, coal, and rubber) and human resources (i.e., slave labor) it needed by seizing them from other countries, invading Manchuria in 1931 and spreading out through China and Asia. As with Germany, it could be argued that Japan’s path of military aggression to get needed resources was more cost-effective than relying on classic trading and economic practices. In 1934, there was severe famine in parts of Japan, causing even more political turbulence and reinforcing the right-wing, militaristic, nationalistic, and expansionistic movement. In the years that followed, Japan’s top-down fascist command economy grew stronger, building a military-industrial complex to protect its existing bases in East Asia and northern China and support its excursions into other countries. As was also the case in Germany, while most Japanese companies remained privately held, their production was controlled by the government. What is fascism? Consider the following three big choices that a country has to make when selecting its approach to governance: 1) bottom-up (democratic) or top-down (autocratic) decision making, 2) capitalist or communist (with socialist in the middle) ownership of production, and 3) individualistic (which treats the well-being of the individual with paramount importance) or collectivist (which treats the well-being of the whole with paramount importance). Pick the one from each category that you believe is optimal for your nation’s values and ambitions and you have your preferred approach. Fascism is autocratic, capitalist, and collectivist. Fascists believe that top-down autocratic leadership, in which the government directs the production of privately held companies such that individual gratification is subordinated to national success, is the best way to make the country and its people wealthier and more powerful.

Out of 1,016 study subjects who’d been involved with the Moonies, 90 percent of those who’d been interested enough to attend one of the workshops where this so-called brainwashing occurred decided that the whole thing wasn’t really their cup of tea and quickly ended their Moonie careers. They couldn’t be converted. Of the remaining 10 percent who joined, half left on their own steam within a couple of years. So what made the other 5 percent stay? Prevailing wisdom would tell you that only the intellectually deficient or psychologically unstable would stick by a “cult” that long. But scholars have disproven this, too. In Barker’s studies, she compared the most committed Moonie converts with a control group—the latter had gone through life experiences that might make them very “suggestive” (“Like having an unhappy childhood or being rather low-intelligence,” she said). But in the end, the control group either didn’t join at all or left after a week or two. A common belief is that cult indoctrinators look for individuals who have “psychological problems” because they are easier to deceive. But former cult recruiters say their ideal candidates were actually good-natured, service-minded, and sharp. Steven Hassan, an ex-Moonie himself, used to recruit people to the Unification Church, so he knows a little something about the type of individual cults go for. “When I was a leader in the Moonies we selectively recruited . . . those who were strong, caring, and motivated,” he wrote in his 1998 book Combatting Cult Mind Control. Because it took so much time and money to enlist a new member, they avoided wasting resources on someone who seemed liable to break down right away. (Similarly, multilevel marketing higher-ups agree that their most profitable recruits aren’t those in urgent need of cash but instead folks determined and upbeat enough to play the long game. More on that in part 4.) Eileen Barker’s studies of the Moonies confirmed that their most obedient members were intelligent, chin-up folks. They were the children of activists, educators, and public servants (as opposed to wary scientists, like my parents). They were raised to see the good in people, even to their own detriment. In this way, it’s not desperation or mental illness that consistently suckers people into exploitative groups—instead, it’s an overabundance of optimism.

Some economists used to model people as rational agents, idealized decision makers who always choose whatever action is optimal in pursuit of their goal, but this is obviously unrealistic. In practice, these agents have what Nobel laureate and AI pioneer Herbert Simon termed “bounded rationality” because they have limited resources: the rationality of their decisions is limited by their available information, their available time to think and their available hardware with which to think. This means that when Darwinian evolution is optimizing an organism to attain a goal, the best it can do is implement an approximate algorithm that works reasonably well in the restricted context where the agent typically finds itself.

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My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time.” — Steve Jobs

