Small Scale Business Quotes

In the United States, government regulations are estimated to cost about $7,800 per employee in large businesses and about $10,600 per employee in small businesses.{662} Among other things, this suggests that the existence of numerous government regulations tends to give competitive advantages to big business, since there are apparently economies of scale in complying with these regulations.

...it occurred to me, not for the first time, what a remarkably small world Britain is. That is its glory, you see--that it manages at once to be intimate and small scale, and at the same time packed to bursting with incident and interest. I am constantly filled with admiration at this--at the way you can wander through a town like Oxford and in the space of a few hundred yards pass the home of Christopher Wren, the buildings where Halley found his comet and Boyle his first law, the track where Roger Bannister ran the first sub-four-minute mile, the meadow where Lewis Carroll strolled; or how you can stand on Snow's Hill at Windsor and see, in a single sweep, Windsor Castle, the playing fields of Eton, the churchyard where Gray wrote his "Elegy," the site where The Merry Wives of Windsor was performed. Can there anywhere on earth be, in such a modest span, a landscape more packed with centuries of busy, productive attainment?

You’ve probably heard about “first mover advantage”: if you’re the first entrant into a market, you can capture significant market share while competitors scramble to get started. But moving first is a tactic, not a goal. What really matters is generating cash flows in the future, so being the first mover doesn’t do you any good if someone else comes along and unseats you. It’s much better to be the last mover—that is, to make the last great development in a specific market and enjoy years or even decades of monopoly profits. The way to do that is to dominate a small niche and scale up from there, toward your ambitious long-term vision. In this one particular at least, business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else.

Large-scale change is grounded in small steps toward a big idea

No one funds a mere idea, especially if you are looking at venture capital. Funding is made to something that has proven a small part of a business model or proven a business model on a small scale.

In a lot of ways it is easier to do things on a large scale. It is easier to build a skyscraper in Manhattan than it is to buy a bungalow in the Bronx. For one thing, it takes just as much time to close a big deal as it does to close a small deal. You will endure as much stress and aggravation; you will have all the same headaches and problems. It is easier to finance a big deal. Bankers would much rather lend money for a big project than for a small one. They are more comfortable investing money in a big prestigious building than they are a rundown house in a bad section of town. If you succeed with the big project, you stand to gain a lot more money.

The Entrepreneurial Perspective adopts a wider, more expansive scale. It views the business as a network of seamlessly integrated components, each contributing to some larger pattern that comes together in such a way as to produce a specifically planned result, a systematic way of doing business.

The Greeks thought of culture as character. It was predictability across scale: the behavior of a city, a state, or a people in small things, big things, and those in between. 32 Knowing who they were and what they wanted, the Spartans were wholly predictable. They saw no need to change themselves or anyone else. The Athenians’ strategy of walling their cities, however, had reshaped their character, obliging them restlessly to roam the world. Because they had changed, they would have to change others—that’s what having an empire means—but how many, to what extent, and by what means? No one, not even Pericles, could easily say. Pericles was not Xerxes. “I am more afraid of our own blunders than of the enemy’s devices,” he admitted as war approached. Knowing that the Athenians’ empire could not expand indefinitely, Pericles “unsparingly pruned and cut down their ever busy fancies,” Plutarch explained, “supposing it would be quite enough for them to do, if they could keep the [Spartans] in check.” 33 But as Pericles’ agents acknowledged before the Spartan assembly, allowing the empire the equality he celebrated within the city could cause contraction, perhaps even collapse.

All communities require sustainable ways to make a living. Economic sustainability involves: Small-scale business, crafts, and services that create maximum diversity of economic base and a rich ecology of financial, income and job opportunities. Possibilities include cottage industries, local services, education, printing and publishing, trading, small-scale manufacturing, consulting, shops and cooperatives.

Hello, Gwyn,' he said warmly. 'Good to see you again.' Gwyn blushed, shaking herself out of her stupor and bowed low. 'My lord.' Nesta rolled her eyes, and found Rhys watching her. That casual smile sharpened as he met her stare. 'Nesta.' 'Rhysand.' The other two women were glancing between them, the bouncing of their stares almost comical. Cassian just strode to Nesta's side and slung an arm around her shoulders before drawling to Rhys, 'These ladies are going to hand your ass to you in combat soon enough.' Nesta made to step out from under the heavy, sweaty weight of his arm, but Cassian clamped a too-friendly hand on her shoulder, his grin unfaltering. Rhys's gaze slid between them, little warmth to be found in his eyes. But plenty of wariness. Little princeling didn't like her with his friend. Nesta leaned into Cassian. Not much, but enough for a trained warrior like Rhysand to note. A dark, silken hand brushed inside her mind. A request. She debated ignoring it, but found herself opening a small door through the steel, spiked barrier she kept around herself day and night. The door was essentially a peephole, and she allowed what she supposed was the equivalent of her mental face to peer through it to the dark, sparkling plane beyond. What? You are to treat Gwyn with kindness and respect. The thing that stood beyond the fortress of her mind was a creature of claws, scales and teeth. It was veiled from sight beneath writhing shadows and the occasional passing star glinting in the darkness, but every now and then, a glimpse of a wing or talon shone. Mind your own business. Nesta slammed the small viewing hole shut. She blinked, slowly registering Emerie asking Cassian about tomorrow morning's lesson, and what she'd miss today by leaving an hour early. Rhysand's eyes glimmered. Cassian's arm remained around Nesta, and his thumb moved over her shoulder in an idle, reassuring caress. Whether he knew of or sensed her silent conversation with his High Lord, he didn't let on.

Adelia began to get cross. Why was it women who were to blame for everything—everything, from the Fall of Man to these blasted hedges? “We are not in a labyrinth, my lord,” she said clearly. “Where are we, then?” “It’s a maze.” “Same difference.” Puffing at the horse: “Get back, you great cow.” “No, it isn’t. A labyrinth has only one path and you merely have to follow it. It’s a symbol of life or, rather, of life and death. Labyrinths twist and turn, but they have a beginning and an end, through darkness into light.” Softening, and hoping that he would, too, she added, “Like Ariadne’s. Rather beautiful, really.” “I don’t want mythology, mistress, beautiful or not, I want to get to that sodding tower. What’s a maze when it’s at home?” “It’s a trick. A trick to confuse. To amaze.” “And I suppose Mistress Clever-boots knows how to get us out?” “I do, actually.” God’s rib, he was sneering at her, sneering. She’d a mind to stay where she was and let him sweat. “Then in the name of Christ, do it.” “Stop bellowing at me,” she yelled at him. “You’re bellowing.” She saw his teeth grit in the pretense of a placatory smile; he always had good teeth. Still did. Between them, he said, “The Bishop of Saint Albans presents his compliments to Mistress Adelia and please to escort him out of this hag’s hole, for the love of God. How will you do it?” “My business.” Be damned if she’d tell him. Women were defenseless enough without revealing their secrets. “I’ll have to take the lead.” She stumped along in front, holding Walt’s mount’s reins in her right hand. In the other was her riding crop, which she trailed with apparent casualness so that it brushed against the hedge on her left. As she went, she chuntered to herself. Lord, how disregarded I am in this damned country. How disregarded all women are. ... Ironically, the lower down the social scale women were, the greater freedom they had; the wives of laborers and craftsmen could work alongside their men—even, sometimes, when they were widowed, take over their husband’s trade. Adelia trudged on. Hag’s hole. Grendel’s mother’s entrails. Why was this dreadful place feminine to the men lost in it? Because it was tunneled? Womb-like? Is this woman’s magic? The great womb? Is that why the Church hates me, hates all women? Because we are the source of all true power? Of life? She supposed that by leading them out of it, she was only confirming that a woman knew its secrets and they did not. Great God, she thought, it isn't a question of hatred. It’s fear. They are frightened of us. And Adelia laughed quietly, sending a suggestion of sound reverberating backward along the tunnel, as if a small pebble was skipping on water, making each man start when it passed him. “What in hell was that?” Walt called back stolidly, “Reckon someone’s laughing at us, master.” “Dear God.

