Risky Business Quotes

Because to confide a part of your soul to something that can think and move for itself is obviously a very risky business.

People say that celebrities stop developing emotionally at the age of their success—which for Tom had been with Risky Business at twenty-one.

Why would he appear to be so freaking concerned about me to my fake boyfriend anyway? she thought. He needs to mind his own business and keep out of mine. Shallow, arrogant bastard!

Not having a contingency plan or never performing risk analysis and mitigation activities is like not having an insurance plan for yourself.

In your career, even more than for a brand, being safe is risky. The path to lifetime job security is to be remarkable.

They aren't sure who killed the little girl's mother yet. So you should be in the clear. But they have this cop living in the building. He's a detective. The kind that sneaks around, not minding his own damn business.

Falling in love was as much about receiving as it was giving, was it? It seemed selfish. It was not, though. It was the opposite. Keeping oneself from being loved was to refuse the ultimate gift. He had thought himself done with romantic love. He had thought himself an incurable cynic. He was not, though. He was only someone whose heart and mind, and very soul, had been battered and bruised. It was still - and always - safe to give since there was a certain deal of control to be exerted over giving. Taking, or allowing oneself to receive, was an altogether more risky business. For receiving meant opening up the heart again. Perhaps to rejection. Or disillusionment. Or pain. Or even heart break. It was all terribly risky. And all terribly necessary. And of course, there was the whole issue of trust...

Starting a business is risky. But with every risk, there are substantial rewards. Successful entrepreneurs learn to keep their minds focused on the rewards.

This is what the self-help books don’t tell you. Fully alive and deeply committed is a risky business. Once you strip away the platitudes, a life of passion and purpose will always cost, as T. S. Eliot reminds us, “Not less than everything.

The moonlight drifts in silently from the dark sky and onto the light wooden blinds that hang at each of the three windows in the narrow room. Outside, the streets are tranquil, radiating the heat of the August day that ended a few hours before.

Procrastinating to embark on your passion is a risky business, because tomorrow may never come!

The choice to worry about why we are doing something more than how we do something is risky business.

Parenthood always has its individual structure. And it’s a risky business. You do your best.

An airplane hasn’t fallen out of the sky and landed on you, but in the PI world, you face risky business on a daily basis. Don’t let your guard down.

Men write more books. Men give more lectures. Men ask more questions after lectures. Men post more e-mail to Internet discussion groups. To say this is due to patriarchy is to beg the question of the behavior's origin. If men control society, why don't they just shut up and enjoy their supposed prerogatives? The answer is obvious when you consider sexual competition: men can't be quiet because that would give other men a chance to show off verbally. Men often bully women into silence, but this is usually to make room for their own verbal display. If men were dominating public language just to maintain patriarchy, that would qualify as a puzzling example of evolutionary altruism—a costly, risky individual act that helps all of one's sexual competitors (other males) as much as oneself. The ocean of male language that confronts modern women in bookstores, television, newspapers, classrooms, parliaments, and businesses does not necessarily come from a male conspiracy to deny women their voice. It may come from an evolutionary history of sexual selection in which the male motivation to talk was vital to their reproduction.

When a company bets on future sales to pay off existing debts, it's in a risky situation. That's a gamble that often results in bankruptcy.

I knew I was treading on thin ice. Criticism of anyone’s art, no matter how good the intentions, could be risky business.

Risky business, damn it. Being human.

People have come to the erroneous conclusion that if they’re not willing to start something separate, world-changing, and risky, they have no business starting anything. Somehow, we’ve fooled ourselves into believing that the project has to have a name, a building, and a stock ticker symbol to matter.

Many people are born into their religion. For them it is mostly a matter of legacy and convenience. Their belief is based on faith, not just in the teachings of the religion but also in the acceptance of that religion from their family and culture. For the person who converts, it is a matter of fierce conviction and defiance. Our belief is based on a combination of faith and logic because we need a powerful reason to abandon the traditions of our families and community to embrace beliefs foreign to both. Conversion is a risky business because it can result in losing family, friends and community support.

Tell me about your business,” she says. “Everyone loves flowers, and I discovered people are willing to pay huge sums for that love.

When a company depends on future sales to pay off existing debts, it's in a risky situation. That's a gamble that often results in bankruptcy.

She walks to the white board and wheels it round to face him. She writes ‘Motive’ and ‘Suspects’ at the top of the board. She doesn’t turn to look at him but knows his eyes are burning.