In recent years, Continuous Glucose Monitoring (CGM) devices have emerged as a game-changer in diabetes management, offering patients a real-time view of their glucose levels and revolutionizing the way they monitor their condition. Among the pioneers in providing these life-changing devices, Med Supply US stands out as a reliable source, offering CGMs from various renowned brands like Abbott, Dexcom, and more. This article explores the significance of CGM devices and highlights the contribution of Med Supply US in making them accessible to those in need. Understanding CGM Devices: For individuals living with diabetes, maintaining optimal blood glucose levels is crucial to prevent serious health complications. Traditionally, this involved frequent finger-prick tests, which could be inconvenient and sometimes inaccurate. CGM devices, however, have transformed this process by providing continuous and real-time glucose level readings. These devices consist of a small sensor inserted under the skin that measures glucose levels in the interstitial fluid. The data collected is then transmitted to a receiver or a smartphone app, allowing users to track their glucose levels throughout the day and night. Benefits of CGM Devices: The introduction of CGM devices has brought about a paradigm shift in diabetes management due to their numerous benefits: Real-time Monitoring: CGM devices offer a real-time insight into glucose trends, enabling users to make informed decisions about their diet, exercise, and insulin dosages. This real-time feedback empowers individuals to take timely action to maintain their glucose levels within a healthy range. Reduced Hypoglycemia and Hyperglycemia: By providing alerts for both low and high glucose levels, CGMs help users avoid dangerous hypoglycemic episodes and hyperglycemic spikes. This is particularly beneficial during sleep when such episodes might otherwise go unnoticed. Data-Driven Insights: CGM devices generate a wealth of data, including glucose trends, patterns, and even predictive alerts for potential issues. This information can be shared with healthcare providers to tailor treatment plans for optimal diabetes management. Enhanced Quality of Life: The convenience of CGM devices reduces the need for frequent finger pricks, leading to an improved quality of life for individuals managing diabetes. The constant insights also alleviate anxiety related to unpredictable glucose fluctuations. Med Supply US: Bringing Hope to Diabetes Management: Med Supply US has emerged as a prominent supplier of CGM devices, offering a range of options from reputable brands such as Abbott and Dexcom. The availability of CGMs through Med Supply US has made these cutting-edge devices accessible to a wider demographic, bridging the gap between technology and healthcare. Med Supply US not only provides access to CGM devices but also plays a crucial role in educating individuals about their benefits. Through informative resources, they empower users to make informed choices based on their specific needs and preferences. Furthermore, their commitment to customer support ensures that users can seamlessly integrate CGM devices into their daily routines.

Deep learning can detect cracks in water pipes, manage traffic flow, model fusion reactions for a new source of clean energy, optimize shipping routes, and aid in the design of more sustainable and versatile building materials. It’s being used to drive cars, trucks, and tractors, potentially creating a safer and more efficient transportation infrastructure. It’s used in electrical grids and water systems to efficiently manage scarce resources at a time of growing stress.

Time management optimizes the resource of time. Mind management optimizes the resource of creative energy.

The problem for startups and large companies alike is that employees often follow the products they develop as they move from phase to phase. A common practice is for the inventor of a new product or feature to manage the subsequent resources, team, or division that ultimately commercializes it. As a result, strong creative managers wind up getting stuck working on the growth and optimization of products rather than creating new ones.

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Capitalism is not loving. In fact, it has no moral code; as an economic system, it is simply a system for the exchange of value. And it is in this exchange that the social system begins. If the strongest defining trait of capitalism is optimization, its next might be exploitation. At its best, it will exploit inefficiencies and unfulfilled needs and wants. At its worst, left to its own devices, it will exploit people, the environment, and all types of resources.

This neurochemical is like Miracle-Gro for your brain. BDNF stimulates the production of new neurons, giving your brain more resources to hold on to information. The surge in ketones also stimulates the production of GABA, a calming neurotransmitter. When these two neurochemicals are present, you are in the optimal state for learning.

One study suggests that the most productive people take the most breaks and that the optimal work-to-break ratio was 52 to 17. That’s 52 minutes of work followed by a 17-minute break, repeated throughout the workday. This wasn’t a creative-specific study or a you-specific study, but all I take from this is that breaks are healthy and necessary, as are structure and consistency. The key is working purposefully for 52 minutes, and then breaking purposefully for 17, which brings me to the next point.

The concept of leveraging digital technologies to shape the future of work involves more than replacing human resources with technology. The primary objective is to optimize efficiency and productivity by leveraging technology to augment human capabilities.

In today's rapidly changing business landscape, organizations are under constant pressure to adapt, innovate, and make data-driven decisions. To meet these challenges head-on, many companies turn to SAP (Systems, Applications, and Products) software, a leading enterprise resource planning (ERP) solution. At the heart of SAP real-time projects lies the fundamental premise of leveraging technology to address complex business challenges. These projects aim to harness the capabilities of SAP software to optimize processes, streamline operations, and enhance decision-making. They are not mere simulations but practical, hands-on applications within live business environments. Each real-time project revolves around a specific business goal, and its success is often gauged by the extent to which these objectives are achieved. SAP real-time projects are as diverse as the organizations that undertake them. They encompass a variety of initiatives, each tailored to meet specific business needs.

