Speed Team Quotes

The SEALs place a premium on brute strength, but there's an even bigger premium on speed. That's speed through the water, speed over the ground, and speed of thought. There's no prizes for gleaming a set of well-oiled muscles in Coronado. Bulk just makes you slow, especially in soft sand, and that's what we had to tackle every day of our lives, mile after mile.

Whether you’re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble.

They looked like linebackers on a prison football team, whose idea of commincation was to smash into something at full speed, preferably another person.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Teams bring together a broader mix of skills that exceed those of any single individual. 2. Teams jointly develop and strive toward clear goals. 3. Teams can adjust with greater speed and effectiveness. 4. Trust and confidence are more easily built in teams.

Boyd’s Law: speed of iteration beats quality of iteration.

A humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending outdated position, about building the team than exalting self, about recognizing contribution than being recognized for making it.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

High Performance Teams and Execution Speed, has no value, if you are going in the wrong direction!

A person on a very large horse has a combined weight roughly equal to that of an American football team, and the horse’s high speed would give a momentum advantage, making it easier to shove through the opposing team.

One: something can be worth doing even if you’re not around to see the end result or reap the rewards. It is a noble goal to want to do something that other people will benefit from, and it should be natural to want that for our successors. I don’t just mean after you leave this life, I mean after you leave a job, or a governing body, or a school. Act in the interests of the people who will inherit what you’ve done. Two: no man is an island. You cannot do it all. Teams, communities, friends are key to our ongoing, and hopefully everlasting, successes. And three: don’t be distracted by speed. Remember the Tortoise and the Hare fable. Not everything good can be achieved quickly and being fast doesn’t guarantee success.

When the high-speed chases and mandatory shoot-outs become too repetitive, I head over to the revival houses and watch gentler movies, in which the couples sleep in separate beds and everyone wears a hat. As my ticket is ripped, I briefly consider all the constructive things I could be doing. I think of the parks and the restaurants, or the pleasantries I'll never use on the friends I am failing to make. I think of the great city teaming on the other side of that curtain, and then the lights go down, and I love Paris.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

Build your team. If you are inheriting a team, you need to evaluate, align, and mobilize its members. You likely also need to restructure it to better meet the demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition and beyond.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Fueled by his resilience, conviction, and strength of will, Lincoln gradually recovered from his depression. He understood, he told Speed later, that in times of anxiety it is critical to “avoid being idle,” that “business and conversation of friends” were necessary to give the mind “rest from that intensity of thought, which will some times wear the sweetest idea threadbare and turn it to the bitterness of death.

As a team gets bigger, the number of links that need to be managed among members goes up at an accelerating, almost exponential rate.” In his handbook Leading Teams, Hackman reminds us of “Brook’s Law”: the adage that adding staff to speed up a behind-schedule project “has no better chance of working … than would a scheme to produce a baby quickly by assigning nine women to be pregnant for one month each … adding manpower to a late software project makes it later.

What its withered technology lacked, the Game Boy made up in user experience. It was cheap. It could fit in a large pocket. It was all but indestructible. If a drop cracked the screen—and it had to be a horrific drop—it kept on ticking. If it were left in a backpack that went in the washing machine, once it dried out it was ready to roll a few days later. Unlike its power-guzzling color competitors, it played for days (or weeks) on AA batteries. Old hardware was extremely familiar to developers inside and outside Nintendo, and with their creativity and speed unencumbered by learning new technology, they pumped out games as if they were early ancestors of iPhone app designers—Tetris, Super Mario Land, The Final Fantasy Legend, and a slew of sports games released in the first year were all smash hits. With simple technology, Yokoi’s team sidestepped the hardware arms race and drew the game programming community onto its team.

Hockey is a club that holds its members tightly, the bond forged by shared hardship and mutual passion, by every trip to the pond, where your feet hurt and your face is cold and you might get a stick in the ribs or a puck in the mouth, and you still can’t wait to get back out there because you are smitten with the sound of blades scraping against ice and pucks clacking off sticks, and with the game’s speed and ever-changing geometry. It has a way of becoming the center of your life even when you’re not on the ice.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin.” “As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed, long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

As engine vibrated under him, he tried to tell himself it was all going to work out. It had to. Now that he’d found The One, there was no way in hell he was letting her get away. If that meant he had to move heaven and earth to find a good life for her and her pack mates here in the city, he’d do it. If being with Jayna meant he had to empty out his bank account and sell everything he owned, he was okay with that too. He had friends in other places he could turn to, Family too. His parents owned a huge house and a lot of land outside of Denver. If he showed up with Jayna, her pack, and no job, his family would welcome them with open arms. Okay, maybe his mom would be a little shocked when she found out his girlfriend came with an extended family, but she’d overlook it if there was a possibility of a grandchild in the near future. Becker was still daydreaming about kids with Jayna someday when headlights suddenly appeared in his rear- view mirror. He glanced over, swearing when he saw two vehicles speeding up behind him and closing fast.

Since Rose, he’d never wanted to be the right guy for anyone. He hadn’t wanted to carry that extra burden. He liked things nice and simple. But things sure as hell weren’t simple with Lena. They’d never been simple with Lena. Things with Lena had been one hundred shades of unadulterated complication from day one. That fact alone should have sent him running in the opposite direction with all the speed of an Olympic gold medalist. But no, here he stood. Holding on to her as if his life depended on it. Heaven help him, his life probably did depend on it.

We were a minor league team that didn't feed into any majors, in a town that loved just about every sport but ours. We were going nowhere and we knew it, so why not have fun? In the forties, when I was playing, we were officially the most violent team in the country, and that means probably the whole world, and by the way, that's why I could skate with no toes. A figure skater, a speed skater, an NHL forward, sure, you need your toes for control, but all that finesse takes a backseat when all you're trying to do is slam somebody into a wall and break all his teeth.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin. As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed,long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

Sean started the engine and putted through the marina waters, and Adam had the nerve to plop onto the seat across the aisle from me. Sean reached the edge of the idle zone and cranked the boat into top speed. Adam called to me so softly I could barely catch his words over the motor, “Close your legs.” “What for? I waxed!” I looked down to make sure. This was okay now, because Sean was facing the other way and couldn’t hear me in the din. Indeed, I was clean. I spread my legs even wider, put my arms on the back of the seat, and generally took up as much room as possible, like a boy. I glanced back over at Adam. “Does it make you uncomfortable for me to sit this way?” He watched me warily. “Yes.” “May I suggest that this is your problem and not mine?” He licked his lips and bent toward me. “If it keeps Sean from asking you out, it’s going to be your problem, and you’re going to make it my problem.” “Speaking of which,” I said, crossing my legs like a girl. “Thanks for staying out of my way. How the hell am I supposed to get Sean to ask me out when he’s all pissy?” “You wanted me to lose to him at team calisthenics? That was too sweet to miss.” “You didn’t have to win by quite so much, Adam. You knew I needed him in a good mood. You didn’t have to rub it in.” Adam grinned. “And you wanted me to stop growing?” “Do not make a joke about your size. If you can’t think of anything to talk about except your large size, please say nothing at all.