The previous night he was in an accident. Ran over a homeless guy. She listens to a man fabricating at least some of the things he’s telling her. The human frailty of lying.

Suddenly a door is thrown open from the building next to the vehicle, a man and a woman step out into the pool of the streetlight.

The continual dynamism of humanity, always moving, always running - from something or toward something, it doesn’t matter which, as long as you are busy.

To travel alone is risky business, especially into a wilderness; equally risky is to have dreams and not follow them.

Ferraud kneels down next to the dead man’s head. His face is squashed into the dirt. The policeman gradually lowers himself towards the ground, trying to see more of the man without moving him. His nose is nearly touching the earth when the penny drops.

She can feel the water in her eyes and blood in her veins. He moves to enter the room, she steps to one side and closes the door behind him.

When a company relies on future income to pay off existing debts, it's in a risky situation. That's a gamble that often results in bankruptcy.

He bought an existing business with a well-defined business model and one with a long history of operations that he could analyze. This is waaaaaaaay less risky than doing a startup.

She knows she is being watched through the camera in the corner. She waits. If they hadn’t taken her laptop and phone, she would be trying to find background on what this could be about.

Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind.

The wine and the blood from a cut on his head mix into a new red that drips onto the hard, grey floor.

Fully alive and deeply committed is a risky business.

To claim the mantle of purity is always a risky business. It just gives an excuse to be disillusioned once your ordinary humidity is exposed.

It's a labyrinth. Do you know where the idea of a labyrinth first came from? It was the ancient Mesotopians. They pulled out animal intestines - sometimes human intestines, I expect - and used the shape to predict the future. They admired the complex shape of intestines. So the prototype for labyrinths is, in a word, guts. Which means that the principle for the labyrinth is inside you. And that correlates to the labyrinth outside. That's right. A reciprocal metaphor. Things outside you are projections of what's inside you, and what's inside you is a projection of what's out. So when you step into the labyrinth outside you, at the same time you're stepping into the labyrinth inside. Most definitely a risky business.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

Trade is also a risky business. As the growth of trade transformed the principles of gambling into the creation of wealth, the inevitable result was capitalism, the epitome of risk-taking.

She downed the last of her beer, knowing that her wayward thoughts were Drunk Allison coming out to play. She wasn’t even drunk proper yet, just tipsy, but Drunk Allison was flexible like that.

No sound pervades the space. Her footsteps create the only life in the emptiness. She walks through to the bedroom. His body lies on the bed, a single tiny drop of dried blood on his left temple.

She shouldn’t be this close to Cole, not alone, not even when she was pissed beyond belief. It was too dangerous, since she had yet to find a cure for I-hate-you-but-I-want-to-fuck-your-brains-out-itis.

I want to remind pastors and leaders that we do not own the church—God does. We aren't called to serve the church from a place of fear with our primary focus on protecting our boundaries. We are called to fling wide the doors, to invite to the banquet those on the margins, those who will challenge our comfort and our aversion to getting our hands dirty. Announcing the kingdom is risky business. When our experience of church becomes so predictable and so controlled, one has to wonder how far we've strayed from the calling to be ambassadors of reconciliation to those far beyond the walls of the church.

Turning chores over to the conscious mind is a risky business. Whales and dolphins have to time their breathing to their surfacing. So of course when they were first anesthetized for surgery they simply died.

I wish I could tell you that everything will be fine, but loving people is risky business. Things don’t always pan out how we think they should. But I gotta think that when the risk is worth it, it’s super worth it

His body takes the impact of the young woman’s momentum and he groans as her weight lands against his stomach. They fall together, towards the table, she lands first and swivels to avoid Jean Luc’s hands as they reach out.

By seeing the multitude of people around it, by being busied with all sorts of worldly affairs, by being wise to the ways of the world, such a person forgets himself, in a divine sense forgets his own name, dares not believe in himself, finds being himself too risky, finds it much easier and safer to be like the others, to become a copy, a number, along with the crowd. Now this form of despair goes practically unnoticed in the world. Precisely by losing oneself in this way, such a person gains all that is required for a flawless performance in everyday life, yes, for making a great success out of life. Here there is no dragging of the feet, no difficulty with his self and its infinitizing, he is ground smooth as a pebble, as exchangeable as a coin of the realm. Far from anyone thinking him to be in despair, he is just what a human being ought to be. Naturally, the world has generally no understanding of what is truly horrifying.

