Store Team Quotes

Single parenting isn’t just being the only one to take care of your kid. It’s not about being able to “tap out” for a break or tag team bath- and bedtime; those were the least of the difficulties I faced. I had a crushing amount of responsibility. I took out the trash. I brought in the groceries I had gone to the store to select and buy. I cooked. I cleaned. I changed out the toilet paper. I made the bed. I dusted. I checked the oil in the car. I drove Mia to the doctor, to her dad's house. I drove her to ballet class if I could find one that offered scholarships and then drove her back home again. I watched every twirl, every jump, and every trip down the slide. It was me who pushed her on the swing, put her to sleep at night, kissed her when she fell. When I sat down, I worried. With the stress gnawing at my stomach, worrying. I worried that my paycheck might not cover bills that month. I worried about Christmas, still four months away. I worried that Mia's cough might become a sinus infection that would keep her out of day care... . I worried that I would have to reschedule work or miss it altogether.

(Where do they get these giant flags? What happens to them when there's no campaign? Where do they go? Where do you even store flags that size? Or is there maybe just one, which McCain2000's advance team has to take down afterward and hurtle with to the next THM to get it put up before McCain and the cameras arrive? Do Gore and the Shrub and all the other candidates each have their own giant flag?)

So let’s talk a little about April May’s theory of tiered fame. Tier 1: Popularity You are a big deal in your high school or neighborhood. You have a peculiar vehicle that people around town recognize, you are a pastor at a medium-to-large church, you were once the star of the high school football team. Tier 2: Notoriety You are recognized and/or well-known within certain circles. Maybe you’re a preeminent lepidopterist whom all the other lepidopterists idolize. Or you could be the mayor or meteorologist in a medium-sized city. You might be one of the 1.1 million living people who has a Wikipedia page. Tier 3: Working-Class Fame A lot of people know who you are and they are distributed around the world. There’s a good chance that a stranger will approach you to say hi at the grocery store. You are a professional sports player, musician, author, actor, television host, or internet personality. You might still have to hustle to make a living, but your fame is your job. You’ll probably trend on Twitter if you die. Tier 4: True Fame You get recognized by fans enough that it is a legitimate burden. People take pictures of you without your permission, and no one would scoff if you called yourself a celebrity. When you start dating someone, you wouldn’t be surprised to read about it in magazines. You are a performer, politician, host, or actor whom the majority of people in your country would recognize. Your humanity is so degraded that people are legitimately surprised when they find out that you’re “just like them” because, sometimes, you buy food. You never have to worry about money again, but you do need a gate with an intercom on your driveway. Tier 5: Divinity You are known by every person in your world, and you are such a big deal that they no longer consider you a person. Your story is much larger than can be contained within any human lifetime, and your memory will continue long after your earthly form wastes away. You are a founding father of a nation, a creator of a religion, an emperor, or an idea. You are not currently alive.

In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this respect, Microsoft’s Bill Gates, who also took such annual think weeks, served as a positive example.) Returning to the company after a few weeks, Bezos presented his next big idea to the S Team in the basement of his Medina, Washington, home. The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems.

Jobs had a tougher time navigating the controversies over Apple’s desire to keep tight control over which apps could be downloaded onto the iPhone and iPad. Guarding against apps that contained viruses or violated the user’s privacy made sense; preventing apps that took users to other websites to buy subscriptions, rather than doing it through the iTunes Store, at least had a business rationale. But Jobs and his team went further: They decided to ban any app that defamed people, might be politically explosive, or was deemed by Apple’s censors to be pornographic.

Forced teaming is an effective way to establish premature trust because a we’re-in-the-same-boat attitude is hard to rebuff without feeling rude. Sharing a predicament, like being stuck in a stalled elevator or arriving simultaneously at a just-closed store will understandably move people around social boundaries. But forced teaming is not about coincidence; it is intentional and directed, and it is one of the most sophisticated manipulations.

Let me explain: Like two great athletes who don’t play on the same team but meet up on the world stage, blacks and women have always convened at the Oppressed Olympics and given each other a friendly head nod, similar to how when I’m in line at the grocery store and I notice the person in the next checkout line is also buying lemonade.

He looked as if he’d paid a visit to the Crazy Galactic Warlord clothing store, headed straight for the Darth Vader section, and maxed out his credit card.

As long as research data is stored as tacit knowledge in people’s minds or buried in interview transcripts, teams will experience difficulty synthesizing what has been observed and learned.

Communication is a sign of dysfunction. It means people aren’t working together in a close, organic way. We should be trying to figure out a way for teams to communicate less with each other, not more.

From now on, try to look at the world as if it were a gigantic ice cream store. What makes it so great is that it contains a combination of so many unique flavors, and this is why people love it so much. If you want to keep enjoying all the ice cream, we all have to take part in preserving and maintaining 'the store'. United, we have to make sure that it never gets robbed or destroyed, and to protect it from greedy crooks who want to brand and monopolize certain flavors, and eliminate those that compete with them. Our job as devoted protectors of our universal ice cream store is to make sure that no one group tries to control it, and that there is always enough cream for everybody all around. There is no such thing as 'cream only for the cream', or 'the best cream only for this or that team'. We have to stick together and melt together. Or else, there will be no peace.