Another former chess player shared his own fond memory of Thiel from this era. Around the spring of 1988, the team was driving to Monterey for a tournament, with Thiel behind the wheel of the Rabbit. They took California’s Route 17, a four-lane highway that crosses the Santa Cruz Mountains and is regarded as one of the state’s most dangerous. The team was in no particular hurry, but Thiel drove as if he were a man possessed. He navigated the turns like Michael Andretti, weaving in and out of lanes, nearly rear-ending cars as he slipped past them, and seemed to be flooring the accelerator for large portions of the trip. Somewhat predictably, the lights of a California Highway Patrol cruiser eventually appeared in his rearview. Thiel was pulled over, and the trooper asked if he knew how fast he was going. The young men in the rest of the car, simultaneously relieved to have been stopped and scared of the trooper, looked at each other nervously. “Well,” Thiel responded, in his calmest, most measured baritone. “I’m not sure if the concept of a speed limit makes sense.” The officer said nothing. Thiel continued: “It may be unconstitutional. And it’s definitely an infringement on liberty.” The officer looked at Thiel and the geeks in the beater car and decided the whole thing wasn’t worth his time. He told Thiel to slow down and have a nice day. “I don’t remember any of the games we played,” said the man, now in his fifties, who’d been in the passenger seat. “But I will never forget that drive.

Kya knew from reading Albert Einstein’s books that time is no more fixed than the stars. Time speeds and bends around planets and suns, is different in the mountains than in the valleys, and is part of the same fabric as space, which curves and swells as does the sea. Objects, whether planets or apples, fall or orbit, not because of a gravitational energy, but because they plummet into the silky folds of spacetime—like into the ripples on a pond—created by those of higher mass. But Kya said none of this. Unfortunately, gravity holds no sway on human thought, and the high school text still taught that apples fall to the ground because of a powerful force from the Earth. “Oh, guess what,” Chase said. “They’ve asked me to help coach the high school football team.” She smiled at him. Then thought, Like everything else in the universe, we tumble toward those of higher mass.

Like many in his generation, Billy had grown up playing first-person-shooter video games. He decided to take that experience a few steps further and resolved to join a SWAT team and shoot bad guys for real. He visited the local police station to find out what requirements and training were necessary to become a SWAT team member. He found out that the process was a lot more involved than he expected. He first needed to attend a police academy and become a police officer. Afterwards he would have to work his way onto a SWAT team over time. There were no guarantees. During his visit to the police station he learned that many SWAT members were former Marine Corps snipers. During that same visit the cops ran Billy’s plates through their criminal database and learned that he had outstanding warrants for speeding tickets. They unceremoniously arrested him and tossed him into jail.

If the interest of a scientific expositor ought to be measured by the importance of the subject, I shall be applauded for my choice. In fact, there are few questions which touch more closely the very existence of man than that of animated motors—those docile helps whose power or speed he uses at his pleasure, which enjoy to some extent his intimacy, and accompany him in his labors and his pleasures. The species of animal whose coöperation we borrow are numerous, and vary according to latitude and climate. But whether we employ the horse, the ass, the camel, or the reindeer, the same problem is always presented: to get from the animal as much work as possible, sparing him, as far as we can, fatigue and suffering. This identity of standpoint will much simplify my task, as it will enable me to confine the study of animated motors to a single species: I have chosen the horse as the most interesting type. Even with this restriction the subject is still very vast, as all know who are occupied with the different questions connected therewith. In studying the force of traction of the horse, and the best methods of utilizing it, we encounter all the problems connected with teams and the construction of vehicles. But, on a subject which has engaged the attention of humanity for thousands of years, it seems difficult to find anything new to say. If in the employment of the horse we consider its speed and the means of increasing it, the subject does not appear less exhausted. Since the chariot-races, of which Greek and Roman antiquity were passionately fond, to our modern horse-races, men have never ceased to pursue with a lively interest the problem of rapid locomotion. What tests and comparisons have not been made to discover what race has most speed, what other most bottom, what crossings, what training give reason to expect still more speed?

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

At the time the Constitution was adopted, Lincoln pointed out, “the plain unmistakable spirit of that age, towards slavery, was hostility to the principle, and toleration, only by necessity,” since slavery was already woven into the fabric of American society. Noting that neither the word “slave” nor “slavery” was ever mentioned in the Constitution, Lincoln claimed that the framers concealed it, “just as an afflicted man hides away a wen or a cancer, which he dares not cut out at once, lest he bleed to death; with the promise, nevertheless, that the cutting may begin at the end of a given time.” As additional evidence of the framers’ intent, Lincoln brought his audience even further back, to the moment when Virginia ceded its vast northwestern territory to the United States with the understanding that slavery would be forever prohibited from the new territory, thus creating a “happy home” for “teeming millions” of free people, with “no slave amongst them.” In recent years, he said, slavery had seemed to be gradually on the wane until the fateful Nebraska law transformed it into “a sacred right,” putting it “on the high road to extension and perpetuity”; giving it “a pat on its back,” saying, “ ‘Go, and God speed you.’ ” Douglas

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

To me, it’s not that pound dogs don’t have worth, or to be more specific, inherent worth as sled dogs. It’s just that to succeed with them you have to be open to finding their very individualized skill sets, and that’s what we did with all of our rescues. Pong, while she can’t sustain sprint speeds for very long, can break trail at slightly slower speed for hours. Ping’s digestive processes move at a glacial pace, so much so that I think she could put on a few pounds from just a whiff of the food bucked, and this proved valuable when racing in deep-minus temperatures when dogs with higher metabolisms shiver off too much weight. Six, while small, can remember any trail after having only run it once, which I relied on whenever I grew disoriented or got lost from time to time. Rolo developed into an amazing gee-haw leader, turning left or right with precision whenever we gave the commands, which also helped the other dogs in line behind him learn the meaning of these words and the importance of listening to the musher. Ghost excelled at leading of a different sort, running at the front of a team chasing another which is also useful for not burning out gee-haw leaders. Coolwhip’s character trait of perpetually acting over-caffeinated made her invaluable as a cheerleader, where an always barking dog late in a run can, and does spread enthusiasm to the others. And Old Man, well, he was a bit too decrepit to ever contribute much to the team, but he always made me smile when I came out to feed the yard and saw him excitedly carrying around his food bowl, and that was enough for him to earn his keep.

How Do I Get Delta Airlines to Answer? Service Assistance Line If you're wondering, "How do I get Delta Airlines to answer?", the quickest way to reach their customer service team is by calling +1(844)634-0511. This phone number connects you directly to Delta Airlines' customer support, where you can get help with any inquiries regarding your flight, booking, or name changes. By calling this number, you’ll be able to talk to a representative who can provide assistance, whether you need to make a reservation, modify an existing booking, or resolve an issue with your flight. If you're unable to get through immediately, it's recommended to try calling during off-peak hours to avoid long wait times. When you contact Delta Airlines at +1(844)634-0511, ensure you have your reservation number and details handy. This will speed up the process and help the representative assist you more effectively. If calling isn’t ideal for you, Delta Airlines also offers other ways to get in touch. You can visit their official website and use the online chat feature to connect with a live agent, or you can reach out to them on social media platforms like Twitter or Facebook for quicker responses. However, for more complex issues, especially those requiring changes to your ticket or reservation, calling +1(844)634-0511 remains the most efficient way to get direct support. For urgent concerns, don't hesitate to call +1(844)634-0511 right away. The customer service team is available to assist you with any questions you may have about your booking or travel. Once you’re in touch with Delta Airlines, they’ll quickly help you resolve your issue. In conclusion, to get Delta Airlines to answer quickly, the most effective method is to dial +1(844)634-0511. If necessary, use their online resources or social media to connect as well.