You know,” she stammered, resenting the way her body reacted to his touch with fireworks and songbirds, “I kind of hate you sometimes.” “If that’s code for ‘I want to fuck you until I can’t walk straight’, then I kind of hate you, too.

Our world is facing new tensions, contradictions, complexities, and uncertainties. This new reality is the basis for our own version of VUCA, updated with two additional features: Intersecting and Exponential. In an UN-VICE world, these concepts are as important as UNknown, Volatile, and Complex. We must go beyond automatically relying on advice and start forming our own UN-VICE to survive. Proposing yet another acronym is risky - we hope the acronym police will be merciful.

Things outside you are projections of what’s inside you, and what’s inside you is a projection of what’s outside. So when you step into the labyrinth outside you, at the same time you’re stepping into the labyrinth inside. Most definitely a risky business.

Olivia’s arms are suddenly heavy from holding herself up, she takes the rungs one at a time and drops as quickly as she can. Her legs are shaking. The last section of the ladder to ground level is missing for security, she reaches the last step and looks down.

We are cursed with the blessing of consciousness and choice, a two-edged sword that both divides us and can help us become whole. But choosing wholeness, which sounds like a good thing, turns out to be risky business, making us vulnerable in ways we would prefer to avoid.

We know this because finding an apartment belongs to a class of mathematical problems known as “optimal stopping” problems. The 37% rule defines a simple series of steps—what computer scientists call an “algorithm”—for solving these problems. And as it turns out, apartment hunting is just one of the ways that optimal stopping rears its head in daily life. Committing to or forgoing a succession of options is a structure that appears in life again and again, in slightly different incarnations. How many times to circle the block before pulling into a parking space? How far to push your luck with a risky business venture before cashing out? How long to hold out for a better offer on that house or car? The same challenge also appears in an even more fraught setting: dating. Optimal stopping is the science of serial monogamy.

Writing is a risky business. No guarantees. You have to take the chance. I'm happy to take it. I love taking it. So my stuff gets misread, misunderstood, misinterpreted - so what? If it's the real stuff, it will survive almost any abuse other than being ignored, disappeared, not read.

Finally, when young people who “want to help mankind” come to me asking, “What should I do? I want to reduce poverty, save the world,” and similar noble aspirations at the macro-level, my suggestion is: 1) Never engage in virtue signaling; 2) Never engage in rent-seeking; 3) You must start a business. Put yourself on the line, start a business. Yes, take risk, and if you get rich (which is optional), spend your money generously on others. We need people to take (bounded) risks. The entire idea is to move the descendants of Homo sapiens away from the macro, away from abstract universal aims, away from the kind of social engineering that brings tail risks to society. Doing business will always help (because it brings about economic activity without large-scale risky changes in the economy); institutions (like the aid industry) may help, but they are equally likely to harm (I am being optimistic; I am certain that except for a few most do end up harming). Courage (risk taking) is the highest virtue. We need entrepreneurs.

The traffic is heavy, the air is light; the sunshine dances off the vehicles as they flash by. Vast glass doors slide effortlessly open at her approach, and close behind her. Immediately the street noise has gone. Olivia is left in a vast marble room, at a distant desk sits a single woman; smart, efficient, and smiling.

This is the real, hard work of faith for most of us--not jumping of cliffs or swimming in shark-infested waters, but being willing to lay our hearts and souls before God without protection or pretense. And it's risky business. It's risky to continue to open our hearts to the Lord when our dreams and desires don't line up with reality. Don't let anyone tell you differently. Don't let anyone make you feel like coming to the Lord should always feel warm and easy and clear-cut. It won't. It doesn't. ...He isn't bound by our ways, our timelines, our demands. He is bound by truth and love and justice and mercy--by the things he is and contains within himself.

Good communication may not make a risky deal safe, but poor communication may sell benefits of a good deal.

China is a political beast, with the Party at its heart, and the importance of political and regulatory due diligence cannot be overstated.

The man immediately grabs the woman and pulls her inside of the building. The front door slams shut, the noise echoes along the front of the houses opposite.

Look, man. Nothing worth having comes easy. You gotta fight for what you want in this life. You taught me that. Just thought you might need a reminder.

You need to know which aspects of your business are too risky and then work to improve the metric that represents that risk.