The World as an Ice Cream Store From now on, try to look at the world as if it were a gigantic ice cream store. What makes it so great is that it contains a combination of so many unique flavors, and this is why people love it so much. If you want to keep enjoying all the ice cream, we all have to take part in preserving and maintaining 'the store'. United, we have to make sure that it never gets robbed or destroyed, and to protect it from greedy crooks who want to brand and monopolize certain flavors, and eliminate those that compete with them. Our job as devoted protectors of our universal ice cream store is to make sure that no one group tries to control it, and that there is always enough cream for everybody all around. There is no such thing as 'cream only for the cream', or 'the best cream only for this or that team'. We have to stick together and melt together. Or else, there will be no peace.

They made a bunch of stupid toys. I remember seeing some at the store where Donatello was a basketball player. … He’s like five feet tall. I guess he could have been a John Stockton type, but the pick-and-roll wouldn’t have worked cuz none of the other turtles were tall either; they would have needed that giant robot body with Krang in his stomach to play power forward, and by that point I think there would have been just too much animosity for them to gel as a team. This book sucks.

In Baltimore (pronounced Balamer), an eagle is an “iggle,” a tiger is a “tagger,” water is “wooder,” a power mower is a “paramour,” a store is a “stewer,” clothes are “clays,” orange juice is “arnjoos,” a bureau is a “beero,” and the Orals are of course the local baseball team.

You guys come from a really small town, and people talk,” Caleb shrugged. “I can’t go into a store in Covington without someone asking me how I feel about being a consolation prize,” he laughed. “People took your breakup harder than Brad and Jen’s! They’ve done everything but make up Team Jason and Team Caleb shirts!

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And he carefully stored what he considered the most vital piece of equipment: a satellite phone with solar-powered batteries, which would allow the men not only to record short audio dispatches but also to check in every day with an ALE operator and report their coordinates and medical condition. If the team failed to communicate for two consecutive days, ALE would dispatch a search-and-rescue plane—what Worsley called “the most expensive taxi ride in the world.

Much the same could be said of memory. We know a good deal about how memories are assembled and how and where they are stored, but not why we keep some and not others. It clearly has little to do with actual value or utility. I can remember the entire starting lineup of the 1964 St. Louis Cardinals baseball team—something that has been of no importance to me since 1964 and wasn’t actually very useful then—and yet I cannot recollect the number of my own cell phone, or where I parked my car in any large parking lot, or what was the third of three things my wife told me to get at the supermarket, or any of a great many other things that are unquestionably more urgent and necessary than remembering the starting players for the 1964 Cardinals (who were, incidentally, Tim McCarver, Bill White, Julian Javier, Dick Groat, Ken Boyer, Lou Brock, Curt Flood, and Mike Shannon). So there is a huge amount we have left to learn and many things we may never learn.

Since their invention about half a century ago, video games have come to play a vital role in modern human civilization. I think this is because we modern humans were never designed to live like we do now—sitting in traffic, working in offices, shopping in stores. We are, by design, hunter-gatherers. Millions of years of evolution have wired our brains with an inherent need to hunt, gather, explore, solve puzzles, form teams, and conquer challenge after challenge in order to survive as we claw our way to the top of the food chain. For most people, day-to-day life no longer requires many of those experiences or challenges, and so those primal, instinctive needs inside us have no natural outlet. To keep our minds and bodies healthy, we have to simulate those old ways in the midst of our modern, technological lives, where everything on the planet has already been hunted and gathered. Thankfully, the technology that created this problem also gave rise to its solution—a way for us modern city dwellers to exorcise our inner evolutionary demons: video games.

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The Nook is an under-appreciated genius of a lovemark. The team at Barnes & Noble got a lot right with the Nook, and from a lovemark perspective, I think they created a more intimate product than any other dedicated e-reader. The rubber back behind the Nook is soft and pliable—not hard metal like the later Kindles—making it sensual and intimate. Barnes & Noble also recreated the engraved faces of famous authors from their stores and used them as Nook screensavers. It’s brilliant, not just because it makes reading more intimate, but also because it solidifies the Barnes & Noble brand itself.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

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Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