Etatism by no means aims at the formal transformation of all ownership of the means of production into State ownership by a complete overthrow of the established legal system. Only the biggest industrial, mining, and transport enterprises are to be nationalized; in agriculture, and in medium- and small-scale industry, private property is nominally to continue. Nevertheless, all enterprises are to become State undertakings in fact. Owners are to be left the title and dignity of ownership, it is true, and to be given a right to the receipt of a 'reasonable' income, 'in accordance with their position'; but, in fact, every business is to be changed into a government office and every livelihood into an official profession.

What Ethereum Is Good For Ethereum is suited to building economic systems in pure software. In other words, it’s software for business logic, wherein people (users) can move money (data representing value) around with the speed and scale that we normally get with data.12 Not the three- to seven-day floating period you get with the commercial banking system. Or the fees associated with vendors such as Visa, MasterCard, and PayPal. With a simple Ethereum application, for example, it is fairly trivial to pay hundreds of thousands of people, in hundreds of countries, small amounts every few minutes, whereas in the legacy banking system you would need an entire payroll department working overtime to constantly rebalance your account ledgers and deal with the cross-border issues.

ONCE, a youth went to see a wise man, and said to him: “I have come seeking advice, for I am tormented by feelings of worthlessness and no longer wish to live. Everyone tells me that I am a failure and a fool. I beg you, Master, help me!” The wise man glanced at the youth, and answered hurriedly: “Forgive me, but I am very busy right now and cannot help you. There is one urgent matter in particular which I need to attend to...”—and here he stopped, for a moment, thinking, then added: “But if you agree to help me, I will happily return the favor.” “Of...of course, Master!” muttered the youth, noting bitterly that yet again his concerns had been dismissed as unimportant. “Good,” said the wise man, and took off a small ring with a beautiful gem from his finger. “Take my horse and go to the market square! I urgently need to sell this ring in order to pay off a debt. Try to get a decent price for it, and do not settle for anything less than one gold coin! Go right now, and come back as quick as you can!” The youth took the ring and galloped off. When he arrived at the market square, he showed it to the various traders, who at first examined it with close interest. But no sooner had they heard that it would sell only in exchange for gold than they completely lost interest. Some of the traders laughed openly at the boy; others simply turned away. Only one aged merchant was decent enough to explain to him that a gold coin was too high a price to pay for such a ring, and that he was more likely to be offered only copper, or at best, possibly silver. When he heard these words, the youth became very upset, for he remembered the old man’s instruction not to accept anything less than gold. Having already gone through the whole market looking for a buyer among hundreds of people, he saddled the horse and set off. Feeling thoroughly depressed by his failure, he returned to see the wise man. “Master, I was unable to carry out your request,” he said. “At best I would have been able to get a couple of silver coins, but you told me not to agree to anything less than gold! But they told me that this ring is not worth that much.” “That’s a very important point, my boy!” the wise man responded. “Before trying to sell a ring, it would not be a bad idea to establish how valuable it really is! And who can do that better than a jeweler? Ride over to him and find out what his price is. Only do not sell it to him, regardless of what he offers you! Instead, come back to me straightaway.” The young man once more leapt up on to the horse and set off to see the jeweler. The latter examined the ring through a magnifying glass for a long time, then weighed it on a set of tiny scales. Finally, he turned to the youth and said: “Tell your master that right now I cannot give him more than 58 gold coins for it. But if he gives me some time, I will buy the ring for 70.” “70 gold coins?!” exclaimed the youth. He laughed, thanked the jeweler and rushed back at full speed to the wise man. When the latter heard the story from the now animated youth, he told him: “Remember, my boy, that you are like this ring. Precious, and unique! And only a real expert can appreciate your true value. So why are you wasting your time wandering through the market and heeding the opinion of any old fool?

In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

The market is the first force that has led to the shriveling of citizenship. The classic case is the Wal-Mart effect. A town has a Main Street of small businesses and mom-and-pop shops. The shopkeepers and their customers have relationships that are not just about economic transactions but are set in a context of family, neighborhood, people, and place. Then Wal-Mart comes to town. It offers lower prices. It offers convenience. Because of its scale and might in the marketplace, it can compensate its workers stingily and drive out competition.   The presence of Wal-Mart leads the townspeople to think of themselves primarily as consumers, and to shed other aspects of their identities, like being neighbors or parishioners or friends. As consumers first, they gravitate to the place with the lowest prices. Wal-Mart thrives. The small businesses struggle and lay off workers. They cut back on their sponsorship of tee ball, their support of the food bank. As the mom-and-pops give way to the big box, and commutes become necessary, lives become more frenetic and stressful. People see each other less often. The sense of mutual obligation that townsfolk once shared starts to evaporate. Microhabits of caring and sociability fall away. In this tableau of libertarian citizenship, market forces triumph and everyone gets better deals—yet everyone is now in many senses poorer.

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

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

Summers also claimed that technology was reducing the demand for capital. Digital businesses, such as Facebook and Google, had established dominant global franchises with relatively little invested capital and small workforces. In his book The Zero Marginal Cost Society (2014), the social theorist Jeremy Rifkin heralded the passing of traditional capitalism.16 If the Old Economy was marked by scarcity and declining marginal returns, Rikfin argued that the New Economy was characterized by zero marginal costs, increasing returns to scale and capital-lite ‘sharing’ apps (such as Uber, Lyft, Airbnb, etc.). The demand for capital and interest rates, he said, were set to fall in this ‘economy of abundance’. There was some evidence to support Rifkin’s claims. The balance sheets of US companies showed they were using fewer fixed assets (factories, plant, equipment, etc.) and reporting more ‘intangibles’ – namely, assets derived from patents, intellectual property and merger premiums. In much of the rest of the world, however, the demand for old-fashioned capital remained as strong as ever. After the turn of the century, the developing world exhibited a voracious appetite for industrial commodities that required massive mining investment. China embarked on what was probably the greatest investment boom in history. Before and after 2008, global energy consumption rose steadily. The world’s total investment (relative to GDP) remained in line with its historical average.17 Rifkin’s ‘economy of abundance’ remained a tantalizing speculation.