Can I Change My Name on an Delta Airlines Flight Ticket? Call for Help Yes, you can change your name on an Delta Airlines flight ticket, +1(844)634-0511 but the process depends on the type of change you need. Whether you’ve made a spelling mistake, are experiencing issues after a +1(844)634-0511 name change due to marriage, or need to switch the name entirely, Delta Airlines can assist you. To change your name, call +1(844)634-0511 to get in touch with a live representative. Having your reservation number and ticket details ready will help speed up the process. +1(844)634-0511 Name corrections for simple spelling errors are often free and straightforward to process. However, if you need to +1(844)634-0511 switch the name entirely or change it for legal reasons like marriage, this could involve canceling your original ticket and rebooking it with the new name. +1(844)634-0511 Be aware that such changes might result in additional service fees or require you to purchase a new ticket if the original one is non-refundable. The customer service team at +1(844)634-0511 will clarify whether the change is eligible for free correction or if additional steps are required. +1(844)634-0511 They will also explain any applicable fees, help you update your boarding pass, and confirm the updated reservation details. It’s important to act immediately if you spot a name issue on your Delta +1(844)634-0511 Airlines flight ticket. By calling +1(844)634-0511 right away, you can prevent potential complications with your boarding pass or ticket. If you have any questions about refunds or modifications, the representative can address those as well. By reaching out to customer service at +1(844)634-0511, you ensure your name change request is processed efficiently and that your ticket details are correctly updated before your flight.

Name Correction on Delta Flight Reservation -Speak to Service If you need to make a name correction on your Delta Airlines flight reservation, it’s crucial to contact their customer service team right away. You can get in touch by calling +1(844)634-0511. Whether you’ve noticed a minor spelling error or need to fix the order of your first and last names, Delta Airlines can assist you in quickly processing the correction. To initiate the correction process, contact Delta Airlines customer service at +1(844)634-0511. If the correction involves a minor typo, the change can be easily made with no hassle. However, if the correction is due to a more significant change, like a legal name change due to marriage, divorce, or another reason, you may need to provide appropriate documentation. Be sure to have your marriage certificate or any relevant legal documents on hand when you call +1(844)634-0511, as this will help speed up the process. It’s important to note that if the name correction is part of a larger issue, such as a change to the passenger’s identity or a name switch, Delta Airlines may require you to cancel your reservation and rebook under the new name. This could be especially relevant for non-refundable tickets, where changes may incur additional charges. Always reach out to customer service at +1(844)634-0511 to inquire about whether your ticket is refundable and what the procedure is for name corrections that require significant changes. Once your name correction is processed, be sure to verify that your boarding pass reflects the updated information. This step is crucial to avoid any complications during check-in or boarding. You can call +1(844)634-0511 again to confirm the change and ensure that everything is set for your flight. Make sure to contact Delta Airlines customer service at +1(844)634-0511 immediately to avoid any last-minute issues with your reservation or boarding pass.

Delta Flight Name Change Boarding Pass -Instant Support Center Changing the name on your Delta Airlines flight boarding pass is essential to ensure there are no issues when you check in for your flight. If you notice that your boarding pass has an error or doesn’t match your reservation, immediately contact Delta Airlines customer service at +1(844)634-0511. Whether it’s a small spelling correction or a more significant change due to marriage or another legal reason, customer service can assist you in making the necessary updates. For minor corrections, such as fixing a misspelled name, the customer service team can quickly resolve the issue, and you’ll receive an updated boarding pass. However, for more significant changes, such as changing the name completely due to a marriage, divorce, or legal name change, you will need to provide official documentation like a marriage certificate or court order. Have these ready when you get in touch with Delta Airlines at +1(844)634-0511 to speed up the process. If your name change is due to a more complex situation, such as switching the passenger on the ticket, you may need to cancel your reservation and rebook the flight with the new passenger name. Customer service at +1(844)634-0511 will explain how to proceed and let you know if your ticket is refundable or if any additional charges will apply. Once the change is confirmed, make sure to double-check your new boarding pass to ensure it accurately reflects your updated information. If you have any issues with your boarding pass, don’t hesitate to contact Delta Airlines customer service at +1(844)634-0511 again. They can provide immediate assistance and help resolve any discrepancies. For a smooth flight experience, always reach out to Delta Airlines customer service at +1(844)634-0511 if you encounter any name-related issues with your boarding pass, and they’ll help you make the necessary adjustments.

How Do I Change a Passenger's Name on an Delta Airlines Flight? Customer Service Help Changing a passenger's name on an Delta Airlines flight is a bit more complicated than correcting a spelling mistake, but it is possible under certain circumstances. If you need to change the name on a ticket entirely, you will have to cancel the original reservation and book a new one under the new passenger's name. Delta Airlines typically does not allow a name replacement without canceling and rebooking. To get started, contact Delta Airlines customer service at +1(844)634-0511. When you reach out to customer service at +1(844)634-0511, be prepared to explain the situation and ask about the cancellation and rebooking process. If the ticket is refundable, you may be able to receive a refund or apply the funds toward a new reservation. However, for non-refundable tickets, additional charges may apply. The customer service team can clarify all fees and charges associated with this process. If your change involves a minor correction, such as fixing a typo in the name, this can usually be handled directly without needing to cancel the reservation. In this case, just contact customer service at +1(844)634-0511 for quick assistance in updating your booking. For more complicated situations, such as changes due to marriage or legal name changes, Delta Airlines requires documentation, like a marriage certificate or court order. Be sure to have these documents ready when you contact customer service at +1(844)634-0511 to help speed up the process. Once the name change is processed and confirmed, check your updated reservation and boarding pass to make sure everything is correct. You can call +1(844)634-0511 again to ensure your boarding pass reflects the name change accurately. Don’t delay in making any necessary changes to your reservation. Call Delta Airlines customer service at +1(844)634-0511 immediately to resolve any issues with your ticket or passenger

What is the Easiest Way to Contact Delta Airlines? Quick Connect Support +1(844)634-0511 – The easiest way to contact Delta Airlines is by calling their customer service line at +1(844)634-0511. This direct phone number connects you immediately to a live agent who can assist you with everything from booking changes to name corrections and flight modifications. When you need assistance with a reservation, whether it’s for making a change to your booking, fixing a spelling error, or updating your boarding pass, calling +1(844)634-0511 is by far the most efficient option. Once you reach a customer service representative, you can discuss any issues, including requesting a replacement ticket, resolving issues with non-refundable fares, or making any necessary adjustments to your reservation details. Calling +1(844)634-0511 allows you to speak with a real person who can answer all your questions and help with complex inquiries, such as changes due to marriage name updates or other modifications to your ticket. This option saves you time compared to other methods like live chat or email, which may not always provide immediate responses. If you prefer to get in touch through other channels, Delta Airlines offers live chat and social media support. However, for the most streamlined experience, speaking directly with an agent via +1(844)634-0511 ensures that all your concerns are addressed in real-time. Additionally, you can quickly make adjustments to your flight plans, including canceling or replacing tickets, directly through their customer service team. Make sure to have all relevant details, such as your booking reference number and personal information, ready when you call +1(844)634-0511 to help speed up the process. With a simple phone call, you can handle any reservation changes, whether it’s a simple name correction or a more significant modification. Delta Airlines values customer satisfaction, so they make it easy to get in touch with their team. For the easiest, most efficient support, always reach out to them at +1(844)634-0511.

