Supplier Quotes

In a society in which nearly everybody is dominated by somebody else's mind or by a disembodied mind, it becomes increasingly difficult to learn the truth about the activities of governments and corporations, about the quality or value of products, or about the health of one's own place and economy. In such a society, also, our private economies will depend less and less upon the private ownership of real, usable property, and more and more upon property that is institutional and abstract, beyond individual control, such as money, insurance policies, certificates of deposit, stocks, and shares. And as our private economies become more abstract, the mutual, free helps and pleasures of family and community life will be supplanted by a kind of displaced or placeless citizenship and by commerce with impersonal and self-interested suppliers... Thus, although we are not slaves in name, and cannot be carried to market and sold as somebody else's legal chattels, we are free only within narrow limits. For all our talk about liberation and personal autonomy, there are few choices that we are free to make. What would be the point, for example, if a majority of our people decided to be self-employed? The great enemy of freedom is the alignment of political power with wealth. This alignment destroys the commonwealth - that is, the natural wealth of localities and the local economies of household, neighborhood, and community - and so destroys democracy, of which the commonwealth is the foundation and practical means.

He dunked his tea bag and watched the results critically. “I really must get a new supplier. This tea is pathetic. America just doesn’t understand tea at all.

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

We cannot be both the world's leading champion of peace and the world's leading supplier of the weapons of war.

Neoliberalism makes citizens into consumers. The freedom of the citizen yields to the passivity of the consumer. As consumers, today’s voters have no real interest in politics –in actively shaping the community. They possess neither the will nor the ability to participate in communal, political action. They react only passively to politics: grumbling and complaining, as consumers do about a commodity or service they do not like. Politicians and parties follow this logic of consumption too. They have to ‘deliver’. In the process, they become nothing more than suppliers; their task is to satisfy voters who are consumers or customers.

Food is a product of supply and demand, so try to figure out where the supplies are fresh, the suppliers are creative, and the demanders are informed.

Businesses are at all times and in different ways accountable to employees, suppliers, customers and community.

I told her that I didn't want to take any drugs. That I had come here not to take drugs. "Listen," she said, not unkindly, "up until now I would say that ninety-nine percent of all the narcotics you have taken in your life you bought from guys you didn't know, in bathrooms or on street corners, something like that. Correct?" I nodded. "Well these guys could have been selling you salt or strychnine. They didn't care. They wanted your money. I don't care about your money, and, unlike your previous suppliers, I went to college to study just the right drugs to give to people like you in order to help you get better. So, bearing all that in mind ... Take the fucking drugs!" I took the drugs.

Marriage, in what is evidently its most popular version, is now on the one hand an intimate 'relationship' involving (ideally) two successful careerists in the same bed, and on the other hand a sort of private political system in which rights and interests must be constantly asserted and defended. Marriage, in other words, has now taken the form of divorce: a prolonged and impassioned negotiation as to how things shall be divided. During their understandably temporary association, the 'married' couple will typically consume a large quantity of merchandise and a large portion of each other. The modern household is the place where the consumptive couple do their consuming. Nothing productive is done there. Such work as is done there is done at the expense of the resident couple or family, and to the profit of suppliers of energy and household technology. For entertainment, the inmates consume television or purchase other consumable diversion elsewhere. There are, however, still some married couples who understand themselves as belonging to their marriage, to each other, and to their children. What they have they have in common, and so, to them, helping each other does not seem merely to damage their ability to compete against each other. To them, 'mine' is not so powerful or necessary a pronoun as 'ours.' This sort of marriage usually has at its heart a household that is to some extent productive. The couple, that is, makes around itself a household economy that involves the work of both wife and husband, that gives them a measure of economic independence and self-employment, a measure of freedom, as well as a common ground and a common satisfaction. (From "Feminism, the Body, and the Machine")

Criminals did not have friends. They had associates, suppliers, fences, whores, sugar daddies, enablers, dealers, collaborators, co-conspirators, victims and bosses, any of whom they might rat out and none of whom could be trusted.

A compassionate leader always feel motivated to bring happiness and relieve the suffering of customers, investors, suppliers, employees, government and the communities.

Do you know who profits most in a gold rush? Mining suppliers—merchants. Today that includes marketers, because they're selling an idea or lifestyle. It's why golf's richest men aren't the pro players.

what sets the best suppliers apart is not the quality of their products, but the value of their insight—new ideas to help customers either make money or save money in ways they didn’t even know were possible.

Have you heard the saying, 'sex sells'? Well, I'm the supplier.

I spent my day as I normally spend my days: threatening suppliers, bullying those who are not in line with my expectations, and generally creating havoc in the lives of others. The square across the street is empty of all but the pigeons. I find myself resenting them.

I used to always worry about money and where it would come from, but now I know that God is the supplier and the giver of good gifts.

The essence of Relationship Selling is when we convert a customer into a client and the seller gains the status of a supplier. It is really a process of forming a business partnership, where each partner not only transacts business but is interdependent in a mutually beneficial relationship, with a common growth objective. Sales can be:    B2B (Business to Business)  B2C (Business to Consumer)  Direct or indirect selling

I told her that my happy yellow teapot has a kinky backstory involving a nineteenth-century vegetarian sex cult in upstate New York whose members lived for three decades as self-proclaimed "Bible communists" before incorporating into the biggest supplier of dinnerware to the American food-service industry, not to mention harboring their most infamous resident, an irritating young maniac who, years after he moved away, was hanged for assassinating President Garfield.