Moore’s Law, the rule of thumb in the technology industry, tells us that processor chips—the small circuit boards that form the backbone of every computing device—double in speed every eighteen months. That means a computer in 2025 will be sixty-four times faster than it is in 2013. Another predictive law, this one of photonics (regarding the transmission of information), tells us that the amount of data coming out of fiber-optic cables, the fastest form of connectivity, doubles roughly every nine months. Even if these laws have natural limits, the promise of exponential growth unleashes possibilities in graphics and virtual reality that will make the online experience as real as real life, or perhaps even better. Imagine having the holodeck from the world of Star Trek, which was a fully immersive virtual-reality environment for those aboard a ship, but this one is able to both project a beach landscape and re-create a famous Elvis Presley performance in front of your eyes. Indeed, the next moments in our technological evolution promise to turn a host of popular science-fiction concepts into science facts: driverless cars, thought-controlled robotic motion, artificial intelligence (AI) and fully integrated augmented reality, which promises a visual overlay of digital information onto our physical environment. Such developments will join with and enhance elements of our natural world. This is our future, and these remarkable things are already beginning to take shape. That is what makes working in the technology industry so exciting today. It’s not just because we have a chance to invent and build amazing new devices or because of the scale of technological and intellectual challenges we will try to conquer; it’s because of what these developments will mean for the world.

Buy Verified PayPal Accounts - Personal And Business Introduction to PayPal and its benefits PayPal has revolutionized the way we conduct online transactions. With millions of users worldwide, it’s become a trusted platform for sending and receiving money. Whether you're shopping online or running a business, PayPal offers convenience and security that few other services can match. But did you know there's an option to buy verified PayPal accounts? These accounts come with added benefits and features that can enhance your financial dealings. with your order or any questions. WhatsApp:+1 (810)361-7679 Telegram: @theaccboost Email:theaccboost@gmail.com If you've ever found yourself wondering whether a personal account is right for you or if it's time to upgrade to a business account, you’re not alone. Many individuals and entrepreneurs alike are seeking ways to streamline their payment processes. Navigating through the decision-making process can be overwhelming at times, but understanding your options is key. In this blog post, we'll explore everything you need to know about buying verified PayPal accounts—both personal and business types—so you can make informed choices in today’s digital marketplace. Ready to dive in? Let’s get started! The difference between personal and business accounts When exploring PayPal accounts, understanding the difference between personal and business types is essential. Personal accounts cater to individual users. They are suitable for online shopping, sending money to friends, or receiving small payments. With a personal account, you can manage your finances easily. On the other hand, business accounts are designed for entrepreneurs and organizations. These accounts allow users to accept credit card payments and process transactions on a larger scale. Businesses benefit from additional features like customizable invoices and advanced reporting tools. Another key distinction is transaction limits. Personal accounts often have lower limits compared to their business counterparts, which can handle higher volumes of sales without restrictions.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

People sometimes tend to focus on the wrong things when starting a business, like office space, scaling, websites, business cards, computers. You can add expenses or bigger ideas later, once revenue is coming in. But if your idea requires a lot of money, time, or resources to start, you’re probably thinking too big too soon. Scale it down to what can be done right now, on the cheap and fast, and then iterated upon.

One of the more interesting work-alignment tactics I came across while writing this book was that of Sheryl Woodhouse-Keese, who owns an earth-friendly stationery outfit called Twisted Limb Paperworks in Bloomington, Indiana. Woodhouse-Keese put her headquarters on a ten-acre farm (her house is at the other end), and started growing tomatoes, cucumbers, peppers, herbs, melons, and so forth. But, of course, there turned out to be a huge overlap between people who wanted to work at a recycled paper stationery company, and people who are interested in small scale, sustainable agriculture. So, quickly, the farm “turned from my personal garden into an employee garden,” Woodhouse-Keese says. Now, many Twisted Limb Paperworks employees take their breaks in the garden while pulling weeds, and load up bags of produce into their trunks rather than stopping by the grocery store on the way home. While the employees don’t necessarily use the garden as a social outlet or place for meetings (as Woodhouse-Keese points out, it gets hot in the summer), its existence lets everyone fit gardening into their lives in a way that might not otherwise be possible given how busy employees at small businesses tend to be.

Another common issue is the lack of interdisciplinarity in the transformation. In our experience, the highest impact is the result of multi-lever end-to-end process automation – not small, siloed implementations, focused on one single technology lever. To achieve this, management should advocate for getting the right talents from across the different parts of an organization to work together (e.g., data scientists, developers, business analysts). Interdisciplinarity is also about avoiding limiting the transformation to the implementation of one single technology lever (e.g., RPA), and about implementing IA on end-to-end processes instead of only a few process tasks. By combining talents and technology levers and targeting end-to-end processes, the organization will create synergies, build economies of scale, and remove potential bottlenecks. Organizations failing to achieve this are not able to scale their IA transformation.

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Quoting page 85-87: Lower Burma when first occupied … was a vast deltaic plain of swamp and jungle, with a secure rainfall; when the opening of the canal created a market for rice, this wide expanse of land was rapidly reclaimed by small cultivators … Formerly, the villager in Lower Burma, like peasants in general, cultivated primarily for home consumption, and it has always been the express policy of the Government to encourage peasant proprietorship. Land in the delta was abundant … The opening of the canal provided a certain and profitable market for as much rice as people could grow. … men from Upper Burma crowded down to join in the scramble for land. In two or three years a labourer could save out of his wages enough money to buy cattle and make a start on a modest scale as a landowner. … The land had to be cleared rapidly and hired labour was needed to fell the heavy jungle. In these circumstances newly reclaimed land did not pay the cost of cultivation, and there was a general demand for capital. Burmans, however, lacked the necessary funds, and had no access to capital. They did not know English or English banking methods, and English bankers knew nothing of Burmans or cultivation. … in the ports there were Indian moneylenders of the chettyar caste, amply provided with capital and long accustomed to dealing with European banks in India. About 1880 they began to send out agents into the villages, and supplied the people with all the necessary capital, usually at reasonable rates and, with some qualifications, on sound business principles. … now the chettyars readily supplied the cultivators with all the money that they needed, and with more than all they needed. On business principles the money lender preferred large transactions, and would advance not merely what the cultivator might require but as much as the security would stand. Naturally, the cultivator took all that he could get, and spent the surplus on imported goods. The working of economic forces pressed money on the cultivator; to his own discomfiture, but to the profit of the moneylenders, of European exporters who could ensure supplies by giving out advances, of European importers whose cotton goods and other wares the cultivator could purchase with the surplus of his borrowings, and of the banks which financed the whole economic structure. But at the first reverse, with any failure of the crop, the death of cattle, the illness of the cultivator, or a fall of prices, due either to fluctuations in world prices or to manipulation of the market by the merchants, the cultivator was sold up, and the land passed to the moneylender, who found some other thrifty labourer to take it, leaving part of the purchase price on mortgage, and with two or three years the process was repeated. … As time went on, the purchasers came more and more to be men who looked to making a livelihood from rent, or who wished to make certain of supplies of paddy for their business. … Others also, merchants and shopkeepers, bought land, because they had no other investment for their profits. These trading classes were mainly townsfolk, and for the most part Indians or Chinese. Thus, there was a steady growth of absentee ownership, with the land passing into the hands of foreigners. Usually, however, as soon as one cultivator went bankrupt, his land was taken over by another cultivator, who in turn lost with two or three years his land and cattle and all that he had saved. [By the 1930s] it appeared that practically half the land in Lower Burma was owned by absentees, and in the chief rice-producing districts from two-thirds to nearly three-quarters. … The policy of conserving a peasant proprietary was of no avail against the hard reality of economic forces…

