Speed Of Service Quotes

Jason turned to Leo. “Do you think you can fly this thing?” “Um…” Leo put his hand on the side of the helicopter, concentrating hard, as if listening to the machine. “Bell 412HP utility helicopter,” Leo said. “Composite four-blade main rotor, cruising speed twenty-two knots, service ceiling twenty-thousand feet. The tank is near full. Sure, I can fly it.” Piper smiled at the ranger again. “You din’t have a problem with an under-aged unlicensed kid borrowing your copter, do you? We’ll return it.” “I-“ The pilot nearly choked on the words, but she got them out: “I don’t have a problem with that.” Leo grinned. “Hop in kids, Uncle Leo’s gonna take you for a ride.

To ride a bicycle is in itself some protection against superstitious fears, since the bicycle is the product of pure reason applied to motion. Geometry at the service of man! Give me two spheres and a straight line and I will show you how far I can take them. Voltaire himself might have invented the bicycle, since it contributes so much to man’s welfare and nothing at all to his bane. Beneficial to the health, it emits no harmful fumes and permits only the most decorous speeds. How can a bicycle ever be an implement of harm?

Take care of your car in the garage, and the car will take care of you on the road.

A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. Values may be quantitative (e.g. price, speed of service) or qualitative (e.g. design, customer experience).

Right from the start Abigail used to moan and fidget as her hair was relaxed or braided or thermally reconditioned, but her dad was determined that his child wasn’t going to embarrass him in public. That all stopped when Abigail turned eleven and calmly announced that she had ChildLine on speed‑dial and the next person who came near her with a hair extension, chemical straightener, or, God forbid, a hot comb, was going to end up explaining their actions to Social Services.

You’re Piers Brandon, the Marquess of Granville, diplomat and secret agent in the Crown’s service.” She ran a fingertip down the noble slope of his nose. “And I’m Char—” Her words were lost in a gasp. With the speed and strength of a whip, he had her turned on her back, sprawled beneath him on the tufted carriage seat. “You will be Lady Charlotte Brandon, the Marchioness of Granville, diplomat’s wife and mother of my heir.” ....... “You’ll be mine,” he murmured. “I swear it, Charlotte. I will make you mine.

Then if thou hast A heart of wreak in thee, that wilt revenge Thine own particular wrongs and stop those maims Of shame seen through thy country, speed thee straight, And make my misery serve thy turn: so use it That my revengeful services may prove As benefits to thee, for I will fight Against my canker'd country with the spleen Of all the under fiends.

We’re creatures of habit when it comes to mobile contracts and the wires piping high-speed data into our homes. It’s a pain to deal with transfers, installations, and customer service interactions, so we shrug and keep paying a premium.

When you are intense, you will do things persistently and with speed

Police officers seem nice until they start targeting you for stops, give you a bogus speeding ticket and write fake police reports about their interactions with you

For his part, Temeraire had been following this exchange with cocked head and increasing confusion; now he said, "I do not understand in the least, why ought it make any difference at all? Lily is female, and she can fight just as well as I can, or almost," he amended, with a touch of superiority. Riley, still dissatisfied even after Laurence's reassurance looked after this remark very much as though he had been asked to justify the tide, or the phase of the moon; Laurence was by long experience better prepared for Temeraire's radical notions, and said, "Women are generally smaller and weaker than men, Temeraire, less able to endure the privations of service." "I have never noticed that Captain Harcourt is much smaller than any of the rest of you," Temeraire said' well he might not, speaking from a height of some thirty feet and a weight topping eighteen tons. "Besides, I am smaller than Maximus, and Messoria is smaller than me; but that does not mean we cannot still fight." "It is different for dragons than for people," Laurence said. "Among other things, women must bear children, and care for them through childhood, where your kind lay eggs and hatch ready to look to your own needs. Temeraire blinked at this intelligence. "You do not hatch out of eggs?" he asked, in deep fascination. "How then--" "I beg your pardon, I think I see Purbeck looking for me," Riley said, very hastily, and escaped at a speed remarkable, Laurence thought somewhat resentfully, in a man who had lately consumed nearly a quarter his own weight in food. "I cannot really undertake to explain the process to you; I have no children of my own," Laurence said.

Although so young, he is also rational. He has chosen the most rational mode of transport in the world for his trip round the Carpathians. To ride a bicycle is in itself some protection against superstitious fears, since the bicycle is the product of pure reason applied to motion. Geometry at the service of man! Give me two spheres and a straight line and I will show you how far I can take them. Voltaire himself might have invented the bicycle, since it contributes so much to man's welfare and nothing at all to his bane. Beneficial to the health, it emits no harmful fumes and permits only the most decorous speeds. How can a bicycle ever be an implement of harm?

Learn to do everything with speed to be efficient and effective

Speed is the ability to take a decision in a few seconds

Speed should be of the essence — especially for smaller issues that don’t take much time to solve. That being said — great customer service beats speed every time.

Everything becomes a blur when you travel beyond a certain speed. Distant objects may still be clear in outline, but the blurred foreground makes it impossible to attend to them. This landscape is unreal and the passengers in the express train turn to their books, their thoughts or their private fantasies. The subjectivism of our age has a good deal to do with this imprisonment in a speeding vehicle, and the fact that we made this vehicle ourselves, with all the tireless care that children give to a contrivance of wood and wire, does not save us from the sense of being trapped without hope of escape. A further effect of such vertiginous speed is a kind of anaesthesia, entirely natural when the operation of the senses by which we normally make contact with our environment is suspended. With no opportunity to assimilate what is going on, our powers of assimilation are inevitably weakened and certain numbness sets in; nothing is fully savoured and nothing is properly understood. Even fear (which exists to forewarn us of danger) is suspended. This would be so even if speed of change were the only factor involved, but the kind of environment in which a large part of humanity lives today --- the environment created by technology at the service of immediate, short-term needs – does much to intensify this effect. Outside of works of art which embody something beyond our physical needs, our own constructions bore us. Those who, when they have built something and admired the finished product for a decent moment, are ready to pull it down and start on something new have good sense on their side.

General Garrison assembled all of the men for a memorial service, and captured their feelings of sadness, fear, and resolve with the famous martial speech from Shakespeare’s Henry V: Whoever does not have the stomach for this fight, let him depart. Give him money to speed his departure since we wish not to die in that man’s company. Whoever lives past today and comes home safely will rouse himself every year on this day, show his neighbor his scars, and tell embellished stories of all their great feats of battle. These stories he will teach his son and from this day until the end of the world we shall be remembered. We few, we happy few, we band of brothers; for whoever has shed his blood with me shall be my brother. And those men afraid to go will think themselves lesser men as they hear of how we fought and died together.

When the globe is covered with a net of railroads and telegraph wires, this net will render services comparable to those of the nervous system in the human body, partly as a means of transport, partly as a means for the propagation of ideas and sensations with the speed of lightning. Wilhelm Weber, 1835

Do you have our frequent gamers card?” “No.” “Do you want to sign up for our frequent gamers card?” “No, thank you.” “Do you want to put ten bucks down on the pre-release of Need for Speed 53?” “No.” “Do you want to put money down on any other upcoming titles?” “No.” “Do you want to sign up for our email service to notify you of gamer news?” “No.” “Do you want to sign up for a subscription to Techtaphonic, our store’s magazine?” “Good lord, no. Can I just buy the game?