Some miners’ wives take in washing and make more money than their husbands do. In every gold rush from this one to the Klondike, the suppliers and service industries will gather up the dust while ninety-nine per cent of the miners go home with empty pokes.

This is getting beyond a joke now. I have a long list of things that can’t be completed because some vital part is not available. It’s driving my Commanders crazy.” He glanced at Mary. “And they take it out on me!” The Admiral saw the grin. “Ah, I see, so now you want to take it out on me? No way, Captain Heron.” He laughed. “Security think there is something else going on here. None of the suppliers is reporting problems in manufacture, there’s no shortages reported in the raw materials, and there are no reports of any other problems—but they seem unable to meet a third of our requirements. Just enough that we can’t claim breaches of contract.

the Coca-Cola Company is the biggest single supplier of such drinks. Globally, the company supplies 3 percent of humanity's total liquid intake.

Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don't need to impress people I don't like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don't have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won't last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don't have to seem them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world.

The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

There's no such thing as "The One", she once said. They were at dinner in Taipei, with a supplier and his wife. The couple had been married forty years. The idea that there's just one person in the world you're meant to be with, it's illogical, she said. She'd had a few drinks and was enjoying her own loud thoughts. The math just doesn't work! Who you end up with, it's really just an accident of proximity.

We’d aligned ourselves with different foundations and food suppliers to install six thousand salad bars in school cafeterias and were recruiting local chefs to help schools serve meals that were not just healthy but tasty.

In dated Industrial models, products and services flowed linearly from suppliers to manufacturers to distributors to consumers. But in a permaculture economy model, people and businesses are involved in a value web whereby they may each hold more than one of those roles and each entities role is more hybridized. It’s about cyclical co-creation and cyclical co-consumption.

He envisions the supply chain as an “intricate network of suppliers, distributors, and customers who share carefully managed information about demand, decisions, and performance, and who recognize that success for one part of the supply chain means success for all.

But humans have a built-in weakness for fats and sugar. We evolved in lean environments where it was a big plus for survival to gorge on calorie-dense foods whenever we found them. Whether or not they understand the biology, food marketers know the weakness and have exploited it without mercy. Obesity is generally viewed as a failure of personal resolve, with no acknowledgement of the genuine conspiracy in this historical scheme. People actually did sit in strategy meetings discussing ways to get all those surplus calories into people who neither needed nor wished to consume them. Children have been targeted especially; food companies spend over $10 billion a year selling food brands to kids, and it isn't broccoli they're pushing. Overweight children are a demographic in many ways similar to minors addicted to cigarettes, with one notable exception: their parents are usually their suppliers. We all subsidize the cheap calories with our tax dollars, the strategists make fortunes, and the overweight consumers get blamed for the violation. The perfect crime.

Line up some “multidimensional” support. When it’s nose-to-the-grindstone time, we tend to get the grindstone kind of people on board—suppliers, designers, editors, marketers, “work/task” people. But this is precisely the time when you need some spiritually informed intelligence to back you up: a naturopath, a trainer, green smoothies, a prayer group. All that woo-woo love and insight will go a long way in helping you navigate the heavy-duty logistics on a daily basis.

My appreciation of the power of hospitality and my desire to harness it have been the greatest contributors to whatever success my restaurants and businesses have had. I’ve learned how crucially important it is to put hospitality to work, first for the people who work for me and subsequently for all the other people and stakeholders who are in any way affected by our business—in descending order, our guests, community, suppliers, and investors. I call this way of setting priorities “enlightened hospitality.” It stands some more traditional business approaches on their head, but it’s the foundation of every business decision and every success we’ve had.

This was not to be the only time Apple completely forgot about at least 50% of their users. When Apple launched their AI, Siri, she (ironically) could find prostitutes and Viagra suppliers, but not abortion providers. Siri could help you if you’d had a heart attack, but if you told her you’d been raped, she replied ‘I don’t know what you mean by ‘I was raped.’ These are basic errors that surely would have been caught by a team with enough women on it – that is, by a team without a gender data gap.

Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.

A Philippine-brothel-owning member of the House of Lords was staying at the house of a Spanish Chief Inspector of Police. The Lord was being watched by an American CIA operative who was staying at the house of an English convicted sex offender. The CIA operative was sharing accommodation with an IRA terrorist. The IRA terrorist was discussing a Moroccan hashish deal with a Georgian pilot of Colombia's Medellín Cartel. Organising these scenarios was an ex-MI6 agent, currently supervising the sale of thirty tons of Thai weed in Canada and at whose house could be found Pakistan's major supplier of hashish. Attempting to understand the scenarios was a solitary DEA agent. The stage was set for something.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

Why would you ever do business with me? Why would you ever change from your existing supplier? They’re great!

There was always a faint possibility that a supplier might actually arrive on time but it would never be with the goods that we had actually ordered.

If you are searching for Catholic liturgicals from a reliable supplier, you’ve come at the right place as we deal with quality products at genuine prices.

Search for required Speciality Chemical products and its suppliers, manufacturers or its equivalent brands from the largest database of ChemEqual.

the finished computers. And he enforced on Apple’s suppliers a rigorous discipline.