Their technology probably would have worked at scale, but it could have worked only at scale: it required every computer to join the network at the same time, and that was never going to happen. Paradoxically, then, network effects businesses must start with especially small markets.

One of the Singaporean doctors, a small woman in her fifties, protested vociferously when she saw the far left-hand positioning of Israel on the Evaluating scale. “I don’t see how Israel can be positioned as so direct! We have been with our Israeli friends here all week and they are good, kind people!” From her Singaporean perspective being good was correlated with being diplomatic and being very direct was correlated with not being kind. In response, one of the Israeli doctors declared, “I don’t see what that has to do with it. Honesty and directness are a great virtues. The position is correct, and I am very proud of it.” Israel is one of several cultures that value both high-context communication and direct negative feedback.

To confront the overwhelming mystery of what banged and why it banged, Einstein’s theory isn’t enough because it treats space and time as smooth and continuous. Success will require new insights into what might seem the simplest entity of all: ‘mere’ empty space. We know that no material can be chopped into arbitrarily small pieces: eventually you get down to discrete atoms. Likewise, even space and time can’t be divided up indefinitely. There are powerful reasons to suspect that space has a grainy and ‘atomic’ structure – but on a scale a trillion trillion times smaller than atoms. This is key ‘unfinished business’ for twenty-first-century science. According to the most

Unlike other drugs, where a big bust can cause a significant disruption to the business, leading to a drop in supply and a spike in the price, dismantling small-scale meth labs is a bit like a game of Whac-A-Mole.

The Instagram versus Hipstamatic story is perhaps the canonical example of a strategy made famous by Chris Dixon’s 2015 essay “Come for the tool, stay for the network.” Chris writes: A popular strategy for bootstrapping networks is what I like to call “come for the tool, stay for the network.” The idea is to initially attract users with a single-player tool and then, over time, get them to participate in a network. The tool helps get to initial critical mass. The network creates the long term value for users, and defensibility for the company.40 There are many other examples across many sectors beyond photo apps: The Google Suite provides stand-alone tools for people to create documents, spreadsheets, and presentations, but also network features around collaborative editing, and comments. Games like Minecraft or even classics like Street Fighter can be played in single-player mode where you play against the computer, or multiplayer mode where you play with friends. Yelp started out effectively as a directory tool for people to look up local businesses, showing addresses and phone numbers, but the network eventually built out the database of photos and reviews. LinkedIn started as a tool to put your resume online, but encouraged you to build up your professional network over time. “Come for the tool, stay for the network” circumvents the Cold Start Problem and makes it easier to launch into an entire network—with PR, paid marketing, influencers, sales, or any number of tried-and-true channels. It minimizes the size requirement of an atomic network and in turn makes it easy to take on an entire network. Whether it’s photo-sharing apps or restaurant directories, in the framework of the Cold Start Theory, this strategy can be visualized. In effect, a tool can be used to “prop up” the value of the network effects curve when the network is small.

Bundling eventually stopped working for Microsoft. After the antitrust investigation, the company maintained its dominance on the PC operating systems market, but it lost control of many other markets. Eventually the industry jumped from PC to mobile. Microsoft tried to exactly replicate the network effects it had before—an ecosystem of hardware manufacturers who paid a licensing fee to run Windows Mobile, and app developers and consumers to match—but this time it didn’t work. Instead, Google gave away its Android mobile OS for free, driving adoption for phone makers. The massive reach of Android attracted app developers, and a new network effect was built, derived from a business model where the OS was free but the ecosystem was monetized using search and advertising revenue. Microsoft has also lost the browser market to Google Chrome, and is being challenged in its Office Suite by a litany of startup competitors large and small. It continued to use bundling as a strategy, adding workplace chat via Teams to its suite—but it hasn’t achieved a clear victory against Slack. If bundling hasn’t been a sure thing for Microsoft, it’s an even weaker strategy for others. The outcome seems even less assured when examining how Google bundled Google+ into many corners of its product, including Maps and Gmail, achieving hundreds of millions of active users without real retention. Uber bundled Uber Eats across many touchpoints within its rideshare app, but still fell behind in food delivery versus DoorDash. Bundling hasn’t been a silver bullet, as much as the giants in the industry hope it is.

Competition has driven prices to a point at which online bookselling is reduced to either a hobby or a big industry dominated by a few huge players with vast warehouses and heavily discounted postal contracts. The economies of scale make it impossible for the small or medium-sized business to compete. At the heart of it all is Amazon, and while it would be unfair to lay all the woes of the industry at Amazon’s feet, there can be no doubt that it has changed things for everyone.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

Whatever variant of freedom is espoused, a basic income would enhance it. However, in the liberal tradition a basic income would be both necessary and sufficient, if judged high enough to meet basic needs. In the republican tradition, however, basic income would be necessary but not sufficient; other institutions and policies would be needed properly to advance freedom. A basic income would strengthen the following prosaic or day-to-day freedoms: — the freedom to refuse a job that is onerous, boring, low-paying or just nasty; — the freedom to accept a job that is none of the above but which could not be accepted if financial necessity dictated; — the freedom to stay in a job that pays less than previously or that has become more financially insecure; — the freedom to start a small-scale business venture, which is risky but potentially rewarding; — the freedom to do care work for a relative or friend, or voluntary work in and for the community, that might not be feasible if financial necessity required long hours of paid labour; — the freedom to do creative work and activities of all kinds; — the freedom to risk learning new skills or competences; — the freedom from bureaucratic interference, prying and coercion; — the freedom to form relationships and perhaps set up ‘home’ with someone, often precluded today by financial insecurity; — the freedom to leave a relationship that has turned sour or abusive; — the freedom to have a child; — the freedom to be lazy once in a while, a vital freedom to which we will return. Would alternative social policies do as well on any of these counts? At the very least, a social protection policy should be neutral on behavioural freedom, not moralistic, directive, coercive or punitive. The