The optimal strategy encompasses self-reflection/introspection, adaptability, and versatility within a fluid environment. Although one cannot exert absolute control over the behavior of others or the external work milieu, one can entirely govern one's own conduct. Cultivating humility, demonstrating respect for others, and embracing multicultural perspectives are fundamental for integrating successfully into a globalized workplace. Ultimately, the journey begins with the self.

When employees are at odds over commission allocation, as a leader, an optimal /highly effective strategy entails meticulously assessing the quandary, proposing a transparent and collaborative resolution, securing consensus, meticulously documenting both the agreement and its implementation, and then enacting the solution with precision. Conflict resolution transcends being merely an art; it is equally a science. It aims at circling things out and putting the matters into perspective for the next move and it's purpose is to bring clarity to the situation and lay the groundwork for the next stage of the task or a new assignment.

What we know now,” I tell him, “is that we shouldn’t be looking at each local area and trying to trim it. We should be trying to optimize the whole system. Some resources have to have more capacity than others. The ones at the end of the line should have more than the ones at the beginning—sometimes a lot more. Am I right?

As Sharon Poczter, professor of economics at Cornell, explains, “The antiquated rhetoric of ‘having it all’ disregards the basis of every economic relationship: the idea of trade-offs. All of us are dealing with the constrained optimization that is life, attempting to maximize our utility based on parameters like career, kids, relationships, etc., doing our best to allocate the resource of time. Due to the scarcity of this resource, therefore, none of us can ‘have it all,’ and those who claim to are most likely lying.

Simplicity and non-violence are obviously closely related. The optimal pattern of consumption, producing a high degree of human satisfaction by means of a relatively low rate of consumption, allows people to live without great pressure and strain and to fulfill the primary injunction of Buddhist teaching: “Cease to do evil; try to do good.” As physical resources are everywhere limited, people satisfying their needs by means of a modest use of resources are obviously less likely to be at each other’s throats than people depending upon a high rate of use. Equally, people who live in highly self-sufficient local communities are less likely to get involved in large-scale violence than people whose existence depends on world-wide systems of trade.

Decision-makers often choose the first acceptable solution, rather than look further to find an optimal solution which would require more resources.

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

Cognitive scientists recognize two types of rationality: instrumental and epistemic. The simplest definition of instrumental rationality-the one that emphasizes most that it is grounded in the practical world-is: Behaving in the world so that you get exactly what you most want, given the resources (physical and mental) available to you. Somewhat more technically, we could characterize instrumental rationality as the optimization of the individual's goal fulfillment. Economists and cognitive scientists have refined the notion of optimization of goal fulfillment into the technical notion of expected utility. The model of rational judgment used by decision scientists is one in which a person chooses options based on which option has the largest expected utility.' One discovery of modern decision science is that if people's preferences follow certain patterns (the so-called axioms of choice) then they are behaving as if they are maximizing utility-they are acting to get what they most want. This is what makes people's degrees of rationality measurable by the experimental methods of cognitive science. The deviation from the optimal choice pattern is an (inverse) measure of the degree of rationality. The other aspect of rationality studied by cognitive scientists is termed epistemic rationality. This aspect of rationality concerns how well beliefs map onto the actual structure of the world.' The two types of rationality are related. Importantly, a critical aspect of beliefs that enter into instrumental calculations (that is, tacit calculations) is the probabilities of states of affairs in the world.

Optimism is contagious. It deepens our connection with others, establishes new resources, and brings a sense of hope to all. Optimism strengthens our ability to bounce back from obstacles and acts like a magnet that draws others to us. It is a leadership quality, catalyzing widespread positive changes. In

Strategy has moved from controlling unique internal resources and erecting competitive barriers to orchestrating external resources and engaging vibrant communities. And innovation is no longer the province of in-house experts and research and development labs, but is produced through crowdsourcing and the contribution of ideas by independent participants in the platform. External resources don’t completely replace internal resources—more often they serve as a complement. But platform firms emphasize ecosystem governance more than product optimization, and persuasion of outside partners more than control of internal employees.