Whatever the final cost of HS2, all those tens of billions could clearly buy lots of things more generally useful to society than a quicker ride to Birmingham. Then there is all the destruction of the countryside. A high-speed rail line offers nothing in the way of charm. It is a motorway for trains. It would create a permanent very noisy, hyper-visible scar across a great deal of classic British countryside, and disrupt and make miserable the lives of hundreds of thousands of people throughout its years of construction. If the outcome were something truly marvellous, then perhaps that would be a justifiable price to pay, but a fast train to Birmingham is never going to be marvellous. The best it can ever be is a fast train to Birmingham. Remarkably, the new line doesn’t hook up to most of the places people might reasonably want to go to. Passengers from the north who need to get to Heathrow will have to change trains at Old Oak Common, with all their luggage, and travel the last twelve miles on another service. Getting to Gatwick will be even harder. If they want to catch a train to Europe, they will have to get off at Euston station and make their way half a mile along the Euston Road to St Pancras. It has actually been suggested that travelators could be installed for that journey. Can you imagine travelling half a mile on travelators? Somebody find me the person who came up with that notion. I’ll get the horsewhip. Now here’s my idea. Why not keep the journey times the same but make the trains so comfortable and relaxing that people won’t want the trip to end? Instead, they could pass the time staring out the window at all the gleaming hospitals, schools, playing fields and gorgeously maintained countryside that the billions of saved pounds had paid for. Alternatively, you could just put a steam locomotive in front of the train, make all the seats inside wooden and have it run entirely by volunteers. People would come from all over the country to ride on it. In either case, if any money was left over, perhaps a little of it could be used to fit trains with toilets that don’t flush directly on to the tracks, so that when I sit on a platform at a place like Cambridge or Oxford glumly eating a WH Smith sandwich I don’t have to watch blackbirds fighting over tattered fragments of human waste and toilet paper. It is, let’s face it, hard enough to eat a WH Smith sandwich as it is.

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

The extermination of the Jews has sometimes been seen as a kind of industrialized, assembly-line kind of mass murder, and this picture has at least some element of truth to it. No other genocide in history has been carried out by mechanical means - gassing - in specially constructed facilities like those in operation at Auschwitz or Treblinka. At the same time, however, these facilities did not operate efficiently or effectively, and if the impression given by calling them industrialized is that they were automated or impersonal, then it is a false one. Men such as Hess and Stangl and their subordinates tried to insulate themselves from the human dimensions of what they were doing by referring to their victims as 'cargo' or 'items.' Talking to Gerhard Stabenow, the head of the SS Security Service in Warsaw, in September 1942, Wilm Hosenfeld noted how the language Stabenow used distanced himself from the fact that what he was involved in was the mass murder of human beings: 'He speaks of the Jews as ants or other vermin, of their 'resettlement', that means their mass murder, as he would of the extermination of the bedbugs in the disinfestation of a house.' But at the same time such men were not immune from the human emotions they tried so hard to repress, and they remembered incidents in which individual women and children had appealed to their conscience, even if such appeals were in vain. The psychological strain that continual killing of unarmed civilians, including women and children, imposed on such men was considerable, just as it had been in the case of the SS Task Forces, whose troops had been shooting Jews in their hundreds of thousands before the first gas vans were deploted in an attempt not only to speed up the killing but also to make it somehow more impersonal.

Dennis Tueller, a Salt Lake City police officer and firearms instructor (since retired), asked just this question.  Uniformed officers are routinely faced with impact weapon bearing suspects.  So it’s natural for Tueller to wonder how far away a suspect can be and still use an impact weapon against an officer before he could defend himself. To answer his question, Tueller ran a bunch of empirical studies.  Which is just a fancy way of saying he ran a bunch of students through the exercise that would later become the Tueller Drill. Tueller learned that most officers can get a service pistol out of a holster and engage a threat with center-mass hits within 1.5 seconds.  So the question then becomes, how much distance can a bad guy cross in 1.5 seconds?  Timing a great many students running from a standing start, Tueller learned that someone can go about 21 feet in 1.5 seconds.  So 21 feet became the “Tueller distance,” or the maximum distance from a police officer a person can use an impact weapon against the officer before the officer can shoot them.  The Tueller Drill is often referred to as the “21 foot rule,” or the “7 yard rule.”  This really obscures the real take-home message of the Tueller Drill.  The value is not some particular distance.  What matters is your “Tueller distance.” People’s draw speeds vary.  Your Tueller distance will be greater or less than 21 feet depending on your ability to get the gun unholstered and pointed center-mass. The real lesson of the Tueller Drill is that someone armed with an impact weapon has the opportunity to use it at a far greater distance than most think—and certainly much greater distances than a juror might have otherwise thought.  If you imagine the length of typical American parking space, and add another three paces, you’ll be right about at 21 feet.

At the beginning of June 1944 electronics came to Bletchley. I was totally out of my depth there, but with various discreet questions from my esoteric sources, I gathered that our present Bombes were electromagnetic and that Professor Alan Turing, along with the electronic wizard T. E. Flowers of the Post Office Research Station at Dollis Hill, were working together desperately anxious to speed up the process of decipherment. Tommy Flowers decided to employ 1,500 thermionic valves instead of the electromagnetic relays. These apparently propelled the undertaking into the world of electronics and thus Colossus was born. The speed of decryption of this machine was remarkable and Colossus began operating at B.P. in February 1944, followed by Mark II using 2,400 valves. By the end of the war ten Colossi were in service at Bletchley. I am still bemused and confounded but thank God for Tommy Flowers and Alan Turing.

Everything in Nature ran according to its own nature; the running of grass was in its growing, the running of rivers their flowing, granite bubbled up, cooled, compressed and crumbled, birds lived, flew, sang and died, everything did what it needed to do, each simultaneously running its own race, each by living according to its own nature together, never leaving any other part of the universe behind. The world’s Holy things raced constantly together, not to win anything over the next, but to keep the entire surging diverse motion of the living world from grinding to a halt, which is why there is no end to that race; no finish line. That would be oblivion to all. For the Indigenous Souls of all people who can still remember how to be real cultures, life is a race to be elegantly run, not a race to be competitively won. It cannot be won; it is the gift of the world’s diverse beautiful motion that must be maintained. Because human life has been give the gift of our elegant motion, whether we limp, roll, crawl, stroll, or fly, it is an obligation to engender that elegance of motion in our daily lives in service of maintaining life by moving and living as beautifully as we can. All else has, to me, the familiar taste of that domineering warlike harshness that daily tries to cover its tracks in order to camouflage the deep ruts of some old, sick, grinding, ungainly need to flee away from the elegance of our original Indigenous human souls. Our attempt to avariciously conquer or win a place where there are no problems, whether it be Heaven or a “New Democracy,” never mind if it is spiritually ugly and immorally “won” and taken from someone who is already there, has made a citifying world of people who, unconscious of it, have become our own ogreish problem to ourselves, our future, and the world. This is a problem that we cannot continue to attempt to competitively outrun by more and more effectively designed technological approaches to speed away from the past, for the specter of our own earth-wasting reality runs grinning competitively right alongside us. By developing even more effective and entertaining methods of escape that only burn up the earth, the air, animals, plants, and the deeper substance of what it should mean to be human, by competing to get ahead, we have created a brakeless competition that has outrun our innate beauty and marked out a very definite and imminent “finish” line. Living in and on a sphere, we cannot really outrun ourselves anyway. Therefore, I say, the entire devastating and hideous state of the world and its constant wounding and wrecking of the wild, beautiful, natural, viable and small, only to keep alive an untenable cultural proceedance is truly a spiritual sickness, one that will not be cured by the efficient use of the same thinking that maintains the sickness. Nor can this overly expensive, highly funded illness be symptomatically kept at bay any longer by yet more political, environmental, or social programs. We must as individuals and communities take the time necessary to learn how to indigenously remember what a sane, original existence for a viable people might look like. Though there are marvellous things and amazing people doing them, both seen and unseen, these do not resemble in any way the general trend of what is going on now. To begin remembering our Indigenous belonging on the Earth back to life we must metabolize as individuals the grief of recognition of our lost directions, digest it into a valuable spiritual compost that allows us to learn to stay put without outrunning our strange past, and get small, unarmed, brave, and beautiful. By trying to feed the Holy in Nature the fruit of beauty from the tree of memory of our Indigenous Souls, grown in the composted failures of our past need to conquer, watered by the tears of cultural grief, we might become ancestors worth descending from and possibly grow a place of hope for a time beyond our own.