The low-trust, family-oriented societies with weak intermediate organizations we have observed have all been characterized by a similar saddle-shaped distribution of enterprises. Taiwan, Hong Kong, Italy, and France have a host of smaller private firms that constitute the entrepreneurial core of their economies and a small number of very large, state-owned firms at the other end of the scale. In such societies, the state plays an important role in promoting large-scale enterprises that might not be spontaneously created by the private sector, albeit at some cost in efficiency. We might postulate then that as a general rule, any society with weak intermediate institutions and low trust outside the family will tend to have a similar distribution of firms in its economy. The Republic of Korea, however, presents an apparent anomaly that needs to be explained in order to preserve the validity of the larger argument. Korea is similar to Japan, Germany, and the United States insofar as it has very large corporations and a highly concentrated industrial structure. On the other hand, Korea is much closer to China than to Japan in terms of family structure. Families occupy a similarly important place in Korea as in China, and there are no Japanese-style mechanisms in Korean culture for bringing outsiders into family groups. Following the Chinese pattern, this should lead to small family businesses and difficulties in institutionalizing the corporate form of organization. The answer to this apparent paradox is the role of the Korean state, which deliberately promoted gigantic conglomerates as a development strategy in the 1960s and 1970s and overcame what would otherwise have been a cultural proclivity for the small- and medium-size enterprises typical of Taiwan. While the Koreans succeeded in creating large companies and zaibatsu in the manner of Japan, they have nonetheless encountered many Chinese-style difficulties in the nature of corporate governance, from management succession to relations on the shop floor. The Korean case shows, however, how a resolute and competent state can shape industrial structure and

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

Almost unnoticed, in the niches and hollows of the market system, whole swathes of economic life are beginning to move to a different rhythm. Parallel currencies, time banks, cooperatives and self-managed spaces have proliferated, barely noticed by the economics profession, and often as a direct result of the shattering of old structures after the 2008 crisis. New forms of ownership, new forms of lending, new legal contracts: a whole business subculture has emerged over the past ten years, which the media has dubbed the ‘sharing economy’. Buzzterms such as the ‘commons’ and ‘peer-production’ are thrown around, but few have bothered to ask what this means for capitalism itself. I believe it offers an escape route – but only if these micro-level projects are nurtured, promoted and protected by a massive change in what governments do. This must in turn be driven by a change in our thinking about technology, ownership and work itself. When we create the elements of the new system we should be able to say to ourselves and others: this is no longer my survival mechanism, my bolt-hole from the neoliberal world, this is a new way of living in the process of formation. In the old socialist project, the state takes over the market, runs it in favour of the poor instead of the rich, then moves key areas of production out of the market and into a planned economy. The one time it was tried, in Russia after 1917, it didn’t work. Whether it could have worked is a good question, but a dead one. Today the terrain of capitalism has changed: it is global, fragmentary, geared to small-scale choices, temporary work and multiple skill-sets. Consumption has become a form of self-expression – and millions of people have a stake in the finance system that they did not have before. With the new terrain, the old path is lost. But a different path has opened up. Collaborative production, using network technology to produce goods and services that work only when they are free, or shared, defines the route beyond the market system. It will need the state to create the framework, and the postcapitalist sector might coexist with the market sector for decades. But it is happening." (from "PostCapitalism: A Guide to Our Future" by Paul Mason)

International labor mobility What’s the problem? Increased levels of migration from poor to rich countries would provide substantial benefits for the poorest people in the world, as well as substantial increases in global economic output. However, almost all developed countries pose heavy restrictions on who can enter the country to work. Scale: Very large. Eighty-five percent of the global variation in earnings is due to location rather than other factors: the extremely poor are poor simply because they don’t live in an environment that enables them to be productive. Economists Michael Clemens, Claudio Montenegro, and Lant Pritchett have estimated what they call the place premium—the wage gain for foreign workers who move to the United States. For an average person in Haiti, relocation to the United States would increase income by about 680 percent; for a Nigerian, it would increase income by 1,000 percent. Some other developing countries have comparatively lower place premiums, but they are still high enough to dramatically benefit migrants. Most migrants would also earn enough to send remittances to family members, thus helping many of those who do not migrate. An estimated six hundred million people worldwide would migrate if they were able to. Several economists have estimated that the total economic gains from free mobility of labor across borders would be greater than a 50 percent increase in world GDP. Even if these estimates were extremely optimistic, the economic gains from substantially increased immigration would be measured in trillions of dollars per year. (I discuss some objections to increased levels of immigration in the endnotes.) Neglectedness: Very neglected. Though a number of organizations work on immigration issues, very few focus on the benefits to future migrants of relaxing migration policy, instead focusing on migrants who are currently living in the United States. Tractability: Not very tractable. Increased levels of immigration are incredibly unpopular in developed countries, with the majority of people in Germany, Italy, the Netherlands, Norway, Sweden, and the United Kingdom favoring reduced immigration. Among developed countries, Canada is most sympathetic to increased levels of immigration; but even there only 20 percent of people favor increasing immigration, while 42 percent favor reducing it. This makes political change on this issue in the near term seem unlikely. What promising organizations are working on it? ImmigrationWorks (accepts donations) organizes, represents, and advocates on behalf of small-business owners who would benefit from being able to hire lower-skill migrant workers more easily, with the aim of “bringing America’s annual legal intake of foreign workers more realistically into line with the country’s labor needs.” The Center for Global Development (accepts donations) conducts policy-relevant research and policy analysis on topics relevant to improving the lives of the global poor, including on immigration reform, then makes recommendations to policy makers.

Third, it puts more small-scale capitalists out of business. They can do nothing but join the working class. ‘Thus’, says Marx, ‘the forest of uplifted arms demanding work becomes ever thicker, while the arms themselves become ever thinner.

AS IF THE abstracting qualities of numbers and scale aren’t enough to deal with when trying to run an organization, these days we have the added complication of the virtual world. The Internet is nothing short of awe inspiring. It gives the power to operate at scale or spread ideas to anyone, be it a small business or a social movement. It gives us the ability to find and connect with people more easily. And it is incredible at speeding the pace of commercial transactions. All of these things are good. But, just as money was developed to help expedite and simplify transactions by allowing payment to be rendered without barter, we often use the Internet as a means to expedite and simplify communication and the relationships we build. And just as money can’t buy love, the Internet can’t buy deep, trusting relationships. What makes a statement like that somewhat tricky or controversial is that the relationships we form online feel real. We can, indeed, get bursts of serotonin when people “like” our pictures, pages or posts or when we watch ourselves go up in a ranking (you know how much serotonin loves a ranking). The feelings of admiration we get from virtual “likes” or the number of followers we have is not like the feelings of admiration we get from our children, or that a coach gets from their players. It is simply a public display of “like” with no sacrifice required—a new kind of status symbol, if you will. Put simply, though the love may feel real, the relationship is still virtual. Relationships can certainly start online, but they only become real when we meet face-to-face.