In these conservative times the role of an Indigenous researcher and indeed of other researchers committed to producing research knowledge that documents social injustice, that recovers subjugated knowledges, that helps create spaces for the voices of the silenced to be expressed and 'listened to', and that challenges racism, colonialism and oppression is a risky business.

Here’s the crux of the matter. Oil and gas companies do the kind of risky, capital-intensive work that the average Joe, the average mom-and-pop business, even the average country, doesn’t do for itself. In so doing, they can make a spectacular pile of money, but they can also make a tremendous amount of mess. And ruin. And even catastrophic, polluting apocalypse, when they really put their shoulder into it. But they are also big enough and hold enough sway that even big powerful governments tend to defer to them when it comes to how to best police their behavior.

233 - Answer to 82 - There is a lad in Missouri with afoot that's flat, with seeds in his pocket and a brick in his hat, with an eye that is blue and a No. 10 shoe - he's the "Bull of the Woods" and the boy for you.

candor could not be more crucial to our creative process. Why? Because early on, all of our movies suck. That’s a blunt assessment, I know, but I make a point of repeating it often, and I choose that phrasing because saying it in a softer way fails to convey how bad the first versions of our films really are. I’m not trying to be modest or self-effacing by saying this. Pixar films are not good at first, and our job is to make them so—to go, as I say, “from suck to not-suck.” This idea—that all the movies we now think of as brilliant were, at one time, terrible—is a hard concept for many to grasp. But think about how easy it would be for a movie about talking toys to feel derivative, sappy, or overtly merchandise-driven. Think about how off-putting a movie about rats preparing food could be, or how risky it must’ve seemed to start WALL-E with 39 dialogue-free minutes. We dare to attempt these stories, but we don’t get them right on the first pass.

Love that is not free to choose is not love at all. For God to create an eternally loving family, God chose to create creatures who can choose freely to reject him and thwart his love. His good gifts, his prestige, his power can’t force our love. We must be free to choose. It’s risky business, because free-willed creatures who turn from God and thwart his love hurt each other. And when we get hurt, we often blame God and turn from the One who can heal us. Then hurting people hurt people, and evil propagates from person to person, all of us feeling justified.

Between birth and death, neighbour, there is no business that is not risky; drinking water in a sitting position included! . . The gist of the matter is to do everything with fine tuning as an acrobat does when walking a tight rope, like a carpenter measuring everything meticulously!

In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

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Surrounded by hordes of people, busy with all sorts of secular matters, more and more shrewd about the ways of the world – such a person forgets himself, forgets his name divinely understood, does not dare to believe in himself, finds it too risky to be himself, far easier and safer to be like the others, to become a copy, a number, part of the crowd.

If you were going to start a bioengineering company, Henry, what would you do? Would you make products to help mankind, to fight illness and disease? Dear me, no. That’s a terrible idea. A very poor use of new technology.” Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind.

Do you know where the idea of a labyrinth first came from?” I shake my head. “It was the ancient Mesopotamians. They pulled out animal intestines—sometimes human intestines, I expect—and used the shape to predict the future. They admired the complex shape of intestines. So the prototype for labyrinths is, in a word, guts. Which means that the principle for the labyrinth is inside you. And that correlates to the labyrinth outside.” “Another metaphor,” I comment. “That’s right. A reciprocal metaphor. Things outside you are projections of what’s inside you, and what’s inside you is a projection of what’s outside. So when you step into the labyrinth outside you, at the same time you’re stepping into the labyrinth inside. Most definitely a risky business.

Advances in technology can be empowering, progressive and enriching. History has shown this across civilisations and societies. But it has also shown, and the present and future will continue to show, that it is foolish, risky, flawed and folly without us raising our individual and collective consciousness and mindfulness to accompany it - to ensure we use it shrewdly, kindly and wisely.

Thus the unexpected success is not just an opportunity for innovation; it demands innovation. It forces us to ask, What basic changes are now appropriate for this organization in the way it defines its business? Its technology? Its markets? If these questions are faced up to, then the unexpected success is likely to open up the most rewarding and least risky of all innovative opportunities.