Sociologist Barry Glassner (1999) has documented many of the biases introduced by “If it bleeds, it leads” news reporting, and by the strategic efforts of special interest groups to control the agenda of public fear of crime, disease, and other hazards. Is an increase of approximately 700 incidents in 50 states over 7 years an “epidemic” of road rage? Is it conceivable that there is (or ever was) a crisis in children’s day care stemming from predatory satanic cults? In 1994, a research team funded by the U.S. government spent 4 years and $750,000 to reach the conclusion that the myth of satanic conspiracies in day care centers was totally unfounded; not a single verified instance was found (Goodman, Qin, Bottoms, & Shaver, 1994; Nathan & Snedeker, 1995). Are automatic-weapon-toting high school students really the first priority in youth safety? (In 1999, approximately 2,000 school-aged children were identified as murder victims; only 26 of those died in school settings, 14 of them in one tragic incident at Columbine High School in Littleton, Colorado.) The anthropologist Mary Douglas (Douglas & Wildavsky, 1982) pointed out that every culture has a store of exaggerated horrors, many of them promoted by special interest factions or to defend cultural ideologies. For example, impure water had been a hazard in 14th-century Europe, but only after Jews were accused of poisoning wells did the citizenry become preoccupied with it as a major problem. But the original news reports are not always ill-motivated. We all tend to code and mention characteristics that are unusual (that occur infrequently). [...] The result is that the frequencies of these distinctive characteristics, among the class of people considered, tend to be overestimated.

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

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He then pointed to the right, and I turned to look. Exactly on cue, something massive came around the corner: a snaking, vehicular army that included a phalanx of police cars and motorcycles, a number of black SUVs, two armored limousines with American flags mounted on their hoods, a hazmat mitigation truck, a counterassault team riding with machine guns visible, an ambulance, a signals truck equipped to detect incoming projectiles, several passenger vans, and another group of police escorts. The presidential motorcade. It was at least twenty vehicles long, moving in orchestrated formation, car after car after car, before finally the whole fleet rolled to a quiet halt, and the limos stopped directly in front of Barack’s parked plane. I turned to Cornelius. “Is there a clown car?” I said. “Seriously, this is what he’s going to travel with now?” He smiled. “Every day for his entire presidency, yes,” he said. “It’s going to look like this all the time.” I took in the spectacle: thousands and thousands of pounds of metal, a squad of commandos, bulletproof everything. I had yet to grasp that Barack’s protection was still only half-visible. I didn’t know that he’d also, at all times, have a nearby helicopter ready to evacuate him, that sharpshooters would position themselves on rooftops along the routes he traveled, that a personal physician would always be with him in case of a medical problem, or that the vehicle he rode in contained a store of blood of the appropriate type in case he ever needed a transfusion. In a matter of weeks, just ahead of Barack’s inauguration, the presidential limo would be upgraded to a newer model—aptly named the Beast—a seven-ton tank disguised as a luxury vehicle, tricked out with hidden tear-gas cannons, rupture-proof tires, and a sealed ventilation system meant to get him through a biological or chemical attack.

Thank God Ahab and Meshach were out of sight. He’d worked for Tarlander more than once and would surely have been recognized. “Was that who I think it was?” she asked Benjamin when he waited for her at a bridge crossing a wide creek. “Yessuh.” Benjamin shook his head. “Dat close.” He turned his horse. “Not far now.” They gathered in a small clearing bordering the creek, where Daniel awaited them. He was already gathering sticks for a fire. Jesselynn reached behind her to help a groggy Thaddeus climb up on the seat. “You been a mighty good boy. I’m right proud of you.” “Hungry?” He reached up and wrapped his arms around her neck. Burrowing into her chest like a little gopher, he repeated with more insistence. “Hungry. Want milk?” Jesselynn sighed. Where would they get milk Other fresh food too, for that matter. Her eyes felt as if they’d been rolling in the Sahara Desert, and her rear felt permanently glued to the hard seat. “I git some.” Benjamin remounted his horse. “You’d best take the mule, then,” Jesselynn said. “Oh.” He dismounted with a nod. “ ’Phelia, you got a jug?” Meshach unhitched the team and removed the harness from both horse and mule, then slipped a bridle with short reins on the mule. “You hurry.” After handing Benjamin a couple of their precious store of coins, Jesselynn climbed over the wagon wheel and, when her feet felt solid ground, leaned against the wheel until her knees no longer felt like buckling. She propped

The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems. They would likely compete with one another for resources and sometimes duplicate their efforts, replicating the Darwinian realities of surviving in nature. Freed from the constraints of intracompany communication, Bezos hoped, these loosely coupled teams could move faster and get features to customers quicker. There were some head-scratching aspects to Bezos’s two-pizza-team concept. Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.

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Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