In The Wealth of Nations, Adam Smith argued that self-interest can solve this problem. Given a free economy and an impartial rule of law, self-interest leads towards an optimal distribution of resources. Smith

1. ATTRACT AND OPTIMIZE TALENT. Multipliers lead people by operating as Talent Magnets, whereby they attract and deploy talent to its fullest regardless of who owns the resource.

down all the current stressors in your life and one step you could take to alleviate each one. Accepting that a difficult situation is real and clearly identifying the root problem is an important step. Proper diagnosis is half the cure. • Simplify your life. Eliminate and concentrate. Focus on the vital few things that contribute the most to your overall life satisfaction. Taking on too much or spreading yourself too thin inevitably leads to a sense of overload. 4. Combine aerobic, strength, and flexibility exercises. If you want maximum levels of energy, take responsibility for becoming a mini-expert on exercise and fitness. Subscribe to the most credible health and exercise magazines, add informative fitness sites to your Web favorites, and build your own library with the latest books, DVDs, and other resources related to energy and wellness. Aerobic exercise The most important component of effective exercise is aerobic exercise. Aerobics, or cardiovascular endurance, refers to the sustained ability of the heart, lungs, and blood to perform optimally. Through consistent aerobic conditioning, your body improves the way it takes in, transports, and uses oxygen. This means your heart and lungs will be stronger and more efficient at performing their functions. Proper aerobic exercise causes your body to burn fat, while anaerobic exercise causes the body to burn glycogen and store fat. Many people unknowingly exercise anaerobically when they intend to exercise aerobically. This results in, among other things, a frustrating retention of fat. The intensity of your exercise is what makes it anaerobic or aerobic. Consistent and proper aerobic exercise has the following benefits: • improves quality of sleep • relieves stress and anxiety • burns excess fat • suppresses appetite • enhances attitude and mood • stabilizes chemical balance • heightens self-esteem Each of the above benefits either directly or indirectly leads to high levels of both mental and physical energy. Here are some tips for maximizing the

There is a taboo in the psychology world, to ask a therapist what their cure rate is. Though the therapist knows what the person means in asking, and could give an answer, they typically dislike the question, because it is a way of measuring the psychologist on something that depends ultimately on their patients. To add to that the therapist doesn’t typically see a struggle in their patient’s life not being a struggle, but that a person gets better at not letting it get to them. I would say that our experience in life will always be in reference to our weaknesses, but that isn’t a bad thing. Our weaknesses plague us until we decide to really face them, and then they become strengths as we change them. I think it is a matter of maturing, and not curing in psychopathology, we’re naïve not broken. Alcoholism for instance, once it is overcome, the person doesn’t forget all the intricacies of the cost-benefit of alcohol once they become sober. They still know exactly what problems alcohol seemed to solve, and when faced with those problems, they cannot completely exclude it as a possible remedy. Why? For example, I personally don’t drink alcohol, but I know many people who see it as a normal part of their life, and have set what they feel are appropriate bounds for its use. It is a lot easier for me, who has not experienced any benefits, but knows several disadvantages, to not see alcohol as worth it. However, similarly in my life, fully knowing both the advantages of things like soda, fast food, sleeping in, not exercising and whatever else, in the cost benefit analysis, they sometimes still win. Every asset has associated risks, and when making a decision, while trying to optimize value, we are not picking between correct or incorrect, or right or wrong, but cost vs benefit in safe bet vs the risky bet. Whether I can study or write better while drinking a caffeinated soda has yielded inconsistent results, but sometimes the gamble seems worth it, however drinking a soda before going to the gym has yielded consistently negative results. This is the process of maturity, and the only way to help someone mature faster, is to help them remember and process the data they have already gathered or are currently gathering. One thing that slows down this process is false information. Many cases of grave disability due to psychopathology are caused because of the burden of an overwhelming amount of counterproductive information, and limited resources of productive information.

Use the following checklist to determine when a procedure is needed: � Will anyone ever look at the procedure again? � Will it be used for training? � Do you often have new people who need to be trained? � Is the process so critical to the business that it must be done perfectly? � Would it reduce waste of time or resources to have the process documented? � Would it help save time for your experts by reducing the number of questions that people ask them? � Is it required by any standard or certification? � Does the process involve more than one organization, or is it used by people in different geographic regions? � Do you need to improve or optimize the process

adopted an approach that resembled Geller’s. She started doing group mentoring sessions instead of only one-on-ones: I asked myself, “Am I really the only person who can help in this particular instance?” I tried not to think about myself as the only resource I was optimizing, and started connecting people to help each other.