Betrayed and abandoned, cut adrift or superannuated, coerced or manipulated, speeded up, cheated, living in the shadows—this is a recipe for acquiescence. Yet conditions of life and labor as bad as or even far worse than these once were instigators to social upheaval. Alongside the massing of enemies on the outside—employers, insulated and self-protective union leaders, government policy makers, the globalized sweatshop, and the globalized megabank—something in the tissue of working-class life had proved profoundly disempowering and also accounted for the silence. Work itself had lost its cultural gravitas. What in part qualified the American Revolution as a legitimate overturning of an ancien régime was its political emancipation of labor. Until that time, work was considered a disqualifying disability for participating in public life. It entailed a degree of deference to patrons and a narrow-minded preoccupation with day-to-day affairs that undermined the possibility of disinterested public service. By opening up the possibility of democracy, the Revolution removed, in theory, that crippling impairment and erased an immemorial chasm between those who worked and those who didn’t need to. And by inference this bestowed honor on laboring mankind, a recognition that was to infuse American political culture for generations. But in our new era, the nature of work, the abuse of work, exploitation at work, and all the prophecies and jeremiads, the condemnations and glorifications embedded in laboring humanity no longer occupied center stage in the theater of public life. The eclipse of the work ethic as a spiritual justification for labor may be liberating. But the spiritless work regimen left behind carries with it no higher justification. This disenchantment is also a disempowerment. The modern work ethic becomes, to cite one trenchant observation, “an ideology propagated by the middle class for the working classes with enough plausibility and truth to make it credible.

At two hundred fifty feet in length with a surfaced displacement of 2,200 tons, the Samisho was not a small boat. Built to the 0+2+ (1) Yuushio-class standards at Kawasaki’s shipyards in Kobe, she’d begun service in 1992, and last year she’d been brought back to the yards for a retrofit. Now she was state of the art, an engineering and electronics marvel even by U.S. naval standards. She was a diesel boat, but she was fast, capable of a top speed submerged of more than twenty-five knots and a published diving depth in excess of one thousand feet. Her electronic detection systems and countermeasures by Hitachi were better than anything currently in use by any navy in the world, and her new Fuji electric motors and tunnel drive were as quiet as any nuclear submarine’s propulsion system, and much simpler to operate. The Samisho could be safely operated, even on war footing, with fifty men and ten officers—less than half the crew needed to run the Los Angeles-class boats, and one-fourth the crew needed for a sub-hunting surface vessel

Rarely in military history has there been so high a turnover of generals as in France in the 1790s. It meant that capable young men could advance through the ranks at unprecedented speed. The Terror, emigration, war, political purges, disgrace after defeat, political suspicion and scapegoating, on top of all the normal cases of resignation and retirement, meant that men like Lazare Hoche, who was a corporal in 1789, could be a general by 1793, or Michel Ney, a lieutenant in 1792, could become one by 1796. Napoleon’s rise through the ranks was therefore by no means unique given the political and military circumstances of the day.73 Still, his progress was impressive: he had spent five and a half years as a second-lieutenant, a year as a lieutenant, sixteen months as a captain, only three months as a major and no time at all as a colonel. On December 22, 1793, having been on leave for fifty-eight of his ninety-nine months of service – with and without permission – and after spending less than four years on active duty, Napoleon was made, at twenty-four, a general.

It is unlikely that those who provide housing, food, medicine or a host of other goods and services, can continue to provide us with the same quantity and quality of these when the costs involved in providing that quantity and quality of goods and services cannot be recovered. . This may not be immediately obvious, a reason why price controls are popular, but the consequences are long-lasting and usually get even worse over time. Homes do not disappear immediately when there is rent control, but they deteriorate over time without being replaced by newer and more suitable ones. Currently available medicines do not disappear when price controls are implemented, but new medicines for the treatment of cancer, AIDS, Alzheimer's and others will probably not continue to be developed at the same speed, when the money to pay for their development is no longer there. Present. But everything takes time to be noticed and the memory of most people may be very short-term and they cannot connect the bad consequences they suffer with the popular policies they supported a few years ago.

self-driving vehicles could provide people with much better transportation services, and in particular reduce mortality from traffic accidents. Today close to 1.25 million people are killed annually in traffic accidents (twice the number killed by war, crime, and terrorism combined).6 More than 90 percent of these accidents are caused by very human errors: somebody drinking alcohol and driving, somebody texting a message while driving, somebody falling asleep at the wheel, somebody daydreaming instead of paying attention to the road. The National Highway Traffic Safety Administration estimated in 2012 that 31 percent of fatal crashes in the United States involved alcohol abuse, 30 percent involved speeding, and 21 percent involved distracted drivers.7 Self-driving vehicles will never do any of these things. Though they suffer from their own problems and limitations, and though some accidents are inevitable, replacing all human drivers by computers is expected to reduce deaths and injuries on the road by about 90 percent.8 In other words, switching to autonomous vehicles is likely to save the lives of one million people every year.

In the early thirties IBM built a high-speed calculating machine to do calculations for the astronomers at New York’s Columbia University. A few years later it built a machine that was already designed as a computer—again, to do astronomical calculations, this time at Harvard. And by the end of World War II, IBM had built a real computer—the first one, by the way, that had the features of the true computer: a “memory” and the capacity to be “programmed.” And yet there are good reasons why the history books pay scant attention to IBM as a computer innovator. For as soon as it had finished its advanced 1945 computer—the first computer to be shown to a lay public in its showroom in midtown New York, where it drew immense crowds—IBM abandoned its own design and switched to the design of its rival, the ENIAC developed at the University of Pennsylvania. The ENIAC was far better suited to business applications such as payroll, only its designers did not see this. IBM structured the ENIAC so that it could be manufactured and serviced and could do mundane “numbers crunching.” When IBM’s version of the ENIAC came out in 1953, it at once set the standard for commercial, multipurpose, mainframe computers. This is the strategy of “creative imitation.

What same-sex marriage, women's franchise and the end of segregation all have in common is that they extend the rights of a privileged group to everyone. And when people hear the phrase 'trans rights', they assume something similar is being demanded - that trans people be enabled to live without discrimination, harassment and violence, and to express themselves as they wish. Such goals are worthy ones, but they are not what mainstream transactivism is about. What campaigners mean by 'trans rights' is gender self-identification: that trans people be treated in every circumstance as members of the sex they identify with, rather than the sex they actually are. This is not a human right at all. It is a demand that everyone else lose their rights to single-sex spaces, services and activities. And in its requirement that everyone else accept trans peoples' subjective beliefs as objective reality, it is akin to a new state religion, complete with blasphemy laws. All this explains the speed. When you want new laws, you can focus on lobbying, rather than the painstaking business of building broad-based coalitions. And when those laws will take away other people's rights, it is not only unnecessary to build public awareness - it is imperative to keep the public in the dark.

The menu Kroc used to take McDonald’s national was similarly minimalist, with exactly three food items—Pure Beef Hamburger, fifteen cents; Tempting Cheeseburger, nineteen cents; Golden French Fries, ten cents. He aimed to make his burger construction line as standardized and closely measured as the Crystal Palace, decreeing, among other things, that McDonald’s burger patties must weigh 1.6 ounces and measure 3.875 inches in diameter. Don’t like a quarter ounce of onions on your burger? Too bad, just scrape ’em off—custom orders slow things down, and speed was the whole point. That’s why they call it fast food. Then Burger King countered with “Have it your way” in the ’80s, and to compete, McDonald’s started broadening its menu and allowing for special orders. Today, the average McDonald’s menu has more than a hundred items, and special orders are commonplace. But customers never changed their expectations of miraculously instantaneous service to match the vastly more complicated menu crew members are working with. So a lot of people who’ve experienced the magic of getting a Big Mac seconds after ordering it seem to believe there’s some Star Trek machine in the back that zaps food into existence from nothing. At least, that’s the only reason I can think of that customers like this lady get so mad when their special orders take an extra minute or two.