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It happened in 2006 when the company’s COO and soon-to-be CEO, Randall Stephenson, quietly struck a deal with Steve Jobs for AT&T to be the exclusive service provider in the United States for this new thing called the iPhone. Stephenson knew that this deal would stretch the capacity of AT&T’s networks, but he didn’t know the half of it. The iPhone came on so fast, and the need for capacity exploded so massively with the apps revolution, that AT&T found itself facing a monumental challenge. It had to enlarge its capacity, practically overnight, using the same basic line and wireless infrastructure it had in place. Otherwise, everyone who bought an iPhone was going to start experiencing dropped calls. AT&T’s reputation was on the line—and Jobs would not have been a happy camper if his beautiful phone kept dropping calls. To handle the problem, Stephenson turned to his chief of strategy, John Donovan, and Donovan enlisted Krish Prabhu, now president of AT&T Labs. Donovan picks up the story: “It’s 2006, and Apple is negotiating the service contracts for the iPhone. No one had even seen one. We decided to bet on Steve Jobs. When the phone first came out [in 2007] it had only Apple apps, and it was on a 2G network. So it had a very small straw, but it worked because people only wanted to do a few apps that came with the phone.” But then Jobs decided to open up the iPhone, as the venture capitalist John Doerr had suggested, to app developers everywhere. Hello, AT&T! Can you hear me now? “In 2008 and 2009, as the app store came on stream, the demand for data and voice just exploded—and we had the exclusive contract” to provide the bandwidth, said Donovan, “and no one anticipated the scale. Demand exploded a hundred thousand percent [over the next several years]. Imagine the Bay Bridge getting a hundred thousand percent more traffic. So we had a problem. We had a small straw that went from feeding a mouse to feeding an elephant and from a novelty device to a necessity” for everyone on the planet. Stephenson insisted AT&T offer unlimited data, text, and voice. The Europeans went the other way with more restrictive offerings. Bad move. They were left as roadkill by the stampede for unlimited data, text, and voice. Stephenson was right, but AT&T just had one problem—how to deliver on that promise of unlimited capacity without vastly expanding its infrastructure overnight, which was physically impossible. “Randall’s view was ‘never get in the way of demand,’” said Donovan. Accept it, embrace it, but figure out how to satisfy it fast before the brand gets killed by dropped calls. No one in the public knew this was going on, but it was a bet-the-business moment for AT&T, and Jobs was watching every step from Apple headquarters.

The concept of selling solutions isn’t wrong. It’s based on a valid recognition of the enormous unmet needs most customers have. But very few companies have figured out how to implement the concept profitably. Most failed attempts to deliver solutions have suffered from one of two common flaws. First, many are uncompelling or undifferentiated in the customer’s eyes. Sometimes the word solution is simply code for a consultative selling process or an attempt to pitch some kind of service agreement along with the product. Sometimes the solution is more significant, but undifferentiated. Take outsourcing as an example. Many companies have moved to take over and run some customer function, such as the mail room or call center, and then struggled to make money. The reason: In most cases, this is simply a cost-of-capital or -labor play, based on the notion that the contractor can run the operation more cheaply than the client firm. The function’s role in enhancing the customer’s business scarcely changes. Not surprisingly, this purely cost-based value proposition leads to rapid downward pricing pressure and service commoditization. The other major problem with many attempts to create solutions is their complexity. Once a company has developed a compelling solutions offering, reaching and serving the customer often requires the creation of a highly skilled delivery force that is hard to scale up. The result is a small, marginally profitable operation that clings to relevance on the periphery of the business.

Get Other People to Sell the Product for You A great way to grow your sales is to have more people selling your product. Obvious, right? You can hire salespeople or find external resources to sell the product for you, but at some point your sales force has to consist of more than just you. As a small team of one, I needed to leverage as much help as I could to distribute and sell WebMerge. My primary approach to scaling our distribution was using consulting partners and integration partners. I built a large network of people who liked working with WebMerge and would recommend it to their customers/clients

Although there are no contests for political power in Plato’s scheme, in another sense his republic is all about politics, the politics of who defines and controls access to “reality,” and what the role of truth and lying is in that politics. Plato assumed that the small scale of his imagined state would make it easier for his elite to control the extent to which, and in what form, the Many would benefit from a reality they could never understand, much less truly know. To press the point: supposing the elite found themselves in a democracy instead of Plato’s Republic. Further, supposing they had been sufficiently influenced by modernity to be somewhat skeptical of the existence of “Reality,” might they not go down to the cave and seek control of the images cast on the screen, especially if they could ally with those who were in the business of manufacturing images and determining their content?

When it comes to quality roofing services, you can always depend on Professional Choice Roofing, regardless of the size and scale of your project. There is no job too big or small for us. With many years of experience in the roofing industry, the success of our business is a result of superior service and products. We've developed a very solid reputation in the Orlando metropolitan area as a company that consistently delivers top quality roofing services to all of our customers.

To be sure, many large, public companies have also been molded by their communities. Walmart is a product of Bentonville, Arkansas, and Hershey’s is a product of Hershey, Pennsylvania. For that matter, Target and H. B. Fuller are just as much products of the Twin Cities as Reell. What was different was the intimacy of the connections. A human-scale company in a single location can be part of a community without dominating it. The CEO and other top managers can establish personal relationships with the company’s neighbors, with leaders of local nonprofits, with the rest of the business community, and with government officials. There’s a focus, an intensity, a depth of commitment that inevitably becomes harder to maintain as the business expands. That was what Weinzweig meant by being “rooted.

A key element of leveraging network effects is the aggressive pursuit of network growth and adoption. Because the impact of network effects increases in a superlinear fashion, at lower levels of scale, network effects actually exert downward pressure on user adoption. Once all your friends are on Facebook, you have to be on Facebook too. But conversely, why would you join Facebook if none of your friends had joined yet? The same is true for the first user of marketplaces like eBay and Airbnb. With network effects businesses, you can’t start small and hope to grow slowly; until your product is widely adopted in a particular market, it offers little value to potential users.

It was the “parent of the great monopolies which at present masquerade under the new-found name of ‘Trusts,’ ” said one newspaper, and it served as shorthand for the new agglomerations of economic power. A business system based on individual enterprise was creating combinations of monstrous size that seemed to threaten that individualism. And modern industry not only menaced small-scale commerce but appeared to constitute a sinister despotism that endangered democracy itself as giant corporations overshadowed government as the most dynamic force in American society.