He picks the most visible place on purpose,” said the investor and Tesla board member Steve Jurvetson. “He’s at Tesla just about every Saturday and Sunday and wants people to see him and know they can find him. Then, he can also call suppliers on the weekend, and let them know that he’s personally putting in the hours on the factory floor and expects the same from them.

Imagine if you made it your intention to be both ‘world-class’ and ‘the most trusted and respected supplier’ to your clients. It would force a new level of thinking about how you operate.

But the more the Tesla guys researched the industry, the more they realized that the big automakers don’t even really build their cars anymore. The days of Henry Ford having raw materials delivered to one end of his Michigan factory and then sending cars out the other end had long passed. “BMW didn’t make its windshields or upholstery or rearview mirrors,” Tarpenning said. “The only thing the big car companies had kept was internal combustion research, sales and marketing, and the final assembly. We thought naïvely that we could access all the same suppliers for our parts.

Convenient Drain & Pipe Solutions Limited is one of the leading suppliers of Bailey Products’ drain rods and an exclusive range of cleaning equipments that are made with the premium-quality material.

you teach without tailoring, you come off as irrelevant. If you tailor but don’t teach, you risk sounding like every other supplier. If you take control but offer no value, you risk being simply annoying.

Regardless of whether you’re trying to convince someone to support your favorite charity, eat healthier, switch their business from their current supplier to your firm, or just adopt a new way of working at the office, one of the most common explanations for lack of persuasive success is also one of the simplest: People recognize they should change their behavior, but they just don’t feel like doing it right now.

Toyota would be credited for its just-in-time theory of manufacturing, in which parts arrived from suppliers just in time to be part of the final assembly. But in any real sense that process began at the Rouge. Toasting Philip Caldwell, the head of Ford who in 1982 was visiting Japan, Eiji Toyoda, of the Toyota company, said, “There is no secret to how we learned to do what we do, Mr. Caldwell. We learned it at the Rouge.

If capitalism was under another system which regulated it, so that supplies would fit the demand, rather than the suppliers trying to manipulate demands with deception to sell, then capitalism would be a great system.

Thankfully for frustrated women around the world, Tom Schalk, the vice president of voice technology at car navigation system supplier ATX, has come up with a novel solution to fix the ‘many issues with women’s voices’.26 What women need, he said, was ‘lengthy training’ – if only women ‘were willing’ to submit to it. Which, sighs Schalk, they just aren’t. Just like the wilful women buying the wrong stoves in Bangladesh, women buying cars are unreasonably expecting voice-recognition software developers to design a product that works for them when it’s obvious that the problem needing fixing is the women themselves. Why can’t a woman be more like a man?

The information technology revolution was not brought about only by the miniaturization of technologies. This was a transition from a supplier-centric, centralized information model to a user-centric, participatory information model.

I leaned back into my chair, folded my arms together and made like I was pondering. ‘I understand. You’re worried about the future.’ ‘Damn right.’ ‘Let me tell you something about the future – it isn’t the present. And in the present I’m guaranteeing you that there’s nothing that your supplier will do to you tomorrow that I won’t do to you today, now, right this very moment. Might as well postpone getting dead. When you think about it, isn’t that all we’re ever doing?

Supplier un homme, c'est une tentative désespérée pour faire passer à force d'intensité son propre système de valeurs dans l'esprit d'un autre. Supplier Dieu, c'est le contraire : tentative pour faire passer les valeurs divines dans sa propre âme.

In North America, some companies rotated purchasing agents so they didn’t get buddy-buddy with suppliers, for fear of kickbacks. I found company relationships in Japan to be so close that a Japanese manufacturer might have only one supplier for any one part.

Un piège. Dressé non pour Ellana mais pour lui. Jilano bondit vers la porte. Verrouillée, elle l'aurait à peine ralenti. Elle s'ouvrit sans difficulté. Sur un mur de pierre. Il leva les yeux. La même substance huileuse qui l'avait fait glisser recouvrait tous les murs. La gouttière gisait au sol. Inutile de l'observer pour savoir qu'elle avait été sabotée. Du joli travail. Jilano inspira profondément, ralentissant son rythme cardiaque jusqu'à ce que son corps élimine l'injonction de survie induite par le danger. Ce n'était plus la peine. Il s'assit en tailleur contre un mur et attendit que la silhouette apparaisse au-dessus de lui. Elle ne tarda pas. Un sourire pâle erra sur les lèvres du maître marchombre lorsqu’il reconnut l'assassin. La guilde était donc tombée si bas ? Il faillit parler, non pas pour tenter de convaincre, encore moins pour supplier, mais pour chercher à comprendre. Il préféra détourner les yeux afin de se concentrer sur l'essentiel. Alors que l'assassin bandait son arc, les pensées de Jilano s'envolèrent vers Ellana. Bonheur. Gratitude. Amour. - Garde-toi, murmura-t-il, et que ta route soit belle. - Madame ! Que vous arrive-t-il ? Ellana était brusquement devenue livide. Elle poussa un cri rauque, leva la main à son cœur et, avant qu'Aoro ait pu intervenir, elle s'effondra.

The theory they used to prevent women voting was that the female brain could not comprehend the complexity of politics. Politics was for men. Child-bearing was for women. And the best supplier of reasons for keeping people in their place has always been religion. We saw it at work in the debate over slavery. The Bible and the Qur’an both took slavery for granted. They took the subordination of women for granted too. So we run up against the awkward fact that sacred texts can be used to supply ammunition for those who want to keep people under control.