While one kind of despair steers blindly in the infinite and loses itself, another kind of despair allows itself to be, so to speak, cheated of its self by 'the others'. By seeing the multitude of people around it, by being busied with all sorts of worldly affairs, by being wise to the ways of the world, such a person forgets himself, in a divine sense forgets his own name, dares not believe in himself, finds being himself too risky, finds it much easier and safer to be like the others, to become a copy, a number, along with the crowd

Malls in the late forties and early fifties were risky. Suburban customers still believed in making major purchases in the central business districts of cities and towns, where they expected to find the greatest selection of merchandise and the most competitive prices. After the tax laws of 1954, this changed. Shopping mall developers were among the biggest beneficiaries of accelerated depreciation, and they most often located projects where the older strips met the new interchanges of major projects. With the new tax write-offs, over 98 percent of malls made money for their investors.

Marriage is a contract unlike any other contract in life. You marry for love. But your signature on the marriage certificate is all about rights, duties, and property. It’s a legally binding contract that knows nothing of love. If the love dies, all you have left is a resentful ex-spouse and the marriage certificate. There’s nothing more terrible than an ex-spouse with a ten-ton axe to grind, and no agreement on how your common property is to be divided. It usually leads to all-out war that is more vicious than any legal battle in business and could easily lead to your financial and emotional ruin. Always get a prenup. It’s just too risky not to.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

If you were going to start a bioengineering company, Henry, what would you do? Would you make products to help mankind, to fight illness and disease? Dear me, no. That’s a terrible idea. A very poor use of new technology.” Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind

As we mature we progressively narrow the scope and variety of our lives. Of all the interests we might pursue, we settle on a few. Of all the people with whom we might associate, we select a small number. We become caught in a web of fixed relationships. We develop set ways of doing things. "As the years go by we view our familiar surroundings with less and less freshness of perception. We no longer look with a wakeful, perceiving eye at the faces of people we see every day, nor at any other features of our everyday world. "It is not unusual to find that the major changes in life-a marriage, a move to a new city, a change of jobs, or a national emergency-break the patterns of our lives and reveal to us quite suddenly how much we had been imprisoned by the comfortable web we had woven around ourselves. "One of the reasons why mature people are apt to learn less than young people is that they are willing to risk less. Learning is a risky business, and they do not like failure. In infancy, when the child is learning at a truly phenomenal rate-a rate he or she will never again achieve-he or she is also experiencing a shattering number of failures. Watch him or her. See the innumerable things he or she tries and fails. And see how little the failures discourage him or her. "With each year that passes he or she will be less blithe about failure. By adolescence the willingness of young people to risk failure has diminished greatly. And all too often parents push them further along that road by instilling fear, by punishing failure, or by making success seem too precious.

What to Make a Game About? Your dog, your cat, your child, your boyfriend, your girlfriend, your mother, your father, your grandmother, your friends, your imaginary friends, your summer vacation, your winter in the mountains, your childhood home, your current home, your future home, your first job, your worst job, the job you wish you had. Your first date, your first kiss, your first fuck, your first true love, your second true love, your relationship, your kinks, your deepest secrets, your fantasies, your guilty pleasures, your guiltless pleasures, your break-up, your make-up, your undying love, your dying love. Your hopes, your dreams, your fears, your secrets, the dream you had last night, the thing you were afraid of when you were little, the thing you’re afraid of now, the secret you think will come back and bite you, the secret you were planning to take to your grave, your hope for a better world, your hope for a better you, your hope for a better day. The passage of time, the passage of memory, the experience of forgetting, the experience of remembering, the experience of meeting a close friend from long ago on the street and not recognizing her face, the experience of meeting a close friend from long ago and not being recognized, the experience of aging, the experience of becoming more dependent on the people who love you, the experience of becoming less dependent on the people you hate. The experience of opening a business, the experience of opening the garage, the experience of opening your heart, the experience of opening someone else’s heart via risky surgery, the experience of opening the window, the experience of opening for a famous band at a concert when nobody in the audience knows who you are, the experience of opening your mind, the experience of taking drugs, the experience of your worst trip, the experience of meditation, the experience of learning a language, the experience of writing a book. A silent moment at a pond, a noisy moment in the heart of a city, a moment that caught you unprepared, a moment you spent a long time preparing for, a moment of revelation, a moment of realization, a moment when you realized the universe was not out to get you, a moment when you realized the universe was out to get you, a moment when you were totally unaware of what was going on, a moment of action, a moment of inaction, a moment of regret, a moment of victory, a slow moment, a long moment, a moment you spent in the branches of a tree. The cruelty of children, the brashness of youth, the wisdom of age, the stupidity of age, a fairy tale you heard as a child, a fairy tale you heard as an adult, the lifestyle of an imaginary creature, the lifestyle of yourself, the subtle ways in which we admit authority into our lives, the subtle ways in which we overcome authority, the subtle ways in which we become a little stronger or a little weaker each day. A trip on a boat, a trip on a plane, a trip down a vanishing path through a forest, waking up in a darkened room, waking up in a friend’s room and not knowing how you got there, waking up in a friend’s bed and not knowing how you got there, waking up after twenty years of sleep, a sunset, a sunrise, a lingering smile, a heartfelt greeting, a bittersweet goodbye. Your past lives, your future lives, lies that you’ve told, lies you plan to tell, lies, truths, grim visions, prophecy, wishes, wants, loves, hates, premonitions, warnings, fables, adages, myths, legends, stories, diary entries. Jumping over a pit, jumping into a pool, jumping into the sky and never coming down. Anything. Everything.