It would be a kindness, by the way, and a service to history, if you could please rid yourself of the legend that Christians believed a fairy tale about the origin of the world until forced to think otherwise by the triumph of secular science. Substantially everyone in the Judeo-Christian bits of the planet believed the Genesis account until the early nineteenth century, remember, there being till then no organised alternative. The work of reading the geological record, and thereby exploding the Genesis chronology, was for the most part done not by anti-Christian refuseniks but by scientists and philosophers thinking their way onward from starting-points within the religious culture of the time. Once it became clear that truth lay elsewhere than in Genesis, religious opinion on the whole moved with impressive swiftness to accommodate the discovery. In the same way, when the Origin of Species was published, most Christians in Britain at least moved with some speed to incorporate evolutionary biology into their catalogue of ordinary facts about the world. Bishop Samuel Wilberforce’s resistance to Darwinism was an outlier, untypical. In fact, there’s a good case to be made that the ready acceptance of evolution in Britain owed a lot to the great cultural transmission mechanism of the Church of England. If you’re glad that Darwin is on the £10 note, hug an Anglican.

short buzz followed, then silence. “They want to get rid of us,” said Trillian nervously. “What do we do?” “It’s just a recording,” said Zaphod. “We keep going. Got that, computer?” “I got it,” said the computer and gave the ship an extra kick of speed. They waited. After a second or so came the fanfare once again, and then the voice. “We would like to assure you that as soon as our business is resumed announcements will be made in all fashionable magazines and color supplements, when our clients will once again be able to select from all that’s best in contemporary geography.” The menace in the voice took on a sharper edge. “Meanwhile, we thank our clients for their kind interest and would ask them to leave. Now.” Arthur looked round the nervous faces of his companions. “Well, I suppose we’d better be going then, hadn’t we?” he suggested. “Shhh!” said Zaphod. “There’s absolutely nothing to be worried about.” “Then why’s everyone so tense?” “They’re just interested!” shouted Zaphod. “Computer, start a descent into the atmosphere and prepare for landing.” This time the fanfare was quite perfunctory, the voice now distinctly cold. “It is most gratifying,” it said, “that your enthusiasm for our planet continues unabated, and so we would like to assure you that the guided missiles currently converging with your ship are part of a special service we extend to all of our most enthusiastic clients, and the fully armed nuclear warheads are of course merely a courtesy detail. We look forward to your custom in future lives…. Thank you.

The first stage can be called stage of potential power… A nation is not industrial. Its people are primarily agricultural and the great majority of them are rural… Such a nation may be very powerful in a world where no nation is industrial. But compared to any industrial nation, even a small one, its power is slight... The second stage of the power transition is the stage of the transitional growth… to an industrial stage… its power grows rapidly relative to that of the other pre-industrial nations whom it leaves behind. Fundamental changes take places within the nation. There is great growth in industry and in the cities… Large number of people move out of farming and into industry and service occupations… They move from the country-side to the growing cities. Productivity per man-hour rises, the national income goes up sharply… Nationalism runs high and sometimes finds expression in aggressive action toward the outside… So many of these changes have the effect of increasing the ability of the nation`s representatives to influence the behavior of other nations, i.e. of increasing the nation`s power… The changes that occur at the beginning of the industrialization process are qualitative, not just quantitative. It is these first fundamental changes that brings the great spurt in national power. Of course, the speed at which a nation gains power depends largely upon the speed with which she industrializes, and both these factors have a great influence on the degree to which the rise of a new power upsets the international community (302-304).

He had been a timid child in New York City, cut off from schoolboy society by illness, wealth, and private tutors. Inspired by a leonine father, he had labored with weights to build up his strength. Simultaneously, he had built up his courage “by sheer dint of practicing fearlessness.” With every ounce of new muscle, with every point scored over pugilistic, romantic, and political rivals, his personal impetus (likened by many observers to that of a steam train) had accelerated. Experiences had flashed by him in such number that he was obviously destined to travel a larger landscape of life than were his fellows. He had been a published author at eighteen, a husband at twenty-two, an acclaimed historian and New York State Assemblyman at twenty-three, a father and a widower at twenty-five, a ranchman at twenty-six, a candidate for Mayor of New York at twenty-seven, a husband again at twenty-eight, a Civil Service Commissioner of the United States at thirty. By then he was producing book after book, and child after child, and cultivating every scientist, politician, artist, and intellectual of repute in Washington. His career had gathered further speed: Police Commissioner of New York City at thirty-six, Assistant Secretary of the Navy at thirty-eight, Colonel of the First U.S. Volunteer Cavalry, the “Rough Riders,” at thirty-nine. At last, in Cuba, had come the consummating “crowded hour.” A rush, a roar, the sting of his own blood, a surge toward the sky, a smoking pistol in his hand, a soldier in light blue doubling up “neatly as a jackrabbit” … When the smoke cleared, he had found himself atop Kettle Hill on the Heights of San Juan, with a vanquished empire at his feet.

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

Then, on a left-hand curve 2.8 kilometres from the finish line, Marco delivers another cutting acceleration. Tonkov is immediately out of the saddle. The gap reaches two lengths. Tonkov fights his way back and is on Marco’s wheel when Marco, who is still standing on the pedals, accelerates again. Suddenly Tonkov is no longer there. Afterwards Tonkov would say he could no longer feel his hands and feet. ‘I had to stop. I lost his slipstream. I couldn’t go on.’ Marco told Romano Cenni he could taste blood. His performance on Montecampione was close to self-mutilation. Seven hundred metres from the finish line, the TV camera on the inside of the final right-hand bend, looking down the hill, picks Marco up over two hundred metres from the line and follows him for fifty metres, a fifteen-second close-up, grainy, pallid in the late-afternoon light. A car and motorbike, diffused and ghostlike, pass between the camera and Marco, emerging out of the gloom. The image cuts to another camera, tight on him as he swings round into the finishing straight, a five-second flash before the live, wide shot of the stage finish: Marco, framed between ecstatic fans on either side, and the finish-line scaffolding adorned with race sponsors‘ logos; largest, and centrally, the Gazzetta dello Sport, surrounded by branding for iced tea, shower gel, telephone services. Then we see it again in the super-slow-motion replay; the five seconds between the moment Marco appeared in the closing straight and the moment he crossed the finish line are extruded to fifteen strung-out seconds. The image frames his head and little else, revealing details invisible in real time and at standard resolution: a drop of sweat that falls from his chin as he makes the bend, the gaping jaw and crumpled forehead and lines beneath the eyes that deepen as Marco wrings still more speed from the mountain. As he rides towards victory in the Giro d‘Italia, Marco pushes himself so deeply into the pain of physical exertion that the gaucheness he has always shown before the camera dissolves, and — this must be the instant he crosses the line — he begins to rise out of his agony. The torso lifts to vertical, the arms spread out into a crucifix position, the eyelids descend, and Marco‘s face, altered by the darkness he has seen in his apnoea, lifts towards the light.