Dheeraj explained to me that when leaders don’t have the skills to lean into vulnerability, they’re not able to successfully hold the tension of the paradoxes that are inherent in entrepreneurship. His examples of the paradoxes that elicit vulnerability in leaders align with what we heard from the research participants: Optimism and paranoia Letting chaos reign (the act of building) and reining in chaos (the act of scaling) Big heart and tough decision making Humility and fierce resolve Velocity and quality when building new things Left brain and right brain Simplicity and choice Thinking global, acting local Ambition and attention to detail Thinking big but starting small Short-term and long-term Marathons and sprints, or marathon of sprints in business-building Dheeraj told me, “Leaders must learn the skills to hold these tensions and get adept at “balancing on the ‘tightrope’ of life. Ultimately, leadership is the ability to thrive in the ambiguity of paradoxes and opposites

My expectations were pretty conventional regarding opening, operating, and ultimately closing my small store. I certainly didn't expect much emotion, nor did I expect that the faces, voices and stories would stay with me a lifetime, but they will. In reality, I ran the scale of emotions. Every significant interaction changed me. Though you can say that about most anything in life, these moments combined were, for me, truly "life-changing." My lifetime of annoyingly repetitive prayers was for exactly what I was to receive by operating that little store. I had an about-face with confidence, and although my patience will probably never be perfect, it went from a two to maybe a seven?

What really matters is generating cash flows in the future, so being the first mover doesn’t do you any good if someone else comes along and unseats you. It’s much better to be the last mover—that is, to make the last great development in a specific market and enjoy years or even decades of monopoly profits. The way to do that is to dominate a small niche and scale up from there, toward your ambitious long-term vision.

If you have an idea for starting a business that requires a lot of money, time, or resources, you’re most likely thinking too big. Your idea can be scaled down to the basics—do it now, do it on the cheap, and do it quickly—and then iterated upon.

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So, the real question for me is, how do you go about maintaining a Day 1 culture? “It’s great to have the scale of Amazon, we have financial resources, we have lots of brilliant people. We can accomplish great things. We have global scope; we have operations all over the world. But the downside of that is that you can lose your nimbleness, you can lose your entrepreneurial spirit, you can lose that kind of heart that small companies often have. And so, if you could have the best of both worlds, if you could have that entrepreneurial spirit and heart, while at the same time having all the advantages that come with scale and scope—think of the things that you could do. “So, the question is how do you achieve that? The scale is good because it makes you robust. A big boxer can take a punch to the head. You also want to dodge those punches. So, you’d like to be nimble; you want to be big and nimble. I find there are a lot of things that are protective of the Day 1 mentality. I already spent some time on one of them, which is customer obsession. I think that’s the most important thing.

This configuration provides Walmart with three types of benefits. By placing the stores within a day’s drive of the distribution centers, the company spreads the fixed cost of the central warehouses over a large volume of sales, creating economies of scale. Because the stores are relatively close to one another, delivery trucks can supply them quickly, creating economies of density, a special type of scale economy. For every mile that a store is closer to a distribution center, Walmart’s profit increases $3,500 annually.16 With more than 5,000 stores in the United States alone, economies of density contribute noticeably to the company’s bottom line. Because the stores can be resupplied quickly, they reserve little space for inventory; virtually every inch is dedicated to selling products.17 Walmart’s third advantage highlights the link between market size and fixed costs. In a small market, fixed cost cannot be spread over a large volume of business. As a result, Walmart, the company with the largest share, has a distinct cost advantage. Even if a second firm decided to compete, was able to match Walmart’s infrastructure, and managed to gain significant share, both companies, each saddled with significant fixed cost, would suffer reduced profitability. Anticipating this outcome, potential entrants are reluctant to enter in the first place. In many of the smaller markets, Walmart faced little competition for precisely this reason. Where it was alone, the company raised prices by as much as 6 percent.18

For companies and organizations, this insight has enormous implications. Simply giving employees a sense of agency—a feeling that they are in control, that they have genuine decision-making authority—can radically increase how much energy and focus they bring to their jobs. One 2010 study at a manufacturing plant in Ohio, for instance, scrutinized assembly-line workers who were empowered to make small decisions about their schedules and work environment. They designed their own uniforms and had authority over shifts. Nothing else changed. All the manufacturing processes and pay scales stayed the same. Within two months, productivity at the plant increased by 20 percent. Workers were taking shorter breaks. They were making fewer mistakes. Giving employees a sense of control improved how much self-discipline they brought to their jobs.

We should explore and experiment with radical process changes — known as kaikaku in Lean terminology — in the same way we explore potential new business models. That is, we should try them out with a relatively small, cross-functional part of the organization, with people that fall in the “innovator” category. These people must be interested in the proposed process experiments and have the necessary skills to run them.

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The companies I was looking for all operated on what you might call human scale, that is, a size at which it’s still possible for an individual to be acquainted with everyone else in the organization, still possible for the CEO to meet with new hires, still possible for employees to feel closely connected to the rest of the company. That was not accidental, either. On the contrary, scale played an important role in their approach to business.

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The socializing function of finance capital facilitates enormously the task of overcoming capitalism. Once finance capital has brought the most importance branches of production under its control, it is enough for society, through its conscious executive organ - the state conquered by the working class - to seize finance capital in order to gain immediate control of these branches of production. Since all other branches of production depend upon these, control of large-scale industry already provides the most effective form of social control even without any further socialization. A society which has control over coal mining, the iron and steel industry, the machine tool, electricity, and chemical industries, and runs the transport system, is able, by virtue of its control of these most important spheres of production, to determine the distribution of raw materials to other industries and the transport of their products. Even today, taking possession of six large Berlin banks would mean taking possession of the most important spheres of large-scale industry, and would greatly facilitate the initial phases of socialist policy during the transition period, when capitalist accounting might still prove useful. There is no need at all to extend the process of expropriation to the great bulk of peasant farms and small businesses, because as a result of the seizure of large-scale industry, upon which they have long been dependent, they would be indirectly socialized just as industry is directly socialized. It is therefore possible to allow the process of expropriation to mature slowly, precisely in those spheres of decentralized production where it would be a long drawn out and politically dangerous process. In other words, since finance capital has already achieved expropriation to the extent required by socialism, it is possible to dispense with a sudden act of expropriation by the state, and to substitute a gradual process of socialization through the economic benefits which society will confer. [pp. 367-368]

Some areas of opportunity: •   First, stop saying, “Well, this is just the way it is in our industry.” •   Have your available cash reported DAILY, with a short explanation of why it changed in the last 24 hours, and chart it against accounts receivable (AR) and accounts payable (AP) weekly. You’ll learn so much more about your business when you see how the cash is flowing on a daily basis. •   If you want to be paid sooner, ask. Small firms are finding that large companies (and governments!!) will pay considerably faster or even prepay if they simply ask, ask, ask, ask, and ask some more. •   Give value back to customers who pay on time or in advance. •   Get your invoices out more quickly. Hire one more person in accounting to do nothing but make sure invoicing is timely and follow up on payments. •   Send friendly reminders five days before the deadline that payments are due. Many customers are disorganized and will appreciate the reminders, resulting in faster payment. •   If invoices are recurring, obtain recurring credit card authorization from your customers to automate on-time payments. •   Understand why your clients are paying late. They might be unhappy with your product or service. Or perhaps an invoice has recurring mistakes, or it is not structured to flow through the customer’s automated invoicing system. •   Understand each customer’s payment cycles, and time your billings to coincide. •   Pay many of your own expenses with a credit card so you can play the float. Get your own customers to pay by credit card, so they can pay you quickly even if their cash flow is slow. •   Help your customers improve their cash flow so they can pay you on time. Offer them leasing options, for instance. •   Shorten cycles for delivery of your product or service. All of you have some kind of “work in progress.” The faster you complete projects, the faster you get paid. •   Offer a product or service so valuable that you have some leverage with your customers to get them to pay sooner. • Remember, improving margins and profit improves cash.