She had pronounced the words “New Books” with caution and regret, articulating them reluctantly, as if they were vulgar, even obscene words. As I listened to her, I realised that that it was indeed a commercial term, used to designate an item in fashion, but inappropriate to define a literary work; I also realised that to her eyes I was nothing but an author of ‘New Books’ a supplier in a way. “But novels by Daudet or Maupassant - weren’t they ‘New Books’ when they came out?” I asked. “Time has given them their place”, she replied, as though I had just said something insolent.

Digital locks are roach motels: copyrighted works check in, but they don’t check out. Creators and investors lose control of their business—they become commodity suppliers for a distribution channel that calls all the shots. Anti-circumvention isn’t copyright protection: it’s middleman protection.

In this chapter I will describe the effects of the data deluge on all members of society generally and how it erodes the confidence, judgment, and decisiveness of leaders in particular. Then I will show the paradoxical side of the data deluge. Despite its anxiety-provoking effects, the proliferation of data also has an addictive quality. Leaders, healers, and parents “imbibe” data as a way of dealing with their own chronic anxiety. The pursuit of data, in almost any field, has come to resemble a form of substance abuse, accompanied by all the usual problems of addiction: self-doubt, denial, temptation, relapse, and withdrawal. Leadership training programs thus wind up in the codependent position of enablers, with publishers often in the role of “suppliers.” What does it take to get parents, healers, and managers, when they hear of the latest quick-fix fad that has just been published, to “just say no”?

Dealing With Genuine Gurkha Knife - New official Khukuri (kukri) supplier of the British Gurkha Army. Welcome to Ex Gurkha Khukuri House, The first Kukri Gurkha Kukri Knife - The Khukuri(gurkha knife),a semi-curve metal knife,is synonymous with the valor of legendary Gurkha soldiers.Though Kukri is national

Elle le regarda enfourcher son vélo et filer vers le carrefour. Elle pensa mon Dieu il faut que je le rappelle. Vite. Puis elle pensa s'il croit que je vais le supplier! Puis oh mon Dieu si ça se trouve c'est la dernière fois que je le vois! - Salut, murmura-t-elle. Le vélo avait disparu depuis une bonne minute.

For an agile project, the ensemble includes core team members, customers, suppliers, executives, and other participants who interact with each other in various ways. It is these interactions, and the tacit and explicit information exchanges that occur within them, that project management practices need to facilitate.

Large-scale commercial exchange and long-distance trade tend to promote common standards of measurement. For relatively smallscale trade, grain dealers could transact with several suppliers as long as they knew the measure each was using. They might actually profit from their superior grasp of the profusion of units, much as smugglers take advantage of small differences in taxes and tariffs. Beyond a certain point, however, much of commerce is composed of long chains of transactions, often over great distances, between anonymous buyers and sellers. Such trade is greatly simplified and made legible by standard weights and measures.

Over the past twenty years, Maher watched that pattern play out again and again as major clothing brands made demands on suppliers in Bangladesh to lower their prices while also completing orders faster and constantly improving their workplace and environmental standards. Fakir Fashion has implemented certified projects to treat its wastewater, harvest rainwater, use more solar power, provide meals and child care for workers, hire workers with disabilities, build schools in the local area and more. They have been unable to pass on any of the expenses of these improvements to apparel brands or consumers, who continue to want more for less.

You would stay at home, the anxious hours ticking by, and you would wait for your Phone Man. It was as close as most people came to experiencing what heroin addicts go through, the difference being that heroin addicts have the option of going to another supplier. Phone customers didn’t. They feared the power of the Telephone Company.

If I could only get rich by bankrupting every supplier I ever dealt with, then I would do it in a heartbeat. I wouldn’t feel good about doing it, but I’d do it. Getting rich isn’t about vendor–customer ‘partnerships’. And anyway, I have found that good suppliers respect a hard-nosed attitude providing it’s logical and providing you pay on time.)

Google, as the supplier of the Web’s principal navigational tools, also shapes our relationship with the content that it serves up so efficiently and in such profusion. The intellectual technologies it has pioneered promote the speedy, superficial skimming of information and discourage any deep, prolonged engagement with a single argument, idea, or narrative.

Apple doesn’t own the saw, and it doesn’t own the company that owns the saw. It also doesn’t staff the factory where the saw will be used. But it absolutely has an opinion as to which saw its supplier will use. It’s a new form of vertical integration. Where once a manufacturer would own every step of the process, Apple now controls each step without owning any of it.

However, even before the orgies of neoliberalism it was obvious that capitalism is not socially efficient. Market failures are everywhere, from environmental calamities to the necessity of the state’s funding much socially useful science to the existence of public education and public transportation (not supplied through the market) to the outrageous incidence of poverty and famine in countries that have had capitalism foisted on them.3 All this testifies to a “market failure,” or rather a failure of the capitalist, competitive, profit-driven mode of production, which, far from satisfying social needs, multiplies and aggravates them. This should not be surprising. An economic system premised on two irreconcilable antagonisms—that between worker and supplier-of-capital and that between every supplier-of-capital and every other4—and which is propelled by the structural necessity of exploiting and undermining both one’s employees and one’s competitors in order that ever-greater profits may be squeezed out of the population, is not going to lead to socially harmonious outcomes. Only in the unreal world of standard neoclassical economics, which makes such assumptions as perfect knowledge, perfect capital and labor flexibility, the absence of firms with “market power,” the absence of government, and in general the myth of homo economicus—the person susceptible of no other considerations than those of pure “economic rationality”—is societal harmony going to result.