As Warren Bennis observed in On Becoming a Leader, “The leader’s world view is always contagious. Carter depressed us; Reagan, whatever his other flaws, gave us hope.”17 Every day, you as a leader have a choice to make: “I am going to be a leader of optimism” or “I am going to be a leader of pessimism.” As Colin Powell has said, “Perpetual optimism is a force multiplier.”18 A positive outlook can take all the resources you possess and multiply them exponentially. Here’s why optimism wins:     •  Optimists are more confident, so they accept challenging

America is the great exception to the demographic collapse sweeping the modern world. As an immigrant nation we regenerate ourselves. We bear no baggage from a tragic past. The glue that holds us together is a common concept of justice and opportunity. The United States is what John Courtney Murray called “a propositional nation.” In our benevolence and optimism we assume that all peoples are like us, forgetting that we are or descend from people who chose to abandon the tragic fate of their own nations at the further shore and selected themselves into the American nation. But we have learned that our capacity to influence events in the rest of the world, even in the absence of a competing superpower, is limited, and that the dissipation of our resources can be deadly for us. Our strategic thinking suffers from a failure to take into account the existential problems of other nations. (2011-09-19). How Civilizations Die: (And Why Islam Is Dying Too) . Regnery Publishing

Rushing to optimize before the bottlenecks are known may be the only error to have ruined more designs than feature creep. From tortured code to incomprehensible data layouts, the results of obsessing about speed or memory or disk usage at the expense of transparency and simplicity are everywhere. They spawn innumerable bugs and cost millions of man-hours—often, just to get marginal gains in the use of some resource much less expensive than debugging time. Disturbingly often, premature local optimization actually hinders global optimization (and hence reduces overall performance). A prematurely optimized portion of a design frequently interferes with changes that would have much higher payoffs across the whole design, so you end up with both inferior performance and excessively complex code.

Because our brain’s resources are limited, we are left with a choice: to use those finite resources to see only pain, negativity, stress, and uncertainty, or to use those resources to look at things through a lens of gratitude, hope, resilience, optimism, and meaning.

Creativity always comes as a surprise to us; therefore we can never count on it and we dare not believe in it until it has happened... Hence, the only way in which we can bring our creative resources fully into play is by misjudging the nature of the task, by presenting it to ourselves as more routine, simple, undemanding of genuine creativity than it will turn out to be... We are apparently on the trail here of some sort of invisible or hidden hand that beneficially hides difficulties from us.

What kind of rule are we supposed to enact? In Genesis 1, God modeled creativity and benevolence, pouring out blessings on humanity. Throughout the Bible, good kings are contrasted with evil rulers. Just leaders practice shalom, demonstrating particular concern for the poor and needy, the widows and the orphans.[26] Godly dominion is marked by care and concern for the least of these. It is rooted in interdependence rather than personal gain. What a far cry from greedy or tyrannical despots. McFague notes the contrast between these competing visions of our calling in Genesis: “The first model sees the planet as a corporation or syndicate, as a collection of human beings drawn together to benefit its members by optimal use of natural resources. The second model sees the planet more like an organism or community that survives and prospers through the interrelationship and interdependence of its many parts, both human and nonhuman.”[27] Genesis 1:28 is a call to responsible rule. While God rests from creating, our job is to keep chaos at bay.

Business executives do not understand true IT needs and are inspired by external vendors and other sources. The business dictates a solution, IT accepts it, and then IT resources are consumed by the complexity of a non-optimal solution. There is pressure to deliver and consequently a high failure rate, rework rate, and, hence, low confidence in IT. This leads to further breakdown in IT business relationships and fuels more misaligned initiatives from an IT perspective.

One important lesson to take away from this is that you should always take care of any administrative things the code must do during initialization. This may include allocating memory, or reading configuration from a file, or even precomputing some values that will be needed throughout the lifetime of the program. This is important for two reasons. First, you are reducing the total number of times these tasks must be done by doing them once up front, and you know that you will be able to use those resources without too much penalty in the future. Secondly, you are not disrupting the flow of the program; this allows it to pipeline more efficiently and keep the caches filled with more pertinent data. We also learned more about the importance of data locality and how important simply getting data to the CPU is. CPU caches can be quite complicated, and often it is best to allow the various mechanisms designed to optimize them take care of the issue. However, understanding what is happening and doing all that is possible to optimize how memory is handled can make all the difference. For example, by understanding how caches work we are able to understand that the decrease in performance that leads to a saturated speedup no matter the grid size in Figure 6-4 can probably be attributed to the L3 cache being filled up by our grid. When this happens, we stop benefiting from the tiered memory approach to solving the Von Neumann bottleneck.