train me, nice as could be other than acting like she’s my mom, all honey-this and honey-that and “You think you can remember all that, sweetie?” Just three or four years out of high school herself. But she did have three kids, so probably she’d wiped so many asses she got stuck that way. I didn’t hold it against her. Coach Briggs’s brother stayed upstairs in the office. Heart attack guy was a mystery. First they said he might come back by the end of summer. Then they all stopped talking about him. As far as customers, every kind of person came in. Older guys would want to chew the fat outside in the dock after I loaded their grain bags or headgates or what have you. I handled all the larger items. They complained about the weather or tobacco prices, but oftentimes somebody would recognize me and want to talk football. What was my opinion on our being a passing versus running team, etc. So that was amazing. Being known. It was the voice that hit my ear like a bell, the day he came in. I knew it instantly. And that laugh. It always made you wish that whoever made him laugh like that, it had been you. I was stocking inventory in the home goods aisle, and moved around the end to where I could see across the store. Over by the medications and vaccines that were kept in a refrigerator case, he was standing with his back to me, but that wild head of hair was the giveaway. And the lit-up face of Donnamarie, flirting so hard her bangs were standing on end. She was opening a case for him. Some of the pricier items were kept under lock and key. I debated whether to go over, but heard him say he needed fifty pounds of Hi-Mag mineral and a hundred pounds of pelleted beef feed, so I knew I would see him outside. I signaled to Donnamarie that I’d heard, and threw it all on the dolly to wheel out to the loading dock. He pulled his truck around but didn’t really see me. Just leaned his elbow out the open window and handed me the register ticket. He’d kept the Lariat of course, because who wouldn’t. “You’ve still got the Fastmobile, I see,” I said. He froze in the middle of lighting a smoke, shifted his eyes at me, and shook his head fast, like a splash of cold water had hit him. “I’ll be goddamned. Diamond?” “The one,” I said. “How you been hanging, Fast Man?” “Cannot complain,” he said. But it seemed like he wasn’t a hundred percent on it really being me loading his pickup. He watched me in the side mirror. The truck bounced a little each time I hefted a mineral block or bag into the bed. Awesome leaf springs on that beauty. I came around to give him back his ticket, and he seemed more sure.

The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

Nearly every organized group on Oahu staked out something to do. Boy Scouts fought fires, served coffee, ran messages. The American Legion turned out for patrol and sentry duty. One Legionnaire struggled into his 1917 uniform, had a dreadful time remembering how to wind his puttees and put on his insignia. He took it out on his wife, and she told him to leave her alone —go out and fight his old enemy, the Germans. The San Jose College football team, in town from California for a benefit game the following weekend, signed up with the Police Department for guard duty. Seven of them joined the force, and Quarterback Paul Tognetti stayed on for good, ultimately going into the dairy business. A local committee, called the Major Disaster Council, had spent months preparing for this kind of day; now their foresight was paying off. Forty-five trucks belonging to American Sanitary Laundry, New Fair Dairy, and other local companies sped off to Hickam as converted ambulances. Dr. Forrest Pinkerton dashed to the Hawaii Electric Company’s refrigerator, collected the plasma stored there by the Chamber of Commerce’s Blood Bank. He piled it in the back of his car, distributed it to various hospitals, then rushed on the air, appealing for more donors. Over 500 appeared within an hour, swamping Dr. John Devereux and his three assistants. They took the blood as fast as they could, ran out of containers, used sterilized Coca-Cola bottles.

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

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* Titled Social Influence in Social Advertising: Evidence from Field Experiments, the paper would eventually appear at an Association for Computing Machinery e-commerce conference, with Eytan Bakshy, Dean Eckles, Rong Yan, and Itamar Rosenn as its authors. Facebook’s data-science team was absolutely top-notch and boasted both already-prominent academics and young, up-and-coming PhDs who were ecstatic to get their busy hands on Facebook’s vast store of proprietary data. The team’s papers, such as this one, were always carefully executed experiments that often called bullshit on some social media truism—often one that originated with Facebook itself.

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McCullough’s team realized that, like hydroxychloroquine and ivermectin, quercetin—that ubiquitous health store nutraceutical—is an ionophore—meaning that it facilitates zinc uptake in the cells, destroying the capacity of coronavirus to replicate.

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

Coconut Island Company is a family owned and operated store, created by husband and wife team Doug and Mary. Its goal is to reintroduce handmade, sustainable products that can replace disposable, harmful alternatives that are harmful to us, our children and to the environment. Specialising in Tapee Tea made with 15 different Thai native herbs and spices, Tapee tea has been used as a natural remedy for to help treat a range of chronic diseases and ailments by healers in Asia for generations.

Our stores had provided the first job for thousands of people over the course of almost 30 years. And it was a training ground for ambitious employees to become managers and learn how to run a business. How to hire and train great employees. How to merchandise stores. How to manage costs and understand an income statement. And most important, how to build teams of people who understood and bought into common goals. Those teams of people built the longest lasting chain of Blockbuster stores in the country. It always seemed more like a mission than work.

To be Black and a woman is to be drafted into targeted identity groups that often conflate classism, sexism, racism, genderism. This begins so early when you’re “the Only”: the only Black child at a predominantly white school, the only Black child in a neighborhood, the only Black child on a sports team, on a street, in a store. You may become a wealthy and highly educated Black woman, but still, when you’re seen, you’re seen as everything that a white supremacist society associates with being a Black woman: poor, uneducated, promiscuous, unattractive, sassy, loud. You walk into every room at a deficit. Unacceptable. Unaccepted.