One evening in April a thirty-two-year-old woman, unconscious and severely injured, was admitted to the hospital in a provincial town south of Copenhagen. She had a concussion and internal bleeding, her legs and arms were broken in several places, and she had deep lesions in her face. A gas station attendant in a neighboring village, beside the bridge over the highway to Copenhagen, had seen her go the wrong way up the exit and drive at high speed into the oncoming traffic. The first three approaching cars managed to maneuver around her, but about 200 meters after the junction she collided head-on with a truck. The Dutch driver was admitted for observation but released the next day. According to his statement he started to brake a good 100 meters before the crash, while the car seemed to actually increase its speed over the last stretch. The front of the vehicle was totally crushed, part of the radiator was stuck between the road and the truck's bumper, and the woman had to be cut free. The spokesman for emergency services said it was a miracle she had survived. On arrival at the hospital the woman was in very critical condition, and it was twenty-four hours before she was out of serious danger. Her eyes were so badly damaged that she lost her sight. Her name was Lucca. Lucca Montale. Despite the name there was nothing particularly Italian about her appearance. She had auburn hair and green eyes in a narrow face with high cheek-bones. She was slim and fairly tall. It turned out she was Danish, born in Copenhagen. Her husband, Andreas Bark, arrived with their small son while she was still on the operating table. The couple's home was an isolated old farmhouse in the woods seven kilometers from the site of the accident. Andreas Bark told the police he had tried to stop his wife from driving. He thought she had just gone out for a breath of air when he heard the car start. By the time he got outside he saw it disappearing along the road. She had been drinking a lot. They had had a marital disagreement. Those were the words he used; he was not questioned further on that point. Early in the morning, when Lucca Montale was moved from the operating room into intensive care, her husband was still in the waiting room with the sleeping boy's head on his lap. He was looking out at the sky and the dark trees when Robert sat down next to him. Andreas Bark went on staring into the gray morning light with an exhausted, absent gaze. He seemed slightly younger than Robert, in his late thirties. He had dark, wavy hair and a prominent chin, his eyes were narrow and deep-set, and he was wearing a shabby leather jacket. Robert rested his hands on his knees in the green cotton trousers and looked down at the perforations in the leather uppers of his white clogs. He realized he had forgotten to take off his plastic cap after the operation. The thin plastic crackled between his hands. Andreas looked at him and Robert straightened up to meet his gaze. The boy woke.

The society’s ‘look’ is a self-publicizing one. The American flag itself bears witness to this by its omnipresence, in fields and built-up areas, at service stations, and on graves in the cemeteries, not as a heroic sign, but as the trademark of a good brand. It is simply the label of the finest successful international enterprise, the US. This explains why the hyperrealists were able to paint it naively, without either irony or protest (Jim Dine in the sixties), in much the same way as Pop Art gleefully transposed the amazing banality of consumer goods on to its canvases. There is nothing here of the fierce parodying of the American anthem by Jimi Hendrix, merely the light irony and neutral humour of things that have become banal, the humour of the mobile home and the giant hamburger on the sixteen-foot long billboard, the pop and hyper humour so characteristic of the atmosphere of America, where things almost seem endowed with a certain indulgence towards their own banality. But they are indulgent towards their own craziness too. Looked at more generally, they do not lay claim to being extraordinary; they simply are extraordinary. They have that extravagance which makes up odd, everyday America. This oddness is not surrealistic (surrealism is an extravagance that is still aesthetic in nature and as such very European in inspiration); here, the extravagance has passed into things. Madness, which with us is subjective, has here become objective, and irony which is subjective with us has also turned into something objective. The fantasmagoria and excess which we locate in the mind and the mental faculties have passed into things themselves. Whatever the boredom, the hellish tedium of the everyday in the US or anywhere else, American banality will always be a thousand times more interesting than the European - and especially the French - variety. Perhaps because banality here is born of extreme distances, of the monotony of wide-open spaces and the radical absence of culture. It is a native flower here, asis the opposite extreme, that of speed and verticality, of an excess that verges on abandon, and indifference to values bordering on immorality, whereas French banality is a hangover from bourgeois everyday life, born out of a dying aristocratic culture and transmuted into petty-bourgeois mannerism as the bourgeoisie shrank away throughout the nineteenth century. This is the crux: it is the corpse of the bourgeoisie that separates us. With us, it is that class that is the carrier of the chromosome of banality, whereas the Americans have succeeded in preserving some humour in the material signs of manifest reality and wealth. This also explains why Europeans experience anything relating to statistics as tragic. They immediately read in them their individual failure and take refuge in a pained denunciation of the merely quantitative. The Americans, by contrast, see statistics as an optimistic stimulus, as representing the dimensions of their good fortune, their joyous membership of the majority. Theirs is the only country where quantity can be extolled without compunction.

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For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

Do you realize you can buy an oceanfront house in Newfoundland for $10,000? Perched on granite cliffs rising several hundred feet in the air. In a small working fishing village equipped with high speed internet, a store, a school, a medical centre, a community hall, a ferry service, a bed and breakfast, and a church. With a surprisingly moderate winter climate and a pace of life unlike any you probably know. Where whales break the ocean's surface a short distance from your front door, while bald eagles soar overhead. And where, on a nice day, you can see France - St. Pierre and Miquelon - as you stroll the boardwalk.

You need speed to regain your lost years

To regain your lost years, you must make sure that any activity targeted at attaining your goal must be done with the qualities of intensity, speed and focus

Taylor and Fitz sat at a patio table in the back of Las Palmas. The front room was filled with giggling Vanderbilt co-eds and migrant workers on their lunch break, a testament to the quality of the restaurant as well as its reasonable prices. Taylor was nibbling a steak fajita quesadilla, Fitz was plowing through a taco salad. A pitcher of sweet tea separated them. “So what did Price say?” Fitz asked. “He understood, for starters. He’ll fight any disciplinary action taken against Lincoln. So Linc will feel a lot better about that. Poor guy, he was completely rattled. I don’t know if it was the dope or the sheer terror of having to report that he’d been smoking it. Can you imagine Lincoln with a few toots in him?” Fitz laughed. “No. Mr. Fancypants has always struck me as the one scotch before dinner because it looks good, rather than enjoying it type. He isn’t much for losing control.” “Well, that’s to be expected, if you think about his background. Damn, it would be nice to have him back to work this Wolff case. I’ll bet there’s a ton of financial discovery, right up his little computer-literate heart’s alley. Marcus is back tomorrow, right?” Marcus Wade, her youngest detective, had been out for four days doing his in-service training rotation. Without the two detectives, the squad had been too quiet. “He’ll be in bright and early tomorrow. We can get him up to speed with the Wolff case, let him go to town. Media’s having a field day with the 911 tape.

Consider a New York Times story from April 22, 2014, that reported: Something strange is happening at farms in upstate New York. The cows are milking themselves. Desperate for reliable labor and buoyed by soaring prices, dairy operations across the state are charging into a brave new world of udder care: robotic milkers … Robots allow the cows to set their own hours, lining up for automated milking five or six times a day—turning the predawn and late-afternoon sessions around which dairy farmers long built their lives into a thing of the past. With transponders around their necks, the cows get individualized service. Lasers scan and map their underbellies, and a computer charts each animal’s “milking speed,” a critical factor in a 24-hour-a-day operation. The

A good managerial record is more a function of which boat you get into rather than how effectively you row"1 Warren Buffett

A number of the features of floater transportation that Eric notices will be determined by competition. In an era when private cars will be computerized, so that passengers may read or watch television as they drive to work, floater lines will only be able to compete if they provide direct nonstop rather than multiple-stop service. Also, station facilities can be smaller if they only have to handle one floater at a time, rather than a train of them. Psychologists have found that the popularity of automobiles depends in part on their privacy: they are secure little rolling homes, protected against the unwanted intrusions of public transportation, such as squalling babies or chatty neighbors. Floaters will provide privacy for individuals, or for parties of two or four traveling together-and they will provide that privacy while moving their passengers at ten times the speed of an automobile.