OPTIMISM NOW! And now, dear brothers and sisters, let me say one more thing as I close this letter. Fix your thoughts on what is true and honorable and right. Think about things that are pure and lovely and admirable. Think about things that are excellent and worthy of praise. Philippians 4:8 NLT As Christian women, we have every reason to rejoice. God is in His heaven; Christ has risen, and we are the sheep of His flock. But, when the demands of life seem great and our resources seem small by comparison, we may find ourselves exhausted, discouraged, or both. What’s your attitude today? Are you fearful, angry, or worried. Are you confused, bitter, or pessimistic? If so, God wants to have a little chat with you. God wants you to experience His joy and abundance. But, God will not force His joy upon you; you must claim it for yourself. So today, and every day thereafter, celebrate this life that God has given you. Think optimistically about yourself and your future. Give thanks to the One who has given you everything, and trust in your heart that He wants to give you so much more. Developing a positive attitude means working continually to find what is uplifting and encouraging. Barbara Johnson Every major spiritual battle is in the mind. Charles Stanley A TIMELY TIP If you want to improve the quality of your thoughts, ask God to help you.

having a business’s website content appear prominently in the search engines when people are looking for the service, product, or resource that business provides is critical to its survival.

The Ultimate Guide to Student Loans by Bruce Mesnekoff With the cost of college rising and governmental/private funding declining, it is no wonder that most Americans are concerned about their ability to finance a post-secondary education. Tuition prices are rising at Community Colleges, State Schools, Private and Technical colleges, leaving most Americans wondering how they are going to afford to pay for their education. This book educates parents, grandparents, young adults and students of all ages how to optimize the educational payment process. The Ultimate Guide To Student Loans is the collaboration of two financial experts who guide you through the confusing maze of investing for education and the student loan world from beginning to end. Jordan Goodman, America’s Money Answers Man, personal finance expert and frequent guest on radio and TV shows, and Bruce Mesnekoff, CEO of The Student Loan Help Center, student loan management and consolidation expert, share their knowledge and simplify the complicated process and maze of government and private rules and regulations about student loans. They also guide you through all of your investment choices to finance college education. This book helps you understand student loans by explaining: ways to invest so that you can avoid taking on student loans in the first place the optimum ways to get the best student loans paying off your loans as quickly as possible The book provides extensive information and resources to help you no matter where you are in the student loan financing process. These resources include contact information and descriptions for: federal regulatory organizations educational associations websites loan repayment programs The book also offers an appendix with abbreviations, acronyms and a glossary of student loan related terms. Also you can consult with The Student Loan Help Center for all kind of your consolidation problems. Use this book to improve your entire educational financing experience!

The physiology of TMS begins in the brain. Here repressed emotions like anxiety and anger set in motion a process in which the autonomic nervous system causes a reduction in blood flow to certain muscles, nerves, tendons, or ligaments, resulting in pain and other kinds of dysfunction in these tissues. The autonomic nervous system is a subsystem of the brain that has the responsibility for controlling all of the body's involuntary functions. It determines how fast the heart beats, how much acid is secreted into the stomach for digestive purposes, how rapidly one breathes, and a host of other moment-to-moment physiologic processes that keep our bodies functioning optimally under everyday circumstances or in emergencies. The so-called fight or flight reaction that all animals share, particularly important in lower animals, is directed by the autonomic system. In order to meet the emergency, every organ and system in the body is properly prepared. For some systems it means total cessation of activity so that the body's resources can be mobilized to deal with the danger more effectively. Typically, most of the body's nutritive and excretory activities are shut down, the heart beats more rapidly, and blood is shunted away from less important functions so as to be available in larger quantities for systems that are crucial to escape or fight, like the muscles. The critical importance of the autonomic system of nerves is obvious. (page: 71)

To be fair, they don't deny that human beings are quirky and imaginative creatures - they just seem to reason that, in the long run, this fact makes very little difference. Those who don't follow an optimal pathway for the use of resources are destined for the ash heap of history.