Astronauts live on spaceships hurtling through space with a human crew and a precious and limited supply of resources. Everything must be maintained in balance, recycled; nothing can be wasted. The measure of well-being is not how fast the crew is able to consume its limited stores but rather how effective the crew members are in maintaining their physical and mental health, their shared resource stocks, and the life-support system on which they all depend. What is thrown away is forever inaccessible. What is accumulated without recycling fouls the living space. Crew members function as a team in the interests of the whole. No one would think of engaging in nonessential consumption unless the basic needs of all were met and there was ample provision for the future.

physicist Roger Penrose, “the soul does not die when life ends.” Penrose found that human cells contain information about the soul. His research team, after months of work, found evidence that, within the proteins that humans store in microtubules (ducts that move cellular matter), the information

In lieu of providing unionized jobs with decent conditions, the new retail stores learned from Walmart to pay lip service to workers’ wants and needs, to embrace “teamwork” while making sure workers didn’t actually team up enough to organize.

They claimed that a mountain bike, surfboard, and fifty-inch TV could lie flat inside—at the same time. Instead of storing the batteries in a giant box in the trunk, as they’d done with the Roadster, Straubel’s team imagined them in a shallow rectangular box beneath the floor. A motor, much smaller than the typical gas-powered engine, would be fitted between the back wheels. With the bulk of the drivetrain beneath the car instead of under the hood, it opened up a ton of interior room.

Just as YouTube started with manual curation, most networked products can start with manual efforts. This means exercising editorial judgment, or allowing users to curate content themselves. The App Store has millions of apps, so when Apple releases a list of “Apps of the Year” in the App Store, it aids discovery for consumers but also inspires app developers to invest in the design and quality of their products. Or platforms can leverage user-generated content, where content is organized by the ever-popular hashtag—one example is Amazon’s wish lists, which are driven primarily by users without editors. Similarly, using implicit data—whether that’s attributes of the content or grouping the originator by their company or college email domain name—can bring people together with data from the network. Twitter uses a hybrid approach—the team analyzes activity on the network to identify trending events, which are then editorialized into stories.

It was never a matter of “how” I did things. I’m sure any parent would do the same. Single parenting isn’t just being the only one to take care of your kid. It’s not about being able to “tap out” for a break or tag team bath- and bedtime; those were the least of the difficulties I faced. I had a crushing amount of responsibility. I took out the trash. I brought in the groceries I had gone to the store to select and buy. I cooked. I cleaned. I changed out the toilet paper. I made the bed. I dusted. I checked the oil in the car. I drove Mia to the doctor, to her dad’s house. I drove her to ballet class if I could find one that offered scholarships and then drove her back home again. I watched every twirl, every jump, and every trip down the slide. It was me who pushed her on the swing, put her to sleep at night, kissed her when she fell. When I sat down, I worried. With the stress gnawing at my stomach, worrying. I worried that my paycheck might not cover bills that month. I worried about Christmas, still four months away. I worried that Mia’s cough might become a sinus infection that would keep her out of day care. I worried that Jamie’s behavior was escalating, that we would get in a fight, that he would go back on his offer to pick her up at day care that week just to make it difficult for me. I worried that I would have to reschedule work or miss it altogether. Every single parent teetering on poverty does this. We work, we love, we do. And the stress of it all, the exhaustion, leaves us hollowed. Scraped out. Ghosts of our former selves. That’s how I felt for those few days after the accident, like I wasn’t fully connected to the ground when I walked. I knew that at any moment, a breeze could come and blow me away.

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The bankruptcy team had located Caroline Ellison by phone on the Saturday after Ray became FTX’s new CEO. She at least had been able to explain where some of the wallets storing the crypto were stashed. Other than that, she wasn’t much use. “She’s cold as ice,” said Ray. “You had to buy words by the vowel. An obvious complete fucking weirdo.

The days were growing shorter, and oil was too expensive to use often, so after dinner James and I would sit on the front porch of our cabin until dusk and talk about his work at the store, the people he’d seen during the day, and our dreams for our life. On Saturdays he played baseball. He still had hopes of a professional career. It was 1906 and another league, the American, had been formed to compete with the National. Baseball was sweeping the country. They’d even begun forming teams all the way across the ocean, in Europe.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

One of the most ambitious men to exploit the timber trade was Hugh F. McDanield, a railroad builder and tie contractor who had come to Fayetteville along with the Frisco. He bought thousands of acres of land within hauling distance of the railroad and sent out teams of men to cut the timber. By the mid-1880s, after a frenzy of cutting in south Washington County, he turned his gaze to the untapped fortune of timber on the steep hillsides of southeast Washington County and southern Madison County, territory most readily accessed along a wide valley long since leveled by the east fork of White River. Mr. McDanield gathered a group of backers and the state granted a charter September 4, 1886, giving authority to issue capital stock valued at $1.5 million, which was the estimated cost to build a rail line through St. Paul and on to Lewisburg, which was a riverboat town on the Arkansas River near Morrilton. McDanield began surveys while local businessman J. F. Mayes worked with property owners to secure rights of way. “On December 4, 1886, a switch was installed in the Frisco main line about a mile south of Fayetteville, and the spot was named Fayette Junction.” Within six months, 25 miles of track had been laid east by southeast through Baldwin, Harris, Elkins, Durham, Thompson, Crosses, Delaney, Patrick, Combs, and finally St. Paul. Soon after, in 1887, the Frisco bought the so-called “Fayetteville and Little Rock” line from McDanield. It was estimated that in the first year McDanield and partners shipped out more than $2,000,000 worth of hand-hacked white oak railroad ties at an approximate value of twenty-five cents each. Mills ran day and night as people arrived “by train, wagon, on horseback, even afoot” to get a piece of the action along the new track, commonly referred to as the “St. Paul line.” Saloons, hotels, banks, stores, and services from smithing to tailoring sprang up in rail stop communities.