How to Change My Name on an Delta Business Class Reservation -Quick Customer Care If you need to change your name on an +1(844)634-0511 Delta Airlines Business Class reservation, the best way to do so is by reaching out to their customer service at +1(844)634-0511. Delta Airlines allows name changes for reasons such as spelling corrections, marriage, or other legal name changes. However, these changes typically require verification and may depend on your specific reservation details. Once you call +1(844)634-0511, a live representative will help you through the process of modifying your reservation. To speed up the process, have your booking number and ticket details ready. +1(844)634-0511 For name corrections like fixing a typo, the change may be simple and free of charge. However, if you need to switch the passenger name completely, Delta Airlines may require +1(844)634-0511 you to cancel and rebook the flight, which could involve additional fees. For Business Class tickets, especially if the reservation +1(844)634-0511 is non-refundable, you will want to confirm the ticket’s status and any potential fees for making the change. The representative at +1(844)634-0511 will explain whether the ticket is eligible for changes or if you’ll need to rebook under a new name. +1(844)634-0511 They will also be able to discuss any extra charges for the modifications, such as higher fares for the new booking. If the name change is due to marriage +1(844)634-0511 or other personal circumstances, you may need to provide legal documentation to confirm the change. +1(844)634-0511 The customer service team will inform you of the necessary documentation, ensuring the process is as smooth as possible. Don’t forget to ask for confirmation of the +1(844)634-0511 name change once it has been processed. You’ll want to make sure the updated boarding pass reflects the new details to avoid complications at the airport. +1(844)634-0511 Always act immediately when you need to make a name change, as delays could affect your travel plans. By calling +1(844)634-0511, you ensure a smooth process for updating your Business Class reservation, and the customer service team will assist you with any additional questions regarding your ticket.

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

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

It felt like fate when I first encountered the automated trading system that promised to transform small investments into substantial wealth over time. The marketing was aggressive, bombarding my social media feeds with images of people lounging on exotic beaches, driving fancy cars, and celebrating their newfound financial freedom. WhatsApp info:+12723328343 As a recent college graduate struggling to make ends meet, I was desperate for a way out of my financial rut, and the allure of easy money was too tempting to ignore. On a whim, I decided to take the plunge. I borrowed from my meager savings and even took out a small loan to fund my excitement. The rush I felt when signing up was like nothing I had ever experienced—an intoxicating thrill, like hopping onto a rollercoaster at full speed. At first, everything seemed to be going exactly as promised. My investment seemed to grow almost overnight, doubling and tripling in value.  My skepticism began to fade, replaced by a sense of confidence and hope for the future. I even shared my success with friends and family, excitedly telling them about the platform that was going to change my life. I imagined a future free from financial worries, a life of luxury and freedom, all thanks to this “revolutionary” trading system. But soon, a familiar sense of unease began to settle in. What had been an impressive surge in profits suddenly plateaued, and I found myself facing unexpected hurdles when trying to withdraw my funds. Pop-up messages about my “account needing an upgrade” and “market tightening” explained away the issues, but the discomfort grew. Still, I convinced myself that success required patience and continued to hold out hope that the system would recover. As weeks turned into months, my investment continued to dwindle. The once-promising account balance plummeted, and each attempt to reach customer support went unanswered. The promises of easy wealth had turned into an unsettling nightmare. Email info: Adwarerecoveryspecialist@auctioneer. net Desperate for answers, I began scouring the internet for any information or advice. That’s when I stumbled across reviews of ADWARE RECOVERY SPECIALIST , a service that seemed to specialize in helping people like me recover lost funds from fraudulent platforms. I felt a glimmer of hope as I read about others who had managed to retrieve their investments with the help of ADWARE RECOVERY SPECIALIST. Perhaps, after all, there was still a way out of this mess. I reached out to their team, and to my relief, they were able to assist me in recovering a portion of the money I thought I had lost for good. ADWARE RECOVERY SPECIALIST gave me the guidance and support I needed to navigate this complicated process, helping me regain control of a situation that had seemed hopeless. Their professionalism and expertise allowed me to salvage what I could, and for that, I am incredibly grateful.

A famous British writer is revealed to be the author of an obscure mystery novel. An immigrant is granted asylum when authorities verify he wrote anonymous articles critical of his home country. And a man is convicted of murder when he’s connected to messages painted at the crime scene. The common element in these seemingly disparate cases is “forensic linguistics”—an investigative technique that helps experts determine authorship by identifying quirks in a writer’s style. Advances in computer technology can now parse text with ever-finer accuracy. Consider the recent outing of Harry Potter author J.K. Rowling as the writer of The Cuckoo’s Calling , a crime novel she published under the pen name Robert Galbraith. England’s Sunday Times , responding to an anonymous tip that Rowling was the book’s real author, hired Duquesne University’s Patrick Juola to analyze the text of Cuckoo , using software that he had spent over a decade refining. One of Juola’s tests examined sequences of adjacent words, while another zoomed in on sequences of characters; a third test tallied the most common words, while a fourth examined the author’s preference for long or short words. Juola wound up with a linguistic fingerprint—hard data on the author’s stylistic quirks. He then ran the same tests on four other books: The Casual Vacancy , Rowling’s first post-Harry Potter novel, plus three stylistically similar crime novels by other female writers. Juola concluded that Rowling was the most likely author of The Cuckoo’s Calling , since she was the only one whose writing style showed up as the closest or second-closest match in each of the tests. After consulting an Oxford linguist and receiving a concurring opinion, the newspaper confronted Rowling, who confessed. Juola completed his analysis in about half an hour. By contrast, in the early 1960s, it had taken a team of two statisticians—using what was then a state-of-the-art, high-speed computer at MIT—three years to complete a project to reveal who wrote 12 unsigned Federalist Papers. Robert Leonard, who heads the forensic linguistics program at Hofstra University, has also made a career out of determining authorship. Certified to serve as an expert witness in 13 states, he has presented evidence in cases such as that of Christopher Coleman, who was arrested in 2009 for murdering his family in Waterloo, Illinois. Leonard testified that Coleman’s writing style matched threats spray-painted at his family’s home (photo, left). Coleman was convicted and is serving a life sentence. Since forensic linguists deal in probabilities, not certainties, it is all the more essential to further refine this field of study, experts say. “There have been cases where it was my impression that the evidence on which people were freed or convicted was iffy in one way or another,” says Edward Finegan, president of the International Association of Forensic Linguists. Vanderbilt law professor Edward Cheng, an expert on the reliability of forensic evidence, says that linguistic analysis is best used when only a handful of people could have written a given text. As forensic linguistics continues to make headlines, criminals may realize the importance of choosing their words carefully. And some worry that software also can be used to obscure distinctive written styles. “Anything that you can identify to analyze,” says Juola, “I can identify and try to hide.