Definite Pessimism A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

Conclusion: Adulthood at Last, Ready or Not We have seen in this chapter that the feeling of being in-between is a common part of being an emerging adult. Entering adulthood is no longer as definite and clear-cut as getting married. On the contrary, the road to young adulthood is circuitous, and the end of it usually does not come until the late twenties. Young people reach adulthood not because of a single event, but as a consequence of the gradual process of becoming self-sufficient and learning to stand alone. As they gradually take responsibility for themselves, make independent decisions, and pay their own way through life, the feeling grows in them that they have become adults. However, they view this achievement with mixed emotions. The independence of emerging adulthood is welcome, and they take pride in being able to take care of themselves without relying on their parents’ assistance. Nevertheless, the responsibilities of adulthood can be onerous and stressful, and emerging adults sometimes look back with nostalgia on a childhood and adolescence that seem easier in some ways than their lives now. Claims that most emerging adults experience a “quarterlife crisis”35 in their twenties may be exaggerated; life satisfaction and well-being go up from adolescence to emerging adulthood, for most people. But even if it is not exactly a “crisis,” emerging adulthood is experienced as a time of new and not always welcome responsibilities, a time of not just exhilarating independence and exploration but stress and anxiety as well. Despite the difficulties that come along with managing their own lives, most emerging adults look forward to a future they believe is filled with promise. Whether their lives now are moving along nicely or appear to be going nowhere, they almost unanimously believe that eventually they will be able to create for themselves the kind of life they want. They will find their soul mate, or at least a loving and compatible marriage partner. They will find that dream job, or at least a job that will be enjoyable and meaningful. Eventually this happy vision of the future will be tested against reality, and for many of them the result will be a jarring collision that will force them to readjust their expectations. But during emerging adulthood everything still seems possible. Nearly everyone still believes their dreams will prevail, whatever perils the world may hold for others. Are they too optimistic? Oh yes, at least from the perspective of their elders, who know all too well the likely fate of youthful dreams. Yet is important to understand their optimism as a source of strength, as a psychological resource they will need to draw upon during a stage of life that is often difficult. Given their high expectations for life, they are almost certain to fall short, but it is their self-belief that allows them to get up again after they have been knocked down, even multiple times. They may be optimistic, but the belief that they will ultimately succeed in their pursuit of happiness gives them the confidence and energy to make it through the stresses and uncertainty of the emerging adult years. NOTES Preface to the Second Edition 1.

The global cloud computing market is expected to reach $623.3 billion by 2023. According to cloud computing growth stats, the industry will grow at a Compound Annual Growth Rate (CAGR) of 18% during the forecast period. Global Infrastructure as a Service (IaaS) market is expected to grow with a Compound Annual Growth Rate (CAGR) of 22.9% over the forecast period from 2020-2026. Cloud computing holds great potential for organizations that choose to stay agile and empower rapid scaling-up through partnerships and access to flexible and accessible resources. With the cloud, IT is no longer a product, it is a service. The pay-as-you-go model holds the promise of saving money using the cloud. Efficiency and savings can be achieved, given, the attention is paid to cloud cost optimization. With inevitable rapid changes and challenges of an evolving digital landscape, recognizing the complexity of the organization, having a long-term focus and strategic objectives is vital.

But one’s daily routine is also a choice, or a whole series of choices. In the right hands, it can be a finely calibrated mechanism for taking advantage of a range of limited resources: time (the most limited resource of all) as well as willpower, self-discipline, optimism. A solid routine fosters a well-worn groove for one’s mental energies and helps stave off the tyranny of moods. This was one of William James’s favorite subjects. He thought you wanted to put part of your life on autopilot; by forming good habits, he said, we can “free our minds to advance to really interesting fields of action.” Ironically,

my focus in writing it was really people’s routines. The word connotes ordinariness and even a lack of thought; to follow a routine is to be on autopilot. But one’s daily routine is also a choice, or a whole series of choices. In the right hands, it can be a finely calibrated mechanism for taking advantage of a range of limited resources: time (the most limited resource of all) as well as willpower, self-discipline, optimism. A solid routine fosters a well-worn groove for one’s mental energies and helps stave off the tyranny of moods. This was one of William James’s favorite subjects. He thought you wanted to put part of your life on autopilot; by forming good habits, he said, we can “free our minds to advance to really interesting fields of action.” Ironically,

Deep in the hot thinking depths of the solar system, vast new intellects come up with a new theory of wealth that optimizes resource allocation better than the previously pervasive Free Market 1.0. With no local minima to hamper them, and no need to spawn and reap start-ups Darwin-style, the companies, group minds, and organizations that adopt the so-called Accelerated Salesman Infrastructure of Economics 2.0 trade optimally with each other. The phase-change accelerates as more and more entities join in, leveraging network externalities to overtake the traditional ecosystem.