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lesson.” Powell explained: Reagan was the president, and as head of the National Security Agency, Powell was responsible for handling the minor details. In his remaining time working for him, Powell never upwardly delegated a problem like that to the president again. Instead, he and his team solved the problems they had been hired to solve. My take on the episode was that leaders must trust that the people to whom

I’m sorry for taking so long.” Tori straightened her shoulders as if readying herself for battle, then traipsed down the steps to the street. “I had a few last-minute details to see to.” Ben hurried around the back of the wagon to meet her and had opened his mouth to offer assurances that the delay was no problem when Lewis popped his head up. “About time! Sheesh, Ma. You took for-ev-er.” Ben cast a warning glance at the boy. “I’m sure whatever your ma was doing was important.” He turned back to Tori and gave her his most charming grin. “She’s worth waiting on.” Her lips tightened at that, but into a shape that looked more like disapproval than appreciation of a compliment. So much for his charm. “Yes, well . . . I suggest we delay no longer.” Tori lengthened her stride, giving him no chance to assist her into the wagon. She scrambled up the wheel spokes and onto the bench before he could even think about fitting his hands to her waist and hoisting her up. Unfortunate, that. Ben shrugged off his disappointment and moved forward to give his team a final check before climbing into the driver’s seat. Emma handed a large basket up to Tori and wished her farewell while Grace Mallory waved from behind the store railing. As he clucked to his Shires and set the wagon in motion, Ben grinned to himself. One of the best parts of this plan to call on area homesteaders was the sheer number of times they’d be required to enter and exit the wagon. Tori might have escaped him this time, but he’d have a couple dozen more chances to wrap his fingers around her slender waist.

Landon reappeared, wearing a shirt, and pointed to the trash bag. “All done with that? I’m taking them to the garage.” Colby did a quick scan of the kitchen. “Yeah, looks like we got it all.” “Cool.” He knotted the top together then lifted the bag. Glass bottles rattled inside. “This shit stinks. Our friends are pigs.” Matt pretended to clear his throat. “Says the beer pong champ.” He lifted his hands, his face masked in innocence. “Didn’t say a thing.” “Ha-ha, okay, okay. Yeah, so maybe I contributed.” Landon shouldered the weighted bag. “A lot. But I also kicked your ass.” “We,” I chimed in. “Considering how drunk you were, we should probably respect the solid seventy/thirty split of the win.” Landon opened the garage door and paused. “Hold that thought.” “Uh-oh, you got him all fired up now.” Matt laughed and plopped down on the couch in the now clean living room. “You got anything for a headache?” Colby nodded, reached into the kitchen cabinet where he stored the ibuprofen, then tossed him the bottle. The garage door reopened and Landon stepped through already talking. “Okay, so if I’m not mistaken, you’re saying you did seventy percent of the winning?” “Seems about right.” I grinned, just to egg him on. “What I’m thinking is we should just call it fifty/fifty because my drunkenness just took my superior beer pong skills down to average-guy range.” “Oh? So that’s what we want to call it? Hmm…Okay, if this helps keep your ego nice and inflated, I guess I can get on board with that.” “Hey now…” He forced back a smile. “Kidding. We all know I suck at beer pong. If it hadn’t been for my champion of a partner and Matt’s extreme inebriation, I wouldn’t have stood a chance. It was a team effort and we…how did you say it? Mopped the floors with the blood of our enemies?” “Damn girl, you’re feisty. This isn’t no red wedding. I just said we kicked some ass.” “Oh, you didn’t say something like that? Wow, now I see how the inflated ego comes about. That kind of win just really goes straight to the head. I’m like crazy with power.” “I’d say.” He laughed. “And remind me to never play against you.

Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.