Igneous was huge and...well, rocky. He moved around the streets like a small iceberg and, like an iceberg, there was more to him than immediately met the eye. He was known as a supplier of things. More or less any kind of things. And he was also a wall, which was the same as a fence only a lot harder and tougher to beat. Igneous never unnecessary questions, because he couldn't think of any.

Recently, as I was teaching this concept, a CFO—who deals with numbers all the time—came up to me and said, “This is fascinating! I’ve always seen trust as a nice thing to have, but I never, ever, thought of it in terms of its impact on economics and speed. Now that you’ve pointed it out, I can see it everywhere I turn. “For example, we have one supplier in whom we have complete trust. Everything happens fast with this group, and the relationship hardly costs us anything to maintain. But with another supplier, we have very little trust. It takes forever to get anything done, and it costs us a lot of time and effort to support the relationship. And that’s costing us money—too much money!” This CFO was amazed when everything suddenly fell into place in his mind. Even though he was a “numbers” guy, he had not connected the dots with regard to trust. Once he saw it, everything suddenly made sense. He could immediately see how trust was affecting everything in the organization, and how robust and powerful the idea of the relationship between trust, speed, and cost was for analyzing what was happening in his business and for taking steps to significantly increase profitable growth.

President Carter’s re-election campaign in 1979 commenced amid spiralling global oil prices. With Bandar’s help, Carter drafted a letter to Fahd requesting Saudi Arabia to put more oil on the market.69 Fahd responded: ‘Tell my friend, the president of the United States of America, when they need our help, they will not be disappointed.’70 He promised to do ‘anything in his power externally or internally to ensure your re-election’, since this was ‘essential if there was ever to be a just and lasting peace in the Middle East’.71 This assistance, which saw Saudi oil trading $4–5 a day below other suppliers, cost the kingdom $30m to $40m a day. In gratitude, Carter invited Bandar to the White House in early December 1979, where they discussed Middle East politics and the US–Saudi relationship.

Mass production was aimed at new sources of demand in the early twentieth century’s first mass consumers. Ford was clear on this point: “Mass production begins in the perception of a public need.”73 Supply and demand were linked effects of the new “conditions of existence” that defined the lives of my great-grandparents Sophie and Max and other travelers in the first modernity. Ford’s invention deepened the reciprocities between capitalism and these populations. In contrast, Google’s inventions destroyed the reciprocities of its original social contract with users. The role of the behavioral value reinvestment cycle that had once aligned Google with its users changed dramatically. Instead of deepening the unity of supply and demand with its populations, Google chose to reinvent its business around the burgeoning demand of advertisers eager to squeeze and scrape online behavior by any available means in the competition for market advantage. In the new operation, users were no longer ends in themselves but rather became the means to others’ ends. Reinvestment in user services became the method for attracting behavioral surplus, and users became the unwitting suppliers of raw material for a larger cycle of revenue generation.

The shareholders who own the businesses in this book have other, nonfinancial priorities in addition to their financial objectives. Not that they don’t want to earn a good return on their investment, but it’s not their only goal, or even necessarily their paramount goal. They’re also interested in being great at what they do, creating a great place to work, providing great service to customers, having great relationships with their suppliers, making great contributions to the communities they live and work in, and finding great ways to lead their lives. They’ve learned, moreover, that to excel in all those things, they have to keep ownership and control inside the company and, in many cases, place significant limits on how much and how fast they grow. The wealth they’ve created, though substantial, has been a byproduct of success in these other areas. I call them small giants.

Overnight, however, he apparently had second thoughts, or did some textbook reading on his own, and at the next meeting he turned to me as the first order of business. “On the black paint,” he said, “you were right about the advantages and I was wrong.” He handed me a quarter. It was a rare win. So Kelly approved my idea of painting the airplane black, and by the time our first prototype rolled out the airplane became known as the Blackbird. Our supplier, Titanium Metals Corporation, had only limited reserves of the precious alloy, so the CIA conducted a worldwide search and, using third parties and dummy companies, managed to unobtrusively purchase the base metal from one of the world’s leading exporters—the Soviet Union. The Russians never had an inkling of how they were actually contributing to the creation of the airplane being rushed into construction to spy on their homeland.

He became the largest individual hog farmer in the North. And, in order not to be victimized by meat packers, he bought controlling interest in an Indianapolis slaughterhouse. In order not to be victimized by steel suppliers, he bought controlling interest in a steel company in Pittsburgh. In order not to be victimized by coal suppliers, he bought controlling interest in several mines. In order not to be victimized by money lenders, he founded a bank.

I hit my favorite caffeine supplier near the subway station and get myself a big, fat triple-shotter. I need coffee like air this morning. Even with the muscle relaxants and alcohol, I didn’t sleep well. I kept having dreams that Max was in bed with me, all hard and warm and smelling like a spring orchard, touching me like I was precious and making me feel like I could do anything as long as he was by my side. It was the closest thing to a nightmare I’ve had in years.