You will make sure your team is working on the right opportunities at the right time through your efforts to hone the team’s focus. You’ll lead the field each day with the right people in the right roles in the right places with the right tools and the right resources through your efforts to build it. Your team will consistently execute through your efforts to drive the fundamentals. You will predict the future through measuring the right KPIs and metrics engrossing your responsibility to forecast. And you will drive fun through the creation, management, and optimization of an environment where your team is intrinsically inspired, so they’ll show up, do their best, stay, and tell their friends.

Laszlo Bock, the former head of human resources at Google, has investigated the optimal amount of “work from home” time.45 He found it to be one and a half days a week. With this combination, employees both have time to connect and build bonds with each other and also time on their own to do deeper, undistracted work.

They expressed “confidence in the ability of humans and their technologies to overcome any problems—including environmental problems” and to “shape the natural world for [humanity’s] own benefit.”36 Desrochers and Szurmak identify four main arguments against population controls. First, “a larger population that engages in trade and the division of labor will deliver greater material abundance per capita.” Second, “human creativity can deliver increasing returns.” Third, “standards of living are not constrained by local resources.” Fourth, “past achievements are grounds for cautious optimism.”37

AI will also create efficient services that will give us back our most valuable resource—time. It will take over routine tasks and liberate us to do more stimulating or challenging jobs. Lastly, humans will work symbiotically with AI, with AI performing quantitative analysis, optimization, and routine work, while we humans contribute our creativity, critical thinking, and passion. Each human’s productivity will be amplified, allowing us to realize our potential. The profound contributions AI is poised to make to humanity need to be explored as deeply as its challenges.

Humans are adaptable precisely because they’re unfinished; the baby responds to her environment by “building” a brain that will best help her to flourish in that environment. If she has optimal conditions—physical nourishment, warm arms to carry and soothe her, a responsive caregiver who engages with her—she’ll build a brain that’s geared for prompt self-soothing, happy moods, and intimate connection. If the environment doesn’t offer her what she needs, or it seems dangerous—for instance, loud noises without accompanying reassurance—the brain she builds may be hypervigilant and distrustful, primed for fight-or-flight and competition for scarce resources.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

By current estimates, at least 50 per cent of North Americans do not consume the daily recommended amounts of magnesium. Changes in farming practices over the years are partly to blame. The magnesium content of vegetables, a rich source of the mineral, has declined by 80 to 90 per cent over the last hundred years. As far back as the 1930s, the alarm was being raised about the growing scarcity of magnesium and other minerals in food. The alarming fact is that foods (fruits, vegetables and grains) now being raised on millions of acres of land that no longer contain enough of certain minerals are starving us - no matter how much of them we eat. No man of today can eat enough fruits and vegetables to supply his system with the minerals he requires for perfect health because his stomach isn't big enough to hold them. The processing of food further depletes already scare magnesium, and ultra-processed foods that make up such a high proportion of modern diets in North America are seriously lacking in magnesium. To add to the problem, the mineral is depleted by many widely used prescription medications. But a major factor impacting magnesium status is the significant and rapid loss of the mineral from the body due to stress. All types of stress - workplace stress, exam stress, emotional stress, exposure to excessive noise, the stress of extreme physical activity or chronic pain, the stress of fighting infections - are known to be a serious drain on magnesium resources. The interaction of magnesium with stress works in two ways: while stress depletes magnesium, the deficiency itself increases anxiety and enhances uncontrolled hormonal response to stress. This creates a vicious feedback loop whereby stress depletes magnesium, but the ensuing magnesium deficiency further exacerbates stress.

The following fundamental principles are core to this standard: Strive to achieve excellence in strategic execution; Enhance transparency, responsibility, accountability, sustainability, and fairness; Balance portfolio value against overall risks; Ensure that investments in portfolio components are aligned with the organization's strategy; Obtain and maintain the sponsorship and engagement of senior management and key stakeholders; Exercise active and decisive leadership for the optimization of resource utilization; Foster a culture that embraces change and risk; and Navigate complexity to enable successful outcomes.