Barack and I took Malia’s and Sasha’s hands and made our way across the still-dewy grass of the South Lawn. The animals were larger than I expected, languid and sinewy, their tails flicking as they monitored our approach. I’d never seen anything like it, four cats in a companionable line. The lion stirred slightly as we drew close. I saw the panther’s eyes tracking us, the tiger’s ears flattening just a little. Then, without warning, the cheetah shot out from the shade with blinding speed, rocketing right at us. I panicked, grabbing Sasha by the arm, sprinting with her back up the lawn toward the house, trusting that Barack and Malia were doing the same. Judging from the noise, I could tell that all the animals had leaped to their feet and were now coming after us. Lloyd stood in the doorway, looking unfazed. “I thought you said they were sedated!” I yelled. “Don’t worry, ma’am,” he called back. “We’ve got a contingency plan for exactly this scenario!” He stepped to one side as Secret Service agents swarmed past him through the door, carrying what looked to be guns loaded with tranquilizer darts. Just then, I felt Sasha slip out of my grasp. I turned back toward the lawn, horrified to see my family being chased by wild animals and the wild animals being chased by agents, who were firing their guns. “This is your plan?” I screamed. “Are you kidding me?” Just then, the cheetah let out a snarl and launched itself at Sasha, its claws extended, its body seeming to fly. An agent took a shot, missing the animal though scaring it enough that it veered off course and retreated back down the hill. I was relieved for a split second, but then I saw it—a white-and-orange tranquilizer dart lodged in Sasha’s right arm. I lurched upward in bed, heart hammering, my body soaked in sweat, only to find my husband curled in comfortable sleep beside me. I’d had a very bad dream.

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The code is easier for a developer to understand. The small code base doesn’t slow down the IDE, making developers more productive. And each service typically starts a lot faster than a large monolith does, which also makes developers more productive and speeds up deployments.

through any structure without detection by his prey. He was a flawless assassin. It was just before five local time when Steven settled into the plush leather seating of the first-class compartment. The Deutsche Bahn Intercity Express, or ICE, was a high-speed train connecting major cities across Germany with other major European destinations. The trip to Frankfurt would take about four hours, giving him time to spend some rare personal time with his team. Slash was the first to find him. The men shook hands and sat down. Typically, these two longtime friends would chest bump in a hearty bro-mance sort of way, but it would be out of place for Europe. “Hey, buddy,” said Steven. “Switzerland is our new home away from home.” “It appears so, although the terrain isn’t that different from our place in Tennessee,” said Slash. “I see lots of fishin’ and huntin’ opportunities out there.” Slash grew up on his parents’ farm atop the Cumberland Plateau of Tennessee about halfway between Nashville and Knoxville. His parents were retired and spent their days farming while raising ducks, rabbits and some livestock. While other kids spent their free time on PlayStation, Slash grew up in the woods, learning survival skills. During his time with the SEAL Teams, he earned a reputation as an expert in close-quarters combat, especially using a variety of knives—hence the nickname Slash. “Beats the heck out of the desert, doesn’t it?” asked Steven. After his service ended, Slash tried a few different security outfits like Blackwater, protecting the Saudi royal family or standing guard outside some safe house in Oman. “I’m not saying the desert won’t call us back someday, but I’ll take the Swiss cheese and German chocolate over shawarma and falafel every friggin’ day!” “Hell yeah,” said Slash. “When are you comin’ down for some ham and beans, along with some butter-soaked cornbread? My folks really wanna meet you.” “I need to, buddy,” replied Steven. “This summer will be nuts for me. Hey, when does deer hunting season open?” “Late September for crossbow and around Thanksgiving otherwise,” replied Slash. Before the guys could set a date, their partners Paul Hittle and Raymond Bower approached their seats. Hittle, code name Bugs, was a former medic with Army Special Forces who left the Green Berets for a well-paying job with DynCorp. DynCorp was a private

After Google, I find myself impatient with the way the world works. Why is it so hard to schedule a recording on my DVR? Why aren't all the signal lights synched to keep traffic flowing at optimum speed? Why, if I punch in my account number when I call customer service, do I have to give it to them again when I get a live person? These are all solvable problems. Smart people, motivated to make things better, can do almost anything. I feel lucky to have seen firsthand just how true that is.

Quand un industriel de l'automobile commercialise un 4 x 4 offrant cinq places et pesant plus de 2 tonnes, qui produit trois fois plus de dioxyde de carbone qu'un véhicule "raisonnable" assurant le même service, nous sommes confrontés à une urgence de sécurité sanitaire. [...] Lutter contre de tels excès et contre les manipulations qui leur sont liés n'est pas un excès "hygiéniste, c'est un devoir social. Sur ce dossier, les industriels ont eu un comportement manipulateur et irresponsable qui est bien documenté. Ils ont pendant les quarante dernières années réalisé des progrès très importants dans la sécurité primaire et secondaire de leurs véhicules tout en supprimant une partie de ces progrès par des accroissements en grande partie inutiles de la masse et totalement inutiles de la vitesse maximale.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

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

The goal of leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

In the early 2000s, social media and streaming services changed the game not only for the world but for the global Church. With just one click, anyone with a computer could now find a church, pastor, worship leader, song, chord chart, sermon, or podcast. During this time, digital intellectual material came at us at lightning speed and the larger, well-known churches began representing and dominating a small fraction of the global Church, setting a standard that many other churches simply could not meet when it came to production. The smaller churches lacked the technology, volunteers, or staff to launch and maintain the programming as well as the finances to keep up with the ever-changing times. The traditionalists, baby boomers, and Gen X, who had done most of their ministry hidden and with little resources, were suddenly seeing everything they had been missing. We were no longer satisfied with our own church homes. A friend and fellow worship leader calls this “worship pornography.” The more content we view online, the less satisfied we are with the Bride entrusted to us. Rather than stay where we are and invest into that body of believers, it has become much easier to go online and look for something sexier, younger, more relevant. We break covenant with the people God had asked us to love and serve by leaving them for something more polished and most likely photoshopped.

Every part of modern countries needs a world class, secure digital infrastructure that enables people to access the connectivity and services they need where they live, work or travel. That is why enhancing digital connectivity should be a top priority for governments.

5. Processes must be regularly updated to ensure they reflect customers’ ever-changing expectations for service. The top ten most important processes—those deemed to have the biggest impact on driving and sustaining customer loyalty—must be singled out annually for an “alignment check” and tune up. Today, customer expectations change at supersonic speed as customers are influenced by their service experiences with organizations of every type and effectiveness. Staying in touch with these ever-changing customer service expectations is crucial to an organization’s success. Just as you would expect a complete checkup from your doctor during an annual physical, so too should your most important processes undergo the rigors of an annual evaluation of their effectiveness at delivering or enabling service to customers in an appropriate fashion.

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Imagine being blindfolded and then taken hundreds of miles from home -- perhaps even to another country across the sea. And then suddenly having the blindfold removed and, despite not having the slightest idea where you are, racing home at top speed. Even if home is six hundred miles away. That is not normal. Just like the superpowers of comicbook heroes, the homing instinct of pigeons is something that scientists cannot explain. They have tried over the years, with theories about magnetic fields and the sun, but no one has satisfactorily managed it. It is a strangely comfy superpower though. The pigeon is not on a mission to save the world. It just wants to go home. From the age of six weeks, pigeons can be taught to "home" to the loft from which they make their first flight because they understand that is where they will find food, water and company. Pigeons can be picky in their journey -- they do not like to fly at night or to cross water, often flying along the coast to find the shortest point at which to cross a body like the English Channel. but they are ultimately single-minded in simply wanting to get back to where they belong. Amid the horrors of wartime, this longing has a particular resonance.