Mack and Denise had been in jail for vampire draining. Deeply upset, I nevertheless automatically carried a pitcher of beer and some glasses to a raucous table of four. Since vampire blood was supposed to temporarily relieve symptoms of illness and increase sexual potency, kind of like prednisone and Viagra rolled into one, there was a huge black market for genuine, undiluted vampire blood. Where there’s a market there are suppliers; in this case, I’d just learned, the scummy Rat Couple.

It was the end of the day before John, Steve, and I had a chance to take a breath, heading upstairs and ducking into my office. The minute the door shut behind us, Steve put his arms around us and began to cry, tears of pride and relief—and, frankly, love. He had succeeded in providing Pixar, the company he’d helped turn from a struggling hardware supplier into an animation powerhouse, with the two things it needed to endure: a worthy corporate partner in Disney and, in Bob, a genuine advocate.

KFC insists it is “committed to the well-being and humane treatment of chickens.” How trustworthy are these words? At a slaughterhouse in West Virginia that supplies KFC, workers were documented tearing the heads off live birds, spitting tobacco into their eyes, spray-painting their faces, and violently stomping on them. These acts were witnessed dozens of times. This slaughterhouse was not a “bad apple,” but a “Supplier of the Year.” Imagine what happens at the bad apples when no one is looking. On

Forget the contracting end,” says Jocelyn. “It’s a sideshow. The main deal is the prison. Prisons used to be about punishment, and then reform and penitence, and then keeping dangerous offenders inside. Then, for quite a few decades, they were about crowd control – penning up the young, aggressive, marginalized guys to keep them off the streets. And then, when they started to be run as private businesses, they were about the profit margins for the prepackaged jail-meal suppliers, and the hired guards and so forth.” Stan nods; he understands all of this.

In this age of consumer activism, pinpoint marketing, and unlimited and immediate information, we want the impossible: products and producers that will assure us that we are fashionable, and that don’t pollute, harm animals, or contain weird chemicals, that run on alternative energy, pay their workers good salaries, recycle their scraps, use natural ingredients, buy from local suppliers, donate generously to charity, donate in particular to their neighborhoods, and don’t throw their weight around by lobbying. (Or maybe they should lobby for the right causes?)

In the mid-1980s, Congress authorized the creation of the US Sentencing Commission to examine prison terms and codify norms to correct the arbitrary punishments meted out by unaccountable judges. First, in 1989 the commission’s guidelines for individuals went into effect, establishing a point system for how many years of prison a convicted criminal might get, based on the seriousness of the misconduct and a person’s criminal history. In 1991, amid public and congressional outrage that sentences for white-collar criminals were too light and fines and sanctions for corporations too lenient, the Sentencing Commission expanded the concept to cover organizations. It formalized the Sporkin-era regime of offering leniency in exchange for cooperation and reform. The new rules delineated factors that could earn a culprit mercy. In levying a fine, the court should consider, the sentencing guidelines said, “any collateral consequences of conviction.” 1 “Collateral consequences” was, and remains, an ill-defined concept. How worried should the government be if a punishment causes a company to go out of business? Should regulators worry about the cashiering of innocent employees? What about customers, suppliers, or competitors? Should they fret about financial crises? From this rather innocuous mention, the little notion of collateral consequences would blossom into the great strangling vine that came to be known after the financial crisis of 2008 by its shorthand: “too big to jail.” Prosecutors and regulators were crippled by the idea that the government could not criminally sanction some companies—particularly giant banks—for fear that they would collapse, causing serious problems for financial markets or the economy.

Elbit, the biggest private arms manufacturer in Israel today. Established in 1966, it quickly became an essential supplier of equipment for Israeli tanks and aircraft. Years later it had become a major exporter of weapons to both democracies and despots, working closely with the US military and a host of other nations to develop a range of equipment, from drones to night vision googles and land surveillance systems to deadly high-tech munitions. Elbit is still today intimately tied to the Israeli security establishment, and has even moved into the book publishing industry.

Nevertheless, he did not try to eliminate all possible risks. That would make SpaceX rockets as costly and late as those built by the government’s bloated cost-plus contractors. So he demanded a chart showing every component, the cost of its raw materials, the cost that SpaceX was paying suppliers for it, and the name of the engineer responsible for getting that cost down. At meetings he would sometimes show that he knew these numbers better than the engineers doing the presentation, which was not a pleasant experience. Review meetings could be brutal. But costs came down.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Il y a quelqu'un que je n'ai encore jamais eu envie de tuer. C'est toi. Tu peux marcher dans les rues, tu peux boire et marcher dans les rues, je ne te tuerai pas. N'aie pas peur. La ville est sans danger. Le seul danger dans la ville, c'est moi. Je marche, je marche dans les rues, je tue. Mais toi, tu n'as rien à craindre. Si je te suis, c'est parce que j'aime le rythme de tes pas. Tu titubes. C'est beau. On pourrait dire que tu boites. Et que tu es bossu. Tu ne l'es pas vraiment. De temps en temps tu te redresses, et tu marches droit. Mais moi, je t'aime dans les heures avancées de la nuit, quand tu es faible, quand tu trébuches, quand tu te voûtes. Je te suis, tu trembles. De froid ou de peur. Il fait chaud pourtant. Jamais, presque jamais, peut-être jamais il n'avait fait si chaud dans notre ville. Et de quoi pourrais-tu avoir peur? De moi? Je ne suis pas ton ennemi. Je t'aime. Et personne d'autre ne pourrait te faire du mal. N'aie pas peur. je suis là. Je te protège. Pourtant, je souffre aussi. Mes larmes - grosses gouttes de pluie - me coulent sur le visage. La nuit me voile. La lune m'éclaire. Les nuages me cachent. Le vent me déchire. J'ai une sorte de tendresse pour toi. Cela m'arrive parfois. Tres rarement. Pourquoi pour toi? Je n'en sais rien. Je veux te suivre très loin, partout, longtemps. Je veux te voir souffrir encore plus. Je veux que tu en aies assez de tout le reste. Je veux que tu viennes me supplier de te prendre. Je veux que tu me désires. Que tu aies envie de moi, que tu m'aimes, que tu m'appelles. Alors, je te prendrai dans mes bras, je te serrerai sur mon coeur, tu seras mon enfant, mon amant, mon amour. Je t'emporterai. Tu avais peur de naître, et maintenant tu as peur de mourir. Tu as peur de tout. Il ne faut pas avoir peur. Il y a simplement une grande roue qui tourne. Elle s'appelle Éternité. C'est moi qui fais tourner la grande roue. Tu ne dois pas avoir peur de moi. Ni de la grande roue. La seule chose qui puisse faire peur, qui puisse faire mal, c'est la vie, et tu la connais déjà.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