As one might gather from a painting of him scowling in a tall stovepipe hat, Day saw himself as a businessman, not a journalist. ''He needed a newspaper not to reform, not to arouse, but to push the printing business of Benjamin H. Day.'' Day's idea was to try selling a paper for a penny - the going price for many everyday items, like soap or brushes. At that price, he felt sure he could capture a much larger audience than his 6-cent rivals. But what made the prospect risky, potentially even suicidal, was that Day would then be selling his paper at a loss. What day was contemplating was a break with the traditional strategy for making profit: selling at a price higher than the cost of production. He would instead rely on a different but historically significant business model: reselling the attention of his audience, or advertising. What Day understood-more firmly, more clearly than anyone before him-was that while his readers may have thought themselves his customers, they were in fact his product.

Harry Markowitz won a Nobel Prize for the insight that diversification is the only free lunch in the investment business. However, if all investments are in tech, much of the benefit of diversification is lost since tech valuations are correlated. For early-stage companies, profits are in the distant future, and therefore valuations are sensitive to interest rates. Shifting sentiment plays a role, and frequently both market psychology and monetary policy are factors, creating boom/bust cycles such as the internet bubble of 1999–2000 and the more recent recalibration of tech in 2022. There is a frequently overlooked temporal dimension to diversification. Other things being equal, a fund that invests $100 million a year over ten years is less risky than a fund that invests $500 million a year over two years. The former fund will likely invest across market cycles, which should lead to a lower volatility of outcomes, even if both funds make an identical number of investments with a similar risk profile.

She thought she was getting out of the Water Rising clean, because she didn’t see her father anywhere around: there was only Ash and Lillian sitting at a table, and a few other patrons at as much of a distance from Ash and Lillian as they could get. She made for the door, at which point Lillian caught her arm. “Where are you going?” “Uh,” said Kami, eyeballing her wildly. “I’m going to buy some drugs.” Lillian stared. “I beg your pardon?” “This is a really stressful time for everyone,” said Kami. “So I thought maybe I could buy a little weed, take the edge off. I might be a while. This is a very clean-living town, apart from all the murders, so I don’t actually know any drug dealers. I realize Jared kind of looks like one, but he’s not, which is a shame because I think the drug dealer’s girlfriend gets her drugs free.” “I realize you are attempting to be humorous,” said Lillian, after a pause during which she stared some more. “I don’t understand it.” “Hey, you’re not the only family with a legacy. ‘Glass’ rhymes with ‘sass.’ Have you met my dad?” “I have had that dubious pleasure,” said Lillian. “He is, in fact, meant to be meeting me in order to, and I quote, ‘teach me to integrate better with society, display leadership skills, win over the populace, and stop acting like a robot princess from space.’ I admit that the humor in his humor escapes me as well.” She paused and suddenly looked determined. “I’m going to start without him.” She climbed off the stool and headed toward the group of people in the corner. Kami and Ash watched as they collectively shrank away. “Come on, quick,” said Kami, and as if summoned by some spirit warning him of his child’s intended reckless behavior, her dad appeared through the inn doors. He looked distracted. “Where’s Lillian?’ Kami checked over her shoulder. “Appears to be trying to wrest a screaming baby from the arms of her frightened mother in order to kiss it.” “Oh no no no,” murmured Jon, and raised his voice as he made his way over. “Libba, we’ve talked about this!” “The good news is the grown-ups are distracted by politics,” said Kami. You mean that your poor father is distracted by my awful mother, said Ash, who was far too polite to say such a thing out loud and looked vaguely embarrassed to be thinking it. Kami grinned. “Why quibble when we have the results we want!” I wish I could ask you what you’re planning, but I know what you’re planning, said Ash. Lucky me. I know this is important information, but going to Aurimere at all is a huge risk. “See, the thing is, if I ran a business it would probably be called Risky Business,