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Generally speaking, the lower your product’s price point, the higher your churn. Some of the TinySeed companies that cater to hobbyists or very small businesses have churn in the 5% range, and while I’d love to see churn lower than that, it’s okay because they are in massive markets and have a very low cost to acquire new customers. For most companies like the type we’re discussing in this book, I suggest shooting for gross revenue churn as low as possible, certainly under 3% per month. At the venture scale, successful companies have less than 1% gross churn.

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One day in 1885, the twenty-three-year old Henry Ford got his first look at the gas-powered engine, and it was instant love. Ford had apprenticed as a machinist and had worked on every conceivable device, but nothing could compare to his fascination with this new type of engine, one that created its own power. He envisioned a whole new kind of horseless carriage that would revolutionize transportation. He made it his Life’s Task to be the pioneer in developing such an automobile. Working the night shift at the Edison Illuminating Company as an engineer, during the day he would tinker with the new internal-combustion engine he was developing. He built a workshop in a shed behind his home and started constructing the engine from pieces of scrap metal he salvaged from anywhere he could find them. By 1896, working with friends who helped him build a carriage, he completed his first prototype, which he called the Quadricycle, and debuted it on the streets of Detroit. At the time there were many others working on automobiles with gas-powered engines. It was a ruthlessly competitive environment in which new companies died by the day. Ford’s Quadricycle looked nice and ran well, but it was too small and incomplete for large-scale production. And so he began work on a second automobile, thinking ahead to the production end of the process. A year later he completed it, and it was a marvel of design. Everything was geared toward simplicity and compactness. It was easy to drive and maintain. All that he needed was financial backing and sufficient capital to mass-produce it. To manufacture automobiles in the late 1890s was a daunting venture. It required a tremendous amount of capital and a complex business structure, considering all of the parts that went into production. Ford quickly found the perfect backer: William H. Murphy, one of the most prominent businessmen in Detroit. The new company was dubbed the Detroit Automobile Company, and all who were involved had high hopes. But problems soon arose. The car Ford had designed as a prototype needed to be reworked—the parts came from different places; some of them were deficient and far too heavy for his liking. He kept trying to refine the design to come closer to his ideal. But it was taking far too long, and Murphy and the stockholders were getting restless. In 1901, a year and a half after it had started operation, the board of directors dissolved the company. They had lost faith in Henry Ford.

In the words of Paul Johnson: The Temple, now, in Herod’s1 version, rising triumphantly over Jerusalem, was an ocular reminder that Judaism was about Jews and their history—not about anyone else. Other gods flew across the deserts from the East without much difficulty, jettisoning the inconvenient and embarrassing accretions from their past, changing, as it were, their accents and manners as well as their names. But the God of the Jews was still alive and roaring in his Temple, demanding blood, making no attempt to conceal his racial and primitive origins. Herod’s fabric was elegant, modern, sophisticated—he had, indeed, added some Hellenic decorative effects much resented by fundamentalist Jews who constantly sought to destroy them—but nothing could hide the essential business of the Temple, which was the ritual slaughter, consumption, and combustion of sacrificial cattle on a gigantic scale. The place was as vast as a small city. There were literally thousands of priests, attendants, temple-soldiers, and minions. To the unprepared visitor, the dignity and charity of Jewish disapora life, the thoughtful comments and homilies of the Alexandrian synagogue, was quite lost amid the smoke of the pyres, the bellows of terrified beasts, the sluices of blood, the abattoir stench, the unconcealed and unconcealable machinery of tribal religion inflated by modern wealth to an industrial scale. Sophisticated Romans who knew the Judaism of the diaspora found it hard to understand the hostility towards Jews shown by colonial officials who, behind a heavily-armed escort, had witnessed Jerusalem at festival time. Diaspora Judaism, liberal and outward-minded, contained the matrix of a universal religion, but only if it could be cut off from its barbarous origins; and how could so thick and sinewy an umbilical cord be severed? This description of “Herod’s” Temple (actually the Second Temple, built in the sixth century B.C. and rebuilt by Herod) is more than a bit overwrought. The God of the Jews did not roar in his Temple: the insoluble problem was that, since the destruction of the First Temple and, with it, the Ark of the Covenant, God had ceased to be present in his Temple. Nor would animal sacrifice have disgusted the gentiles, since Greeks, Romans, and all ancient peoples offered such sacrifices (though one cannot help wondering whether, had the Second Temple not been destroyed, it would today be ringed from morn to night by indignant animal-rights activists). But Johnson is right to emphasize that Judaism, in its mother city, could display a sweaty tribalism that gentiles would only find unattractive. The partisan, argumentative ambience of first-century Jerusalem, not unlike the atmosphere of the ultra-Orthodox pockets of the contemporary city, could repel any outsider, whether gentile or diaspora Jew. Perhaps most important is Johnson’s shrewd observation that Judaism “contained the matrix of a universal religion.” By this time, the more percipient inhabitants of the Greco-Roman world had come to the conclusion that polytheism, whatever manifestation it might assume, was seriously flawed. The Jews alone, by offering monotheism, offered a unitive vision, not the contradictory and flickering epiphanies of a fanciful pantheon of gods and goddesses. But could Judaism adapt to gentile needs, could it lose its foreign accent and outlandish manners? No one saw the opportunity more clearly than Luke; his gospel and its sequel, the Acts of the Apostles, present a Jesus and a Jesus Movement specifically tailored to gentile sensibility.

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Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

About 85 percent of the world’s carbon dioxide emissions come from fossil fuels, and about 80 percent of those come from just two sources: coal (46 percent) in its various forms, including anthracite and lignite; and petroleum (33 percent) in its various forms, including oil, gasoline, and propane. Coal and petroleum are used differently. Most petroleum is consumed by individuals and small businesses as they heat their homes and offices and drive their cars. By contrast, coal is mainly burned by heavy industry: coal produces the great majority of the world’s steel and cement and 40 percent of its electricity. The percentages vary from place to place, but the pattern remains. Coal provides about two-thirds of China’s energy, but almost all of it is used by big industries. Coal provides less than a fifth of U.S. energy, but again almost all of it is for industry. In both places petroleum consumption is on a smaller, more individual scale.