In pain, exhausted, and angry, I, too, was swept up in futile pageantry. I signed up for appointments, I waited, I got my hopes up, I went and sat in shoddy, sad offices with pictures of sailboats on the wall and greasily thumbed magazines on side tables sourced from bulk office furniture suppliers. The actual encounter was always confusing, eleven minutes of liminal contact in which I tried to conduct myself in a way that would make the doctor like me, in the hope they would take some true interest in my plight. But their day was full of tests to order, bureaucracy to cut through, an education that taught them not to say, “I don’t know what’s wrong with you.” And so we stood together in a tiny, antiseptic room, the doctor and the patient, a world apart.

Uncle Avi. He said he’d heard that upward of thirty thousand Jewish men had been arrested by the Gestapo and the SS. Jacob blanched when he heard the number. But his father seemed to believe neither the number nor the source. “Arrested? Arrested for what?” “For being Jews—what else?” Avi said. “Thirty thousand? That’s ridiculous.” “It’s a fact, Reuben.” “Says who?” “I heard it from one of my suppliers, a goy from Wiesbaden,” Avi replied. “His son is high up in the Gestapo. Tells him everything. The man was practically bragging about it.” “Why would he tell you?” Dr. Weisz asked. “He doesn’t know I’m a Jew,” Avi said. “How’s that possible?” “He thinks I’m Catholic. Remember the crucifix I asked you to get me a few years back from your priest friend in Berlin?” “Of course.” “It’s hanging in my office in Cologne,

The odor of burning sulphur shifted on the night air, acrid, a little foul. Somewhere, the Canaan dwellers had learned of a supplier of castor - an extract from the beaver's perineal glands. Little packets containing the brown-orange mass of dried animal matter arrived from Detroit at the Post Office's "general delivery." At home, by the kerosene light, the recipients unwrapped the packets. A poor relative sometimes would be given some of the fibrous gland, bitter and smelling slightly like strong human sweat, and the rest would go into a Mason jar. Each night, as prescribed by old Burrifous through his oracle, Ronnie, a litt1e would be mixed with clear spring water. And as it gave the water a creamy, rusty look, the owner would sigh with awe and fear. The creature, wolf or man, became more real through the very specific which was to vanquish him.

As noted in About ESC Electrol Specialties Company began fabricating CIP System components as a vendor to one of the nations largest suppliers of cleaning chemicals to the Dairy industry more than 50 years ago. This vendor was a major provider of the engineering services, components and skilled personnel required to design and install CIPable automaed processes, for dairies initialy, and later food and beverage processors. This vendor was actively involved with new facility construction, but more importantly, also developed and applied the methodos of applying such new technology equally well to "recycle old dairies" via rennovation projects planned to provide the exisitng facility increased capacity, efficiency and quality capabilities, and keep it running during the rennovation process. This vendor worked on a design and install" basis and used its own wsanitary welding crews, even Internationally, through the mid 70s.

Not even when everything was on top of him, not even when giving everyone what they needed from him at the factory and everyone what they needed from him at home—dealing promptly with the suppliers’ screw-ups, with the union’s exactions, with the buyers’ complaints; contending with an uncertain marketplace and all the overseas headaches; attending, on demand, to the importuning of a stuttering child, an independent-minded wife, a putatively retired, easily riled-up father—did it occur to him that this relentlessly impersonal use of himself might one day wear him down. He did not think like that any more than the ground under his feet thought like that. He seemed never to understand or, even in a moment of fatigue, to admit that his limitations were not entirely loathsome and that he was not himself a one-hundred-and-seventy-year-old stone house, its weight borne imperturbably by beams carved of oak—that he was something more transitory and mysterious.