I’m very glad,” Jones continued fervently, sounding like a card-carrying Colin Firth impersonator. “So very glad. You can’t know how glad . . .” He cleared his throat. “I hate to be the bearer of more bad tidings, but your . . . friend was something of a criminal, the way I heard it. He had a price on his head—millions—from some druglord who wanted him dead. Chased him mercilessly, for years. I guess this Jones fellow used to work for him—it’s all very sordid, I’m afraid. And dangerous. He had to be on the move constantly. It was risky just to have a drink with Jones—you might’ve gotten killed in the crossfire. Of course, the big irony here is that the druglord died two weeks before Jones. He never knew it, but he was finally free.” As he looked at her with those eyes that she’d dreamed about for so many months, Molly understood. Jones was here, now, only because the druglord known as Chai, a dangerous and sadistic bastard who’d spent years hunting him, was finally dead. “It’s entirely possible that whoever’s taken over business for this druglord,” he continued, “would’ve gone after this Jones, too. Of course, he probably wouldn’t have searched to the ends of the earth for him . . . Although, when dealing with such dangerous types, it pays to be cautious, I suppose.” Message received. “Not that that’s anything Jones needs to worry about,” he added. “Considering he’s left his earthly cares behind. Still, I suspect it’s rather hot where he’s gone.” Yes, it certainly was hot in Kenya right now. Molly covered her mouth, pretending to sob instead of laugh. “Shhh,” Helen admonished him, thinking, of course, that he was referring to an unearthly heat. “Don’t say such a thing. She loved him.” She turned back to Molly. “This Jones is the man that you spoke of so many times?” Molly could see from the expression on Jones’s face that Helen had given her away. She might as well go big with the truth. She wipes her eyes with a handkerchief that Helen had at the ready, then met his gaze. “I loved him very much. I’ll always love him,” she told this man who’d traveled halfway around the world for her, who apparently had waited years for it to be safe enough for him to join her, who had actually thought that, once he arrived, she might send him away. If you don’t want me here—and I don’t blame you if you don’t—just say the word . . . “He was a good man,” Molly said, “with a good heart.” Her voice shook, because, dear Lord, there were now tears in his eyes, too. “He deserved forgiveness—I’m positive he’s in heaven.” “I don’t think it’s going to be that easy for him,” he whispered. “It shouldn’t be . . .” He cleared his throat, put his glasses back on. “I’m so sorry to have distressed you, Miss Anderson. And I haven’t even properly introduced myself. Where are my manners?” He held out his hand to her. “Leslie Pollard.” Even with his glasses on, she could see quite clearly that he’d far rather be kissing her. But that would have to wait for later, when he came to her tent . . . No, wait, Gina would be there. Molly would have to go to his. Later, she told him with her eyes, as she reached out and, for the first time in years, touched the hand of the man that she loved.

Equity financing, on the other hand, is unappealing to cooperators because it may mean relinquishing control to outside investors, which is a distinctly capitalist practice. Investors are not likely to buy non-voting shares; they will probably require representation on the board of directors because otherwise their money could potentially be expropriated. “For example, if the directors of the firm were workers, they might embezzle equity funds, refrain from paying dividends in order to raise wages, or dissipate resources on projects of dubious value.”105 In any case, the very idea of even partial outside ownership is contrary to the cooperative ethos. A general reason for traditional institutions’ reluctance to lend to cooperatives, and indeed for the rarity of cooperatives whether related to the difficulty of securing capital or not, is simply that a society’s history, culture, and ideologies might be hostile to the “co-op” idea. Needless to say, this is the case in most industrialized countries, especially the United States. The very notion of a workers’ cooperative might be viscerally unappealing and mysterious to bank officials, as it is to people of many walks of life. Stereotypes about inefficiency, unprofitability, inexperience, incompetence, and anti-capitalism might dispose officials to reject out of hand appeals for financial assistance from co-ops. Similarly, such cultural preconceptions may be an element in the widespread reluctance on the part of working people to try to start a cooperative. They simply have a “visceral aversion” to, and unfamiliarity with, the idea—which is also surely a function of the rarity of co-ops itself. Their rarity reinforces itself, in that it fosters a general ignorance of co-ops and the perception that they’re risky endeavors. Additionally, insofar as an anti-democratic passivity, a civic fragmentedness, a half-conscious sense of collective disempowerment, and a diffuse interpersonal alienation saturate society, this militates against initiating cooperative projects. It is simply taken for granted among many people that such things cannot be done. And they are assumed to require sophisticated entrepreneurial instincts. In most places, the cooperative idea is not even in the public consciousness; it has barely been heard of. Business propaganda has done its job well.106 But propaganda can be fought with propaganda. In fact, this is one of the most important things that activists can do, this elevation of cooperativism into the public consciousness. The more that people hear about it, know about it, learn of its successes and potentials, the more they’ll be open to it rather than instinctively thinking it’s “foreign,” “socialist,” “idealistic,” or “hippyish.” If successful cooperatives advertise their business form, that in itself performs a useful service for the movement. It cannot be overemphasized that the most important thing is to create a climate in which it is considered normal to try to form a co-op, in which that is seen as a perfectly legitimate and predictable option for a group of intelligent and capable unemployed workers. Lenders themselves will become less skeptical of the business form as it seeps into the culture’s consciousness.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