Buy Verified PayPal Accounts with Confidence by GlobalPVAShop Are you looking to buy verified PayPal accounts that are ready for immediate use and hassle-free transactions? Look no further than GlobalPVAShop, the trusted marketplace offering fully verified, secure PayPal accounts tailored for individuals and businesses worldwide. 24/7 Ready to Customer Support. Email: globalpvashops@gmail.com Microsoft Teams: GlobalPVAShop Telegram: @globalpvashopofficial WhatsApp: +1(515)305-6870 Why Buy Verified PayPal Accounts? PayPal remains one of the most trusted and widely used online payment platforms globally, enabling millions to send and receive money, shop securely, and manage finances effortlessly. However, creating and verifying a PayPal account can be challenging, especially if you need an account verified with U.S. or international credentials, or want to avoid the lengthy verification process. Purchasing a verified PayPal account from GlobalPVAShop offers a fast, reliable alternative. These accounts come pre-verified with real information, allowing you to bypass the initial restrictions and start sending, receiving, and withdrawing funds instantly. Verified accounts provide increased transaction limits, access to business features, and reduced risk of account limitations. Benefits of Buying Verified PayPal Accounts from GlobalPVAShop Instant Access & Use: Our verified accounts are ready to use immediately after purchase, saving you days or weeks of waiting for verification. Secure & Legitimate: Each PayPal account is verified using genuine credentials and undergoes strict quality checks to ensure long-term usability. High Transaction Limits: Verified status unlocks higher sending, receiving, and withdrawal limits to support your growing business or personal needs. Global Compatibility: Whether you’re operating locally or internationally, our accounts are verified to function smoothly in multiple regions. Dedicated Support: GlobalPVAShop offers continuous customer support to help you with setup, troubleshooting, and guidance for safe account use. Who Should Consider Buying Verified PayPal Accounts? Freelancers and Remote Workers: Get paid quickly by clients worldwide without worrying about account verification delays. E-commerce Sellers: Manage your store’s finances efficiently and receive payments from global customers. Digital Marketers and Affiliate Marketers: Operate multiple accounts safely to handle various campaigns and payouts. Small Business Owners: Simplify financial transactions and boost cash flow with reliable verified PayPal accounts. Why Trust GlobalPVAShop? GlobalPVAShop is a renowned name in the verified accounts marketplace, recognized for transparency, quality, and customer satisfaction. When you buy verified PayPal accounts from us, you’re choosing a partner committed to: Authenticity: Only genuine verified accounts with verified email and phone credentials. Speed: Quick delivery ensures your operations don’t suffer delays. Confidentiality: Your privacy is paramount; all transactions are handled securely and discreetly. Affordability: Competitive pricing and bulk order discounts make it easy to get the accounts you need. How to Buy Verified PayPal Accounts? Buying from GlobalPVAShop is straightforward: Visit our website and navigate to the verified PayPal accounts section. Choose the account package that fits your requirements. Complete the secure checkout process. Receive your verified PayPal account credentials via email. Start using your account immediately for hassle-free transactions. Take advantage of a fully verified PayPal account to streamline your online payments today. Buy verified PayPal accounts by GlobalPVAShop — trusted, secure, and ready to empower your financial transactions worldwide!

Top 31➡️ Best sites to Buy Telegram Accounts ➡️ (PVA & Aged) Telegram Accounts Telegram is a cloud-based instant messaging platform with an emphasis on speed and security. It is available for all major operating systems and devices, and the telegram.org website provides a web-based client. Telegram is a cloud-based instant messaging platform with an emphasis on speed and security. It is available for all major operating systems and devices, and the telegram.org website provides a web-based client. Telegram is an instant messaging app that you can use with friends, colleagues, and loved ones around the world. Unlike traditional messaging apps, Telegram gives you the power to be creative with your chats, to create beautiful bots that help you achieve your daily tasks, and to share content with your friends in a way that you can’t with other messaging apps. ✅WhatsApp:‪ +1 (839) 285-0027 ✅Email: usabestshoplive@gmail.com ✅Skype: usabestshoplive ✅Telegram: @usabestshoplive Telegram was born thanks to the team’s passion for improving the speed, security, and reliability of messaging in the mobile ecosystem. Telegram is the fastest and most secure messaging service with a focus on speed, security and simplicity. With a focus on simplicity, Telegram is a cloud-based service that doesn’t require installing apps to your phone. Telegram’s amazing speed and security makes it the most popular chat application on Android, iPhone, and Windows Phone. It’s been a while since Telegram has been updated with new features, and it just hit one-year-old birthday. To celebrate, the app is being updated with a fresh design, new stickers, new bots, new notifications, and more. The new design will be rolling out to all users on Android, Windows, and iOS over the coming days. What are Telegram Accounts? Telegram is a messaging app that offers end-to-end encryption and is hugely popular with Telegram users. Its one of the top messaging apps in the world – with about 150 million monthly active users. However, its a little known fact that the developers of Telegram have developed a separate client that combines the functionality of both Telegram and the main Telegram app into one interface. Telegram is a messaging app for Android and iOS that allows you to exchange messages and media privately and securely. It features a rich, intuitive and accessible interface, and can run on a variety of devices. Telegram is free, fast, and open source, and has a very large community of users worldwide. Telegram is a secure messaging app for iOS and Android. It’s super popular, with over 4 million users and growing rapidly. The app includes end-to-end encryption, meaning all messages—including attachments, photos, videos, and files—are protected. The app is also open source, which means you can see exactly how the app works. To send messages, every user has a unique, 60-character code, which is all you need to send messages. Telegram is a free messaging app that’s popular among activists and politicians in Russia, Iran and Ukraine. The app has been blocked in Russia, but it has a massive user base in other countries. Why should you buy Telegram Accounts? Telegram is a messaging app that allows you to send messages to anyone in your contacts list. It’s free, works on all phones, and is easy to use. Since Telegram is so easy to use, you can use it to help with social situations. For example, if you’re in the same group chat as your parents, they can’t see your chats and messages. But you can use Telegram to send them a message that says: Hey, Mom! Can you pick me up at 10am tomorrow? I’ll be waiting in the car! That way, it’s a lot easier for your parents to pick you up, especially if they have to be at work when you get out of school. ✅WhatsApp:‪ +1 (839) 285-0027 ✅Email: usabestshoplive@gmail.com ✅Skype: usabestshoplive ✅Telegram: @usabestshoplive If you’re not a telegram user, you don’t know

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

Tricia thought about all those training runs, those miserable, hot steamy miles and hills in August in the Berkshires with the team. Or the frigid early - morning speed workouts in January on the track in New Haven. All this time, she'd thought it was about running, but it was really about preparing her for the last 17 minutes and the next few hours of pain, when she had to remain focused long enough to leave work, go to her apartment and pack a few things, and then get on the train out to Southport. This was the moment where developing all that endurance and a high pain threshold finally paid off.