The goal of digital leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

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Then, when the State Chief Executive of Minnesota sent a request to Washington for the assistance of the Army against the riots he was unable to control—three directives burst forth within two hours, stopping all trains in the country, commandeering all cars to speed to Minnesota. An order signed by Wesley Mouch demanded the immediate release of the freight cars held in the service of Kip’s Ma. But by that time, it was too late. Ma’s freight cars were in California, where the soybeans had been sent to a progressive concern made up of sociologists preaching the cult of Oriental austerity, and of businessmen formerly in the numbers racket. In Minnesota, farmers were setting fire to their own farms, they were demolishing grain elevators and the homes of county officials, they were fighting along the track of the railroad, some to tear it up, some to defend it with their lives—and, with no goal to reach save violence, they were dying in the streets of gutted towns and in the silent gullies of a roadless night. Then there was only the acrid stench of grain rotting in half-smoldering piles—a few columns of smoke rising from the plains, standing still in the air over blackened ruins—and, in an office in Pennsylvania, Hank Rearden sitting at his desk, looking at a list of men who had gone bankrupt; they were the manufacturers of farm equipment, who could not be paid and would not be able to pay him. The harvest of soybeans did not reach the markets of the country: it had been reaped prematurely, it was moldy and unfit for consumption.

It seemed to me that the precision required to play good golf demanded much greater mental discipline than was necessary for good tennis. The reason for the low margin of error was not hard to discover: the speed of the club head that is necessary to hit the ball a long distance. The speed of the golfer’s arms on the downswing is not much greater than the speed of the tennis player’s arm on the serve, but because of the greater length and flexibility of the golf club, the club-head speed is much greater than that of a racket. If a club head traveling over 100 mph contacts the ball with a face open a mere degree or two, the ball can be sent off target many tens of yards. With those odds, it’s amazing that the ball ever does go exactly where we want it to. In tennis, the serve is the only shot in which the player initiates the action, whereas in golf he does so on every shot. It is interesting to note that if you miss your first serve in tennis, you get another try. Golf is not so forgiving! Further, in tennis a much larger surface hits a much larger ball a much shorter distance. Moving from tennis to golf was definitely going to require some fine-tuning of my concentration. The greater precision required in golf is also reflected in the manner in which the player addresses the ball. A tennis player can be pretty casual, or even a little flamboyant, as he sets up the service line, bounces the ball a few times, and serves. Most professional golfers display much more self-discipline. They seem to approach the ball in the same controlled, almost ritualistic way every time. Even their dress seems more meticulous. (I’ve often felt I could pick out the golfers from the tennis players at a cocktail party.) Meticulousness has never been my strong suit. There isn’t a family picture of me as a boy in which at least one shoe wasn’t untied. I could usually solve

around 2010 there was a series of innovations that fundamentally changed these services. First and foremost, in 2009, Facebook introduced the “like” button and Twitter introduced the “retweet” button. Both of these innovations were then widely copied by other platforms, making viral content dissemination possible. These innovations quantified the success of every post and incentivized users to craft each post for maximum spread, which sometimes meant making more extreme statements or expressing more anger and disgust.[8] At the same time, Facebook began using algorithmically curated news feeds, which motivated other platforms to join the race and curate content that would most successfully hook users. Push notifications were released in 2009, pinging users with notifications throughout the day. The app store brought new advertising-driven platforms to smartphones. Front-facing cameras (2010) made it easier to take photos and videos of oneself, and the rapid spread of high-speed internet (reaching 61% of American homes by January 2010[9]) made it easier for everyone to consume everything quickly.

The payments system is the heart of the financial services industry, and most people who work in banking are engaged in servicing payments. But this activity commands both low priority and low prestige within the industry. Competition between firms generally promotes innovation and change, but a bank can gain very little competitive advantage by improving its payment systems, since the customer experience is the result more of the efficiency of the system as a whole than of the efficiency of any individual bank. Incentives to speed payments are weak. Incrementally developed over several decades, the internal systems of most banks creak: it is easier, and implies less chance of short-term disruption, to add bits to what already exists than to engage in basic redesign. The interests of the leaders of the industry have been elsewhere, and banks have tended to see new technology as a means of reducing costs rather than as an opportunity to serve consumer needs more effectively. Although the USA is a global centre for financial innovation in wholesale financial markets, it is a laggard in innovation in retail banking, and while Britain scores higher, it does not score much higher. Martin Taylor, former chief executive of Barclays (who resigned in 1998, when he could not stop the rise of the trading culture at the bank), described the state of payment systems in this way: ‘the systems architecture at the typical big bank, especially if it has grown through merger and acquisition, has departed from the Palladian villa envisaged by its original designers and morphed into a gothic house of horrors, full of turrets, broken glass and uneven paving.

One of the ways that you can go about creating value is by identifying the wants and the needs of the marketplace then creating products and services that satisfy those wants and needs. Another way of creating value is by offering products and services that offer solutions to prevailing problems. Solve problems and you are guaranteed to make money and create wealth.

I had a perfectly serviceable bike, but I rarely got to use it because it was a regular motorcycle and therefore too slow. My travel speed was too limited by things like traffic, weather, and the laws of physics. The rest of Nemesis and Co. didn’t share my limitations. Apparently,

When we went to automatic espresso machines, we solved a major problem in terms of speed of service and efficiency. At the same time, we overlooked the fact that we would remove much of the romance and theater that was in play. .

Tech Live Connect | Software Update Tech Live Connect to commercially operate in 2011, with its first base in Singapore. Since its inception, the company has been providing optimum technology services to household and corporate clients. The company is being ran by a team of hardworking professionals who have also made excellent customer service a huge part of their job. From providing simple computer set-up and troubleshooting support to its client base, TLC has since then expanded its services to Software Update Network Set up Network Security Malware Removal PC Speed up System/application set up Installation assistance Device set up Device sync System tune-up

Oddly, Orkut became a sensation in Brazil. “In Brazil, Orkut is the Internet and Google is search,” wrote one local journalist, who added that using Orkut was “like putting sugar in your coffee, watching Globo telenovelas, or heading to the beach from Christmas to Carnival.” On a trip to Brazil in 2006, Sergey Brin was asked why, and he responded, “We don’t know—what do you think?” When pressed, Googlers would refer to stereotypes of Carioca sociability, but that didn’t sufficiently explain why Orkut became the social networking choice of this country over other competitors—or why Orkut was so badly left behind in the rest of the world. Marissa Mayer’s personal analysis was based on the Google yardstick of speed. Brazilians, she says, were used to lousy Internet service and thus more tolerant of the delays. “They would just keep sitting there and waiting,” she says. Orkut was also dominant in India, where it was the number one Google service—ahead of search and Gmail. “There is no second product in India—Orkut is dominant,” said Manu Rekhi, the Orkut India product manager, in 2007. “I’ve seen beggar kids who use their money to get on Orkut.” Mayer also attributed that success to its quick response compared to other services. “Do you know why Orkut took off in India?” she would ask. “Opposite time zone, and no load on the servers at night. Speed matters.” (Why Orkut ruled in Brazil, however, was a mystery never solved.)

Taxation was raised again to fund the expanded Air Force required to keep the taxpayers who were expected to fund the required expanded Air Force in a position in which they could be required to pay the extra taxes that would keep them paying the taxes. Further taxes were required to fund the extra demands made upon the services of the Ministry of Justice in order to handle all of the extra cases of non-payment. Hearing cases in absentia was just as expensive, if not more so, than hearing them with the accused actually in the dock rather than naffing off at relativity-inducing speed to some distant star with grandma and grandma’s walking frame strapped onto the roof-rack to make room inside for the beer.

The Doppler Defense I went to court in Manhattan and pleaded 'not guilty' to 'running a red light'. I used the 'Doppler Effect defense', saying I approached the red light at such speed that the frequency of the red light wave from the traffic lamp shifted to a green light wave relative to me, the observer. The judge agreed with my scientific explanation and dropped the red light charge. He then and upgraded the charge to a speeding ticket and sentenced me to '30 days of community service in another dimension'. Man, do I fucking hate Brooklyn.