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U4NBA News: Notice The Version Of NBA 2K18 Is For You NBA 2K18 is scheduled to debut on store shelves until September 15th for those that who pre-order. It'll come to Xbox One, PS4, Windows PCs and mobile. You must have noticed some NBA 2K18 version informations to help you to decide which version of NBA 2K18 is the one to pre-order now or purchase on release day. NBA 2K18 Standard Edition NBA 2K18 Standard Edition is for mild fans of the series that don't care as much about Virtual Currency as they do getting access four-days before everyone else. Standard Edition is $59.99. Buyers get 5,000 in Virtual Currency, 10 Weeks of MyTeam Packs and some MyTeam themed cosmetic items for use in the game. This version will come to the Xbox 360, Xbox One, PS4, PS3, PCs and the Nintendo Switch. This version of the game gets you access to the NBA 2K18 Early Tip-Off Weekend, provided you place a pre-order before September 15th. Also Read: Kyrie Irving Will Grace The Cover Of The Standard Edition Of NBA 2K18 NBA 2K18 Legend Edition NBA 2K18 Legend Edition is the upgraded version of the standard game and the version is for big-time fans of Shaq. It’s also for anyone that loves MyCareer and wants an early jumpstart to their character. It doesn’t come with any exclusive features. Instead, it packs Virtual Currency that could make starting out in MyCareer a little easier. Legend Edition is $99.99. There's 100,000 in Virtual Currency included with Legend Edition. Again, you can use Virtual Currency to buy upgrades for your character in the game. The more Virtual Currency you have, the easier it’ll be to get extras in MyCareer. Character add-ons include a Shaq Championship Ring, Shaq Attaq shoes, Shaq Jerseys and Shaq clothing. There are 20 weeks of MyTeam Packs instead of the 10 that the basic version comes with. Physical copies of this game come with 5 Panini cards, Shaq MyTeam Stickers and a poster. Xbox One, PS4, PCs and the Nintendo Switch will get this version. This version qualifies for Early Tip-Off Weekend. NBA 2K18 Legend Edition Gold NBA 2K18 Legend Edition Gold is for the player that enjoys the series year after year and will find themselves spending hours across MyCareer and MyTeam modes for a long time. It’s also for the fan that loves basketball games and doesn’t have a lot of free time to dump into the game to earn Virtual Currency. This version costs $149.99, the most that any version of the game does. Shoppers get 250,000 in Virtual Currency when they buy Legend Edition Gold. There's 40 weekly MyTeam Packs. Developers guaranteed that players who own those packs can get at least one of Shaq and a TEAM 2K Card. Buyers also get the Shaq Attaq Shoes, the championship ring and Shaq Themed Jerseys and apparel. Physical add-ons include a poster, 10 Panini Cards, Shaq MyTeam Stickers and a lenticular printing. Nintendo Switch, Xbox One, Windows PCs and PS4 will get this version. The game qualifies for Early Tip-Off Weekend. In order meet player's demand for NBA 2K18 MT during Early Tip-Off Weekend, we decide to bring forward the activity where offers coupon code "NBA2017". You can buy NBA 2K18 MT from now on to gain up to 5% off.

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These data rarely exist in one place in the organization so you’ll need to pull in people from multiple functions such as marketing, sales, in-store operations, IT, and beyond. We’ve seen companies create small “SWAT” teams that assemble people from these functions to break through bureaucratic logjams.

All new hires had to directly improve the outcome of the company. He wanted doers—engineers, developers, perhaps merchandise buyers, but not managers. “We didn’t want to be a monolithic army of program managers, à la Microsoft. We wanted independent teams to be entrepreneurial,” says Neil Roseman. Or, as Roseman also put it: “Autonomous working units are good. Things to manage working units are bad.

My team made a quick stop at a grocery store for steaks, and half an hour later we were crowded into Maven’s tricked-out Jeep, headed for Idaho Springs: one vampire, two witches, and three werewolves. It sounded like the beginning of a Halloween picture book.

The junior executives recommended a variety of different techniques to foster cross-group dialogue and afterward seemed proud of their own ingenuity. Then Jeff Bezos, his face red and the blood vessel in his forehead pulsing, spoke up. “I understand what you’re saying, but you are completely wrong,” he said. “Communication is a sign of dysfunction. It means people aren’t working together in a close, organic way. We should be trying to figure out a way for teams to communicate less with each other, not more.” That confrontation was widely remembered. “Jeff has these aha moments,” says David Risher. “All the blood in his entire body goes to his face. He’s incredibly passionate. If he was a table pounder, he would be pounding the table.

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Howard Schultz, the man who built Starbucks into a colossus, isn’t so different from Travis in some ways.5.22 He grew up in a public housing project in Brooklyn, sharing a two-bedroom apartment with his parents and two siblings. When he was seven years old, Schultz’s father broke his ankle and lost his job driving a diaper truck. That was all it took to throw the family into crisis. His father, after his ankle healed, began cycling through a series of lower-paying jobs. “My dad never found his way,” Schultz told me. “I saw his self-esteem get battered. I felt like there was so much more he could have accomplished.” Schultz’s school was a wild, overcrowded place with asphalt playgrounds and kids playing football, basketball, softball, punch ball, slap ball, and any other game they could devise. If your team lost, it could take an hour to get another turn. So Schultz made sure his team always won, no matter the cost. He would come home with bloody scrapes on his elbows and knees, which his mother would gently rinse with a wet cloth. “You don’t quit,” she told him. His competitiveness earned him a college football scholarship (he broke his jaw and never played a game), a communications degree, and eventually a job as a Xerox salesman in New York City. He’d wake up every morning, go to a new midtown office building, take the elevator to the top floor, and go door-to-door, politely inquiring if anyone was interested in toner or copy machines. Then he’d ride the elevator down one floor and start all over again. By the early 1980s, Schultz was working for a plastics manufacturer when he noticed that a little-known retailer in Seattle was ordering an inordinate number of coffee drip cones. Schultz flew out and fell in love with the company. Two years later, when he heard that Starbucks, then just six stores, was for sale, he asked everyone he knew for money and bought it. That was 1987. Within three years, there were eighty-four stores; within six years, more than a thousand. Today, there are seventeen thousand stores in more than fifty countries.