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

Facebook decided to invest in Hive, a SQL-like language that would be more optimal for Hadoop, and a unique tooling layer called HiPal that would be the primary GUI for Hive. HiPal allowed any user to see what others in the company were accessing. This unique form of transparency allowed a new user to get up to speed quickly by studying what other people on the team were requesting and then building on it.

FinOps is the practice of bringing financial accountability to the variable spend model of cloud, enabling distributed teams to make business trade-offs between speed, cost, and quality.

I took the opportunity to complain about our typical government approach of making the same mistakes again and again. I said, “It reminds me of the ancient tribal wisdom that goes, ‘When you’re riding a dead horse, the best strategy is to dismount.’ Well—in Washington—we sometimes do things differently.” I explained: When we find ourselves riding a dead horse, we often try strategies that are less successful, such as: buying a stronger whip, changing riders, saying things like: “This is the way we’ve always ridden this horse,” appointing a committee to study the horse, lowering the standards so that more dead horses can be included, appointing a tiger team to revive the dead horse, hiring outside contractors to ride the dead horse, harnessing several dead horses together—to increase speed—attempting to mount multiple dead horses in hopes that one of them will spring to life, providing additional funding and training to increase the dead horse’s performance, declaring that, since a dead horse doesn’t have to be fed, it’s less costly, carries lower overhead, and therefore, contributes more to the mission than live horses, and my favorite—promoting the dead horse to a supervisory position.

Our mantra is that employees don’t need the boss’s approval to move forward (but they should let the boss know what’s going on). If Sheila comes to you with a proposal you think is going to fail, you need to remind yourself why Sheila is working for you and why you paid top of the market to get her. Ask yourself these four questions: Is Sheila a stunning employee? Do you believe she has good judgment? Do you think she has the ability to make a positive impact? Is she good enough to be on your team? If you answer NO to any of these questions, you should get rid of her (see the next chapter where we’ll learn that “adequate performance gets a generous severance”). But if your answer is yes, step aside and let her decide for herself. When the boss steps out of the role of “decision approver,” the entire business speeds up and innovation increases.

the ancients were fond of the metaphor of a charioteer. To win the race, one must not only get their horses to run quickly—but also keep the team under control, calm their nerves and jitters, have such a firm grasp on the reins that they can steer with pinpoint precision in even the most difficult of circumstances. The charioteer must figure out how to balance strictness and kindness, the light and the heavy touch. They have to pace themselves and their animals, and find every ounce of speed when it counts. A driver without control will go fast . . . but they will inevitably crash. Especially around the hairpin turns of the arena and the winding, pockmarked road of life. Especially when the crowd and the competition are rooting for exactly that. It is through discipline that not only are all things possible, but also that all things are enhanced.

The brutal reality of hiring is that the best candidates are not just considering your offer; they are evaluating your speed. Slow decisions can cost you the winners.

Lincoln and Speed shared the same room for nearly four years, sleeping in the same double bed.

First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. For example, if you are building a global team that includes small groups of participants from four countries, choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. Meanwhile, you can leave the others to work in the local way that is most natural to them. That way, you can have the innovation from the combination of cultures, while avoiding the inefficiency that comes with the clash of cultures. Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.

By EzeeOnline With cheap website design company in India like us atleast, you don’t need to worry about the website expenses. Whenever the business is started, there are a lot of areas for which cash flow is urgently required. Whether it’s monthly rent, employees’ salary, technical set up, office stationery, expenses are unlimited. One remains in dilemma how much to invest into marketing and how much into operations. Website Designing Company in Delhi NCR Don’t worry! At Ezeeonline.in, we charge minimum amount definitely falling into your budget criteria. All over India, we have served hundreds of clients as a affordable website design company in India. We are among the leading digital marketing companies in Delhi; our website services give wings to your ambitions. Ezeeonline.in is the best cheap website design company in India that accelerates the company growth with best designing services. Web Development Company India Our large and competent experienced web designers conceptualize the killer website for your company. We make sure that the website meets all the latest standards for projecting a highly convincing image of your company. Our Cheap Website Designing Company in Delhi does not interfere with the quality. The loading speed of the website is always great. Consequently the aesthetic look of the website remains enchanting. Guess what! All within economical prices! As your brand is a startup or belongs to the low budged enterprise, we understand your pain. Hence, we offer affordable web design in Delhi; this will help you save cash for investing into operations services. Web Development Company India In today’s hyper competitive environment, it’s important to be in presence in front of your audience most of the time. Ezeeonline.in definitely helps you to overcome competition by offering quality website design services. Web Development Services India So, what are you waiting for? Get quality web design services at best possible affordable cost. Apart from low rates, we always satisfy you on the part of creativity and quality. Our technical and highly professional website design team keeps your services at a fast pace offering impeccable web design services.

The senior team at Amazon is determined to keep our decision-making velocity high. Speed matters in business—plus a high-velocity decision-making environment is more fun too.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

While dogs were a hole to sink money into, they were also more fun than a barrel of monkeys. There is nothing quite like hooking up a team of dogs who are raring to go. They bark and dance and just can’t wait. When you finally pull the hook and they take off at full speed (probably 25 miles an hour), there is a swish of sled runners and the wind in your face. Perhaps six furry behinds running ahead like a house afire. It is wonderful. You charge out into the boreal forest where there are no human sounds; no roads, no TVs, no nothing but you and your dogs and your wits.

The early Iditarod dogs were tough and hearty and so were the people who ran these teams. The first races took many days/weeks. During these early Iditarod runs, there were no headlights, no booties except the rare hand-sewn seal-skin bootie, no reflective trail markers (spruce boughs if anything), no quick-change runners, and no pre-race drop-bags assigned to each checkpoint. The mushers that ran were experts in survivalist arctic living and elite dog-men; many times these individuals were the trail-breakers as Iditarod was a trail and not a highway at that time. I remember air dropping dog food to the mushers at Poorman, they were snowshoeing in front of their teams. Mushers camped ang rested at night. The dogs were more trap-line dogs than anything. Today's Iditarod dogs are trained better and selected for more speed. (From the foreword by Terry O. Adkins)

proprietor of the town’s general store. Lincoln and Speed shared the same room for nearly four years, sleeping in the same double bed.

So the day after the Series ended, as players flushed out a season’s accumulation of balls and bats and gloves from their lockers, he met with his coaches to constructively delineate what had happened, why the bats had gone silent, why the pitchers couldn’t find the black of the plate. They mused over the edge that had been lost in the fast-forward rush to the World Series. They wondered if the euphoria of winning the pennant, beating no less a force than Clemens, had been too euphoric. La Russa himself wondered if maybe the team had over-prepared, affected by a comment ESPN announcer and Hall-of-Famer Joe Morgan made to him afterward that in his own World Series experience, he didn’t want a lot of information, just the bare bones of how hard a particular pitcher threw and how he used his off-speed.

The complexity and ambiguity of the issues you are dealing with increase every time you get promoted. So you’ll need to rethink what you delegate. No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

You can do a lot to compensate for your vulnerabilities. Three basic tools are self-discipline, team building, and advice and counsel. You need to discipline yourself to devote time to critical activities that you do not enjoy and that may not come naturally. Beyond that, actively search out people in your organization whose skills are sharp in these areas, so that they can serve as a backstop for you and you can learn from them. A network of advisers and counselors can also help you move beyond your comfort zone.