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Elvis was pretty slick. Nonetheless, I knew that he was cheating. His four-of-a-kind would beat my full house. I had two choices. I could fold my hand and lose all the money I’d contributed to the pot, or I could match Elvis’s bet and continue to play. If a gambler thought he was in an honest game, he would probably match the bet thinking his full house was a sure winner. The con artist would bet large amounts of money on the remaining cards, knowing he had a winning hand. I narrowed my eyes and pursed my lips, as if struggling to decide whether to wager five hundred pesos or fold my hand and call it quits. I knew there were five men between me and the door and watched them from the corner of my eye. Even if I folded and accepted my losses, I knew they would not let me leave without taking all my cash. They had strength in numbers and would strong arm me if they could. The men stared, intently watching my next move. I set down my beer and took five one hundred peso notes from my wallet. The men at the bar relaxed. My adrenaline surged, pumping through my brain, sharpening my focus as I prepared for action. I moved as if to place my bet on the table, but instead my hand bumped my beer bottle, spilling it onto Elvis’ lap. Elvis reacted instinctively to the cold beer, pushing back from the table and rising to his feet. I jumped up from my chair making a loud show of apologizing, and in the ensuing pandemonium I snatched all the money off the table and bolted for the door! My tactics took everyone by complete surprise. I had a small head start, but the Filipinos recovered quickly and scrambled to cut off my escape. I dashed to the door and barely made it to the exit ahead of the Filipinos. The thugs were nearly upon me when I suddenly wheeled round and kicked the nearest man square in the chest. My kick cracked ribs and launched the shocked Filipino through the air into the other men, tumbling them to the ground. For the moment, my assailants were a jumble of tangled bodies on the floor. I darted out the door and raced down the busy sidewalk, dodging pedestrians. I looked back and saw the furious Filipinos swarming out of the bar. Running full tilt, I grabbed onto the rail of a passing Jeepney and swung myself into the vehicle. The wide-eyed passengers shrunk back, trying to keep their distance from the crazy American. I yelled to the driver, “Step on the gas!” and thrust a hundred peso note into his hand. I looked back and saw all six of Johnny’s henchmen piling onto one tricycle. The jeepney driver realized we were being pursued and stomped the gas pedal to the floor. The jeepney surged into traffic and accelerated away from the tricycle. The tricycle was only designed for one driver and two passengers. With six bodies hanging on, the overloaded motorcycle was slow and unstable. The motorcycle driver held the throttle wide open and the tricycle rocked side to side, almost tipping over, as the frustrated riders yelled curses and flailed their arms futilely. My jeepney continued to speed through the city, pulling away from our pursuers. Finally, I could no longer see the tricycle behind us. When I was sure I had escaped, I thanked the driver and got off at the next stop. I hired a tricycle of my own and carefully made my way back to my neighborhood, keeping careful watch for Johnny and his friends. I knew that Johnny was in a frustrated rage. Not only had I foiled his plans, I had also made off with a thousand pesos of his cash. Even though I had great fun and came out of my escapade in good shape, my escape was risky and could’ve had a very different outcome. I feel a disclaimer is appropriate for those people who think it is fun to con street hustlers, “Kids. Don’t try this at home.

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