WordPress Site If done right, a self-hosted WordPress site can act as your online business card for your freelance SEO writing services.  You can refer potential clients to it for a listing of your services and rates, plus to see your writing samples and client testimonials.   Details on how to set up a self-hosted Wordpress site are beyond the scope of this book, but it’s easy to do.  In a nutshell, all you do is purchase a domain name, purchase web hosting, install Wordpress on your site, and customize it the way you want it. If you are interested in setting up your own website for your business, sign up for the Money Machine Inner Circle (it’s FREE!) and you’ll get instant access to a free report listing exactly which services I recommend for setting up your site.  Especially if you’re new to the world of setting up a website, this will save you a ton of time since you won’t have to waste time researching which services are the best or easiest to use for a non-techie. A basic website should have the following pages: Home Page This is where you describe your freelance SEO writing services, and even include a testimonial or two once you’ve worked with clients for a while. Samples Page Use this page to show off the sample articles that you’ve written. About Page This is where you explain who you are, your experience (if any), and why someone should hire you. Contact Page This is where you set up a simple contact form that visitors to your website can use to get in touch with you. Action Steps 1. On days 1 and 2, make sure you have a reliable computer, access to high-speed internet, and a PayPal account set up.  If you don’t have

[Winning in] India is essential. For GE, winning with India requires a new business model, one in which we are “local” in every sense of the word. That means migrating P&L responsibility and major business functions [like R&D, manufacturing and marketing] from a centralized headquarters to an experienced in-country team that is closest to the action and uniquely in touch with local customers and capabilities. Shifting power to where the growth is, putting more resources, more people and more products in the country, and integrating all elements of the GE product and services pipeline makes good business sense. This new One GE in India approach will speed progress. With an integrated team, we can develop products and services designed specifically to meet local needs and, potentially, for export to other markets. Since we’ve changed the model in India to align with the market more directly, there’s great excitement. It gives us entirely new opportunities to develop more products at more price points. This will help open up access to large, underserved markets in India, China, Brazil, and Africa while also fueling innovation that opens a door into new markets in the more developed regions of the world. The establishment of a new business model in India is an important step and I am eager to see it take off.

In the modern era of the printing press, certificates of indulgence had become a lucrative business for the Church. Indulgence salesmen would come into a town, set up their wares in a local church, suspending all regular prayer and service. Their certificates were mass-produced, with blank spaces for names, dates, and prices, and all good Christians were obligated, for the sake of their dead friends and relatives and for their own souls, to purchase this afterlife insurance to speed the sinner’s exit from purgatory to heaven. Luther found the practice vile and replete with ecclesiastical errors and feared for the fate of people who believed that salvation could be bought. The priests in Wittenberg had a loathsome saying that sickened him, “As soon as a coin in the coffer rings, another soul from purgatory springs.

Finance was the leading industry to which government opened the growth gates, as it had done previously for manufacturing, railways, suburban housing, and advanced technology. Beginning seriously in the 1980s, government deliberately, piece by piece, dismantled the regulatory structure that had tamed finance into something of a utility. And as in the past, entrepreneurs rushed in and innovated. The lucrative innovations ranged from collateralized debt obligations (CDOs—called by Warren Buffett “financial weapons of mass destruction”) and the like, on through high-speed trading (to us, a robotized cousin of front-running).4 The increase of the weight of finance in America’s GDP came about not so much by increasing the numbers of those employed in the sector, but by increasing the take of those high up in the industry. During the 1970s, average pay in finance was roughly the same as in most other industries; by 2002, it was double.5 The legions of clerks and tellers remained poorly paid; the gain went to the top, most of it to the top of the top. By 2005, finance accounted for a full 40 percent of all corporate profits. And many of the very most lucrative parts of finance—hedge funds, private equity partnerships, venture partnerships—were not structured and therefore not counted as corporations. Along with the accountants and consultants, add to this profit-making machine the Wall Street law firms that are part and parcel of finance, although they do not count as finance, but rather as business services. Finance got considerably more than 40 percent.

Packet Steamers Generally Packet Steamers, ships or boats are regularly scheduled vessels carrying mail. Sometime armed these ships carried all types of mail although the name gives the impression that they only carried carried bulk mail. Reliability was most important and the service was first started by the British to carry embassy mail packets to the Empire’s colonies, outposts as well as Consulates and Embassies. Although the name denotes smaller high speed vessels the English designation “packet boat” can denote a large ocean liner. In wartime these vessels were expected to run regular shipments past the gauntlet of warships and privateers. Some even had to evade marauding pirates. In 1829, pirates captured the packet Topaz and murdered her crew after looting her. In time commercial steam liners began to work regular coastal and international schedules having contracts from governments to carry mail as well as passengers and high-value cargo. Their services retained the name "Packet". The term was frequently used to identify American coastal vessels that carried cargo and passengers on routes from Maine to Cuba and beyond.

In order to increase speed without sacrificing quality, a software delivery methodology must find ways to engineer noise out. Handoffs and translations are prime sources of noise in the software lifecycle. The waterfall model maximizes both. Handoffs

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One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

Heed Your Speed. Are you a fast or a slow talker? Be mindful towards the person with whom you are speaking to ensure that your message is being comprehended, understood, and absorbed. If they are listening at a slower rate than you are speaking, disconnect can occur.

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Chew like a Cow I meditate on your precepts and consider your ways. —PSALM 119:15     We want God’s time. But are we willing to give Him a portion of our day, our thoughts? Meditation takes effort, discipline, and the willingness to make space for God. We are in so much of a hurry that we just can’t seem to fit meditation into our busy schedules. Oh, most of us want an intimate relationship with the Lord, but are we ready to give of our time? After all…we are busy. We’ve got to make more money, buy bigger toys, and race our children from one activity to another. I get tired just thinking about all the activities, don’t you? Those activities and the scrambling we do to get from one to the next start to breed impatience. I’ve even heard people complain at a fast-food restaurant that they need to speed up the service! No wonder we aren’t able to meditate on God’s Word. We are in too much of a hurry. Contrast this idea of constantly hurrying with the idea given in today’s verse. It says we are to meditate on God’s precepts. To meditate means to dwell on a passage. Sort of like a cow chewing her cud. Why do cows spend so much time chewing their cud? Cows first fill their stomachs with grass and other food. Then they begin the long chew-and-rechew process. It seems painfully slow, but this process turns the food into rich, creamy milk. Time consuming? Yes. But it’s a must if you want good milk. That’s the way it is with us Christians. If we want to grow, we must slow down and meditate on God’s principles. We need to read His precious truths, then ponder their meaning and influence and wonder. Take comfort in knowing that there is rest and renewal for all of us when we meditate on God’s precepts. Prayer: Father God, thank You for giving me a quiet time so I can meditate on Your words. Your principles have given me such peace—for one thing, I’ve wanted to slow down. Amen.   Action: Slow down—meditate. Chew on God’s Word and truths.

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Jędrzej was roused from his bed at his home in Warsaw at 7 a.m. by a repeated ringing of the doorbell. A policeman was there. He saluted, handing Jędrzej a paper which stated that he was called up for service, that he was to arrange his private affairs in the next two hours, then to proceed by all speed to the railway station, take the train for Gdynia and report to the naval dockyard at Oksywie. He arrived that evening. Jędrzej did not see his wife or children again for six years. The youngest child was only two months old.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

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And here’s something that might unsettle you: your business has haters, too. Every interaction between brand and human has the potential to delight or enrage—in short, to become memorable. Today, with the widespread usage of social media, those memories can live on, and live in public, for a very long time. Customer service has become a spectator sport, and your online panel of judges can award or deduct points for speed, execution, and style.