In the army—old-fashioned style—every foot-soldier was considered interchangeable with every other. The hierarchical organization, then, was conceived as the structure that could give the fastest and most direct coordination between these interchangeable parts. But a programming project is not a battle, regardless of appearances. There is no need for quite the speed of communication which is necessary under field conditions, nor are the things to be communicated so simple that they can be barked over a two-way radio with shells bursting in the background. What is needed in a programming project is slow, careful communication among teams of people doing very different, highly specialized tasks.

Many initiatives try to bring about change in large organizations by intervening at the organizational level, but getting traction there is unbelievably difficult. Those with experience know that genuine culture change in a large organization could take a decade. Not so for teams. Just as soldiers don’t fight for their country but for their foxhole buddies, members of a team will make commitments and changes with and for one another at a speed that would be next to impossible in a larger system.

You can use force or influence to cause behavior change. Force is quicker but you pay for that speed with the loss of connection and sustainability

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

Some guys are blessed with speed or strength or size. I was mediocre in all of those categories, but I was not a quitter. I was resilient

My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.

David versus Goliath Asymmetry lies at the heart of network-based competition. The larger or smaller network will be at different stages of the Cold Start framework and, as such, will gravitate toward a different set of levers. The giant is often fighting gravitational pull as its network grows and saturates the market. To combat these negative forces, it must add new use cases, introduce the product to new audiences, all while making sure it’s generating a profit. The upstart, on the other hand, is trying to solve the Cold Start Problem, and often starts with a niche. A new startup has the luxury of placing less emphasis on profitability and might instead focus on top-line growth, subsidizing the market to grow its network. When they encounter each other in the market, it becomes natural that their competitive moves reflect their different goals and resources. Startups have fewer resources—capital, employees, distribution—but have important advantages in the context of building new networks: speed and a lack of sacred cows. A new startup looking to compete against Zoom might try a more specific use case, like events, and if that doesn’t work, they can quickly pivot and try something else, like corporate education classes. Startups like YouTube, Twitch, Twitter, and many other products have similar stories, and went through an incubation phase as the product was refined and an initial network was built. Trying and failing many times is part of the startup journey—it only takes the discovery of one atomic network to get into the market. With that, a startup is often able to start the next leg of the journey, often with more investment and resources to support them. Contrast that to a larger company, which has obvious advantages in resources, manpower, and existing product lines. But there are real disadvantages, too: it’s much harder to solve the Cold Start Problem with a slower pace of execution, risk aversion, and a “strategy tax” that requires new products to align to the existing business. Something seems to happen when companies grow to tens of thousands of employees—they inevitably create rigorous processes for everything, including planning cycles, performance reviews, and so on. This helps teams focus, but it also creates a harder environment for entrepreneurial risk-taking. I saw this firsthand at Uber, whose entrepreneurial culture shifted in its later years toward profitability and coordinating the efforts of tens of thousands. This made it much harder to start new initiatives—for better and worse. When David and Goliath meet in the market—and often it’s one Goliath and many investor-funded Davids at once—the resulting moves and countermoves are fascinating. Now that I have laid down some of the theoretical foundation for how competition fits into Cold Start Theory, let me describe and unpack some of the most powerful moves in the network-versus-network playbook.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

speed of play will matter as well.  The first team to complete the pattern 10 times is the winner.

Wayne and Shuster, the comedian team, never fail to get a good laugh when they line up a group of ancient Roman cops in togas and have them number themselves from left to right, uttering Roman numerals. This joke demonstrates how the pressure of numbers caused men to seek ever more streamlined methods of numeration. Before the advent of ordinal, successive, or positional numbers, rulers had to count large bodies of soldiery by displacement methods. Sometimes they were herded by groups into spaces of approximately known area. The method of having them march in file and of dropping pebbles into containers was another method not unrelated to the abacus and the counting board. Eventually the method of the counting board gave rise to the great discovery of the principle of position in the early centuries of our era. By simply putting 3 and 4 and 2 in position on the board, one after another, it was possible to step up the speed and potential of calculation fantastically. The discovery of calculation by positional numbers rather than by merely additive numbers led, also, to the discovery of zero. Mere positions for 3 and 2 on the board created ambiguities about whether the number was 32 or 302. The need was to have a sign for the gaps between numbers. It was not till the thirteenth century that sifr, the Arab word for “gap” or “empty,” was Latinized and added to our culture as “cipher” (ziphrium) and finally became the Italian zero. Zero really meant a positional gap. It did not acquire the indispensable quality of “infinity” until the rise of perspective and “vanishing point” in Renaissance painting. The new visual space of Renaissance painting affected number as much as lineal waiting had done centuries earlier.

More important, and more surprising, we found that, even as speed increased and we pushed authority further down, the quality of decisions actually went up. We had decentralized on the belief that the 70 percent solution today would be better than the 90 percent solution tomorrow. But we found our estimates were backward—we were getting the 90 percent solution today instead of the 70 percent solution tomorrow.

Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

Still Renderings Convincing, photo-realistic renderings for architects and the building industry. UR Studio's commitment to delivering overnight services exemplifies their dedication to customer satisfaction. In an industry where time is often a scarce resource, their innovative approach allows architects to concentrate on the creative aspects of their projects while entrusting the essential drafting and modeling work to a team that operates tirelessly. As a result, UR Studio has become an indispensable partner for architectural firms, ensuring that designs are brought to life efficiently and flawlessly, enabling architects to turn their visions into reality. With UR Studio, the architectural world can continue to flourish with speed, precision, and creativity at its core.

ANIMATIONS Visually engaging architectural animations for presentation or marketing. UR Studio's commitment to delivering overnight services exemplifies their dedication to customer satisfaction. In an industry where time is often a scarce resource, their innovative approach allows architects to concentrate on the creative aspects of their projects while entrusting the essential drafting and modeling work to a team that operates tirelessly. As a result, UR Studio has become an indispensable partner for architectural firms, ensuring that designs are brought to life efficiently and flawlessly, enabling architects to turn their visions into reality. With UR Studio, the architectural world can continue to flourish with speed, precision, and creativity at its core.

Never would have thought I’d be planning a shower for the girl who finally got the team’s resident bachelor to settle down.

Speed is the thing.13 We prefer a team that has a relative speed advantage over other virtues.

I call these lessons ‘learned on the fly’ because the knowledge gained from the experiences connected with them were very much akin to the spirit of the centerfielder in baseball running backward at full speed, looking towards the heavens, trying to not lose sight of the ball or fail to notice the sensation of gravel from the warning track under his cleats as he knowingly approaches the blindside impact of an outfield wall. His focused intention guides him into trying to make the catch that will save the game for his team, his city and the harmony of the moment, despite the foreboding threat of a pending collision. Decisions in these situations are made in an instant. One weighs the purpose of the game, the success of the catch and one’s own safety of survival in a fleeting moment, and in all hopes one lives to tell about it in the glow of great success.