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Located on 9th Avenue in New York City, B& H Photo is the largest non-chain photo and video equipment store in the United States and the second largest in the world —only Yodobashi Camera in downtown Tokyo is bigger. The owners, along with many of their employees, are Hasidic Jews who dress just as their eighteenth-century ancestors did in Eastern Europe. On any given day, 8,000 to 9,000 people pass through the front door. Yet 70 percent of their business is online, serviced by a 200,000-square-foot warehouse located nearby in Brooklyn. Even in a competitive marketplace, B& H won’t conduct business on the Sabbath or on about a half-dozen Jewish holidays during the year. They close their doors at 1 p.m. on Fridays and keep them closed all day Saturday, the biggest shopping day of the week. During Sabbath, customers can peruse the B& H website, but they can’t make an online order. Recently a customer asked the B& H director of communications how they could close not just the retail store but also the website on Black Friday, the day after Thanksgiving and the busiest shopping day of the year. The director simply replied, “We respond to a higher authority.” 17

In the Acme Widgets problem, suppose your team decided that the key drivers were the sales force, the consumer marketing strategy, and production costs. You then came up with a list of actionable, top-line recommendations as your initial hypothesis: We can increase widget sales by: • Changing the way we sell our widgets to retail outlets. • Improving the way we market our widgets to consumers. • Reducing the unit cost of our widgets. Let’s begin with a closer look at the sales force. It’s organized geographically (Northeast, Mid-Atlantic, Southeast, etc.) and sells primarily to three types of retail outlets: superstores, department stores, and specialty stores. The team believes that the sales force ought to be organized by customer type—that’s one issue.

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Honey, you can’t call dibs on a human being.” Her tone rose high enough to shatter glass. “Like calling something mine makes it so, because if it did, I’d be driving around town in a Porsche instead of Granddaddy’s broken down Ford. Ain’t nothing here that was yours.” Using the tray, she backed him against the office door. “Anything you left behind is at the DAV thrift store. They put a price tag on things, and let me tell you, yours wasn’t worth much.

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Be warned, however: this sort of pattern is quite a shift away from a model where a single data store handles all our CRUD operations. I’ve seen more than one experienced development team struggle to get this pattern right!

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Get to know the interface   Now that you have caught your very first Pokémon, you’re set to shape your own Pokémon future and catch them all. Back on the map, which will be the screen you visit the most, you can find various points of interest, including your character’s position. Your position on the map is updated with real-time movement in your actual surroundings. Around your character is a radius, indicated with a purple circle. You can interact with points of interest within this radius. Do note that you will only be able to interact and move around when you have an active internet connection and when the application has access to your location.   Around your character, you will see blue floating cubes: PokéStops, as well as colored buildings: gyms. We will be treating these more carefully later on in the book. On the bottom of your screen you will see three main buttons: left being your avatar, right being Pokémon that are nearby and the middle button functions as the menu.   When you tap your avatar button, you can see your character and character name, your level, your balance, a journal of your activities, your team and last but not least: your medals. Increasing your level is achieved by gaining XP, short for experience. There are various ways to gain experience, which we will cover later on in this book. In this chapter, we just want to familiarize ourselves with the interface. You can check the requirements of any achievement by simply tapping on either of them.   When you make it back to the map, we will check out the middle button next to familiarize ourselves with the main menu. There are four subdivisions in the main menu: the Pokédex, the Shop, your Pokémon and your Items. First up is the Pokédex, it contains all the Pokémon you can come across in the game numbered accordingly. Whenever you catch a Pokémon, it will be added to the Pokédex and you can check their traits by simply tapping that particular Pokémon within your Pokédex. You will be shown a brief description about the Pokémon, its possible evolutions (if applicable), the type and how many times you have encountered and caught such Pokémon.   In the Shop, you’re able to spend your Pokécoins, which is your balance or currency. Pokécoins can be acquired by maintaining one or multiple gyms, but can also be bought directly through the store for real life currency. In the Shop you can buy various items such as Poké Balls, incense, eggs, and many more items and upgrades.   The third category in the main menu shows your Pokémon. In the beginning you can carry up to 250 Pokémon and up to 9 eggs, which are also included in the Pokémon tab count. If you wish to exceed these values, you can purchase upgrades in the Shop to increase your capacity. Your Pokémon are listed with their CP, short for Combat Power and their current HP, short for Health Points. The higher a Pokémon’s combat power, the stronger this Pokémon is and the harder it would be to catch.

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In August 1997, Dalzell started his new job as Amazon’s chief information officer and became a key member of the J Team.

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