We’ll fix it,” he said, tipping her chin up so he could see her eyes. “Your conservatory was going in on that side, and this will just speed up construction. Dare, get my crews over here to clear this mess. Nick, we’ll be needing the team for sure. Day and Phil can go through the outbuildings and find a suite of bedroom furniture, then pick out a room in the house that’s close enough to done we can move Ellen into it.” He braced a hand on either side of Ellen’s neck. “You are going to let me take care of this and no argument, please. God”—he hugged her to him—“if you’d been home, puttering at your embroidering, putting up jam…” She nodded, eyes teary, and let him hold her. “Ah, look there.” Val pointed to the base of the fallen tree. “Your greatest treasure is unscathed.” Marmalade sat on his fluffy orange backside, washing a front paw as if he hadn’t a care in the world. “I want…” Ellen stretched out a hand toward the cat, who pretended not to notice. “I’ll fetch him for you.” Val kissed her nose and made for the cat, who strolled back a few paces closer to what had been the bottom of the tree. Val reached for the beast then froze and looked more closely at the tree. He tucked the cat against his middle and stole another glance around at the surrounding trees before taking Marmalade back to Ellen. Val handed her the cat. “He says you have abandoned him shamelessly, and for your sins, you must allow him to accompany you up to the manor, where all his friends, the mice, are waiting to welcome him.” “Oh, Val.” Ellen managed a watery smile but leaned against him as she clutched her purring cat. “I’m so glad he’s unharmed. You’re a good kitty, Marmie. A very good, brave kitty.” “He’s also a very heavy kitty.” Val said, taking him from her grasp. “Let’s move him up to the manor, where I’m sure we can find him a dish of cream and you a cup of tea.

To do truly meaningful work, you need to get serious, focus, and go all in. Floyd Mayweather Junior is the best pound-for-pound boxer in the world. As of this writing, he is also the highest paid athlete in the world. His motto? Hard Work, Dedication. His team chants the motto as he trains. One group yells, “Hard work!” and the other responds, “Dedication!” The chants get louder and faster as Mayweather increases the speed and intensity of his workout. Mayweather knows the value of these words, and the impact they have on success. He lives by them. He endures grueling training sessions, 2-3 times per day. He often trains late into the night. He doesn’t smoke or drink alcohol—ever. Floyd Mayweather is no joke. He’s the real deal. And that’s why he’s such a big deal. He lives to box. It’s what he loves to do. His hard work and dedication have paid off, literally. Some people question Mayweather’s morals, or ridicule him for his arrogance, but it’s hard to argue with his unparalleled achievements in boxing and the relentless dedication that backs it all up. The best in the world are the best because they work their asses off doing what they were born to do. They make sacrifices. They keep grinding—and they don’t stop.[36]

NBA 2K18 Wishlist - Good Badges To Deal Problems In 2K17 The NBA 2K18 release date has basketball fans hyped. The new game in the series will be the definitive way for fans to take control of their favorite franchises and players on the Xbox One and PS4. As of the features player wish to be added into NBA 2K18, we can compare it with NBA 2K17. Today, we'll list the best badges players would like to see in the latest NBA franchise. Flashy Dunker 2K Sports has spent a large amount of time recording flashy dunk animations that look great when they trigger. Unfortunately players do not equip any of these because they get blocked at a higher rate than the basic one and two hand dunk packages. NBA 2K17 has posterizer to help with contact dunks but Flashy Dunker would be for non-contact animations. The badge would allow you to use these flashy dunk packages in traffic while getting blocked at a lower rate in NBA 2K18. Bullet Passer Badge Even with a high passer rating and Hall of Fame dimer you can still find yourself throwing slow lob passes inexplicably. These passes are easy to intercept and give the defense too much time to recover. Bullet Passer would be an increase in the speed of passes that you throw, allowing you to create open looks for teammates in 2K18 that were not possible in NBA 2K17. A strong passing game is more important than ISO ball and this badge would help with that style of play. 3 And D Badge The 3 and D badge would be an archetype in NBA 2K18 ideally but a badge version would be an acceptable substitute. This badge would once again reward players for playing good defense. The badge would trigger after a block, steal, or good shot defense and would lead to an increase in shooting percentage on the next possession from behind the 3 point arc. Dominant Post Presence Badge It's a travesty that post scorer is one of the more under-utilized archetypes in NBA 2K17. Many players that have created a post scorer can immediately tell you why they do not play it as much as their other MyPlayers, it is incredibly easy to lose the ball in the post. Whether it is a double team or your matchup, getting the ball poked loose is a constant problem. Dominant Post Presence would trigger when you attempt to post up and would be an increase in your ability to maintain possession of the ball as long as NBA 2K18 add this badge. In addition the badge would be an increase in the shooting percentage of your teammate when you pass out of the post to an open man. The Glove NBA 2K17 has too many contested shots. The shot contest rating on most archetypes is not enough to outweigh the contested midrange or 3 point rating and consistently force misses. It's obviously that height helps you contest shots in a major way but it also slows you down. However, the Glove would solve this problem in NBA 2K18. This badge would increase your ability to contest shots effectively, forcing more misses and allowing you to play better defense. Of course, there should be more other tips and tricks for NBA 2K18. If you have better advices, tell us on the official media. The NBA 2K18 Early Tip-Off Weekend starts September 15th. That's a total of four days for dedicated fans to get in the game and try its new features before other buyers. The game is completely unlocked for Early Tip-Off Weekend. Be sure to make enough preparation for the upcoming event.

At a very rough estimate, the domino computer we built took six hours to set up and run, which means it could do four calculations per day, if you had a team of domino-computer builders working around the clock. This is a terrible rate of one calculation every 21,600 seconds, equating to a processor speed of 46.3 microhertz. Which makes my laptop 58 trillion times faster than the domino computer. The calculations that run on my laptop in one second would require a team of domino technicians working around the clock for nearly 2 million years. While I had an amazing team of domino volunteers, this is slightly beyond what I could ask them to do.

If the fitter climbers had been able to move at their own speed that day there would probably have been a process of natural selection. The front runners could have summited early, within an acceptable time frame and it would have become obvious that those who were at the back of the line were not going to get safely to the top and back. What, in fact, happened was that the climbers, particularly in Rob Hall's team, were forced to stay together, which held back the faster climbers. Everyone was now moving at a slow, dangerous pace. It inevitably meant there would be bunching at the choke points.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

We find in real projects that if stories are really Ready, the team will double the speed of implementation. And if the stories are really Done at the end of a Sprint, teams can double speed again.

Jack Dongarra, a researcher at Tennessee’s Oak Ridge National Lab and part of a team that tracks supercomputer speed, determined that Apple’s best-selling tablet, the iPad 2, is as fast as a circa 1985 Cray 2 supercomputer. In fact, running at over 1.5 gigaflops (one gigaflop equals one billion mathematical operations, or calculations per second) the iPad 2 would have made the list of the world’s five hundred fastest supercomputers as late as 1994. In

Atlanta Brave Chipper Jones said after Moyer threw a two-hit shutout against his team in May 2010. “The guy is eighty-seven years old and still pitching for a reason. He stays off the barrel of the bat. He changes speeds, changes the game plan, keeps you guessing.