I also worried about her morale. During Linda’s first season working for Amazon, she had seen up close the vast volume of crap Americans were buying and felt disgusted. That experience had planted a seed of disenchantment. After she left the warehouse, it continued to grow. When she had downsized from a large RV to a minuscule trailer, Linda had also been reading about minimalism and the tiny house movement. She had done a lot of thinking about consumer culture and about how much garbage people cram into their short lives. I wondered where all those thoughts would lead. Linda was still grappling with them. Weeks later, after starting work in Kentucky, she would post the following message on Facebook and also text it directly to me: Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don’t need to impress people I don’t like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don’t have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won’t last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don’t have to see them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world. After sending that, she continued: Radical I know, but this is what goes through my head when I’m at work. There is nothing in that warehouse of substance. It enslaved the buyers who use their credit to purchase that shit. Keeps them in jobs they hate to pay their debts. It’s really depressing to be there. Linda added that she was coping

Wal-Mart can't seem to grasp an essential fact: in 2006, the company has exactly the reputation it has earned. No, we don't give the company adequate credit for low prices. But the broken covenant Sam Walton had with how to treat store employees, the relentless pressure that hollows out companies and dilutes the quality of their products, the bullying of suppliers and communities, the corrosive secrecy, the way Wal-Mart has changed our own perception of price and quality, of value and durability--none of these is imaginary, or trivial, or easily changed with a fresh set of bullet points, an impassioned speech, and a website heavy with "Wal-Mart facts". If Wal-Mart does in fact double the gas mileage of its truck fleet, and thereby double the gas mileage of every long-haul truck in America, that will be huge. It will change gas consumption in the United States in a single stroke. But it hasn't happened yet. And even if it does, it will not make Wal-Mart a good company or a good corporate partner or a good corporate citizen.

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

The real improvements then must come, to a considerable extent, from the local communities themselves. We need local revision of our methods of land use and production. We need to study and work together to reduce scale, reduce overhead, reduce industrial dependencies; we need to market and process local products locally; we need to bring local economies into harmony with local ecosystems so that we can live and work with pleasure in the same places indefinitely; we need to substitute ourselves, our neighborhoods, our local resources, for expensive imported goods and services; we need to increase cooperation among all local economic entities: households, farms, factories, banks, consumers, and suppliers. If. we are serious about reducing government and the burdens of government, then we need to do so by returning economic self-determination to the people. And we must not do this by inviting destructive industries to provide "jobs" to the community; we must do it by fostering economic democracy. For example, as much as possible the food that is consumed locally ought to be locally produced on small farms, and then processed in small, non- polluting plants that are locally owned. We must do everything possible to provide to ordinary citizens the opportunity to own a small, usable share of the country. In that way, we will put local capital to work locally, not to exploit and destroy the land but to use it well. This is not work just for the privileged, the well-positioned, the wealthy, and the powerful. It is work for everybody. I acknowledge that to advocate such reforms is to advocate a kind of secession-not a secession of armed violence but a quiet secession by which people find the practical means and the strength of spirit to remove themselves from an economy that is exploiting and destroying their homeland. The great, greedy, indifferent national and international economy is killing rural America, just as it is killing America's cities--it is killing our country. Experience has shown that there is no use in appealing to this economy for mercy toward the earth or toward any human community. All true patriots must find ways of opposing it. --1991

My eyes widened at that offer. I’d missed riding since coming to the Academy and I hadn’t really thought I’d be able to get out again any time soon. But I wasn’t sure I wanted him to know quite how much this meant to me. Every other piece of information the Heirs had gotten on me up until now had been twisted against me in some way and I didn’t want them trying to take this from me too. “I’m not really dressed for it,” I said slowly though in all honesty I had no issue with tying my dress in a knot around my waist if that was what it took to get me out on the road. “I’m sure I could lend you my shirt if you want to take it off,” he replied. “That would require both of us taking off rather a lot of our clothes.” There was a dare hanging in the air between us and I was afraid that I wouldn’t be able to resist it much longer. I eyed the line up of bikes, my heart beating a little faster as I tried to decide which one I’d choose. In all honesty I was too drunk to ride, although the sandwich was mopping up some of the excess alcohol and I was feeling a little less dizzy... It still wouldn’t have been the best idea though. “Why do you have the same bikes that that they have in the mortal world?” I asked as I began to wander between the immaculate machines. Some of the badges were different, I read names like Yamaharpy, Sphinxzuki, Hondusa, Harley Dragonson and I couldn’t keep the smirk from my lips but the actual bikes were definitely mortal models. “There are several permanent rifts between our world and the mortal world where we import all sorts of goods like these. The importers like to change the names as a kind of in-joke but a hell of a lot of our products come straight out of Taiwan or China, direct to Solaria,” Darius explained. “Why?” I asked. “Can’t Fae invent their own bikes and cars?” “I guess we could... but why bother? We’ve got better things to do with our time and it makes sense to use the mortals like our own personal goods suppliers. The Fae they deal with even manage to Coerce the best prices for everything we import. No Fae vendor would create any of the things we desire so cheaply.” Darius folded his arms and leaned back to perch on the saddle of a stunning green bike as he watched my exploration. “So you basically abuse the mortals with your power?” I asked. “We use our power to take what we want from them,” he agreed. “Just the same as we do with other Fae.” He had a point there; Fae were equally asshole-like to their own kind. (Tory)

[...] Pourtant, s’il n’existe pas de moyen infaillible pour permettre au futur disciple d’identifier un Maître authentique par une procédure mentale uniquement, il existe néanmoins cette maxime ésotérique universelle (127) que tout aspirant trouvera un guide authentique s’il le mérite. De même que cette autre maxime qu’en réalité, et en dépit des apparences, ce n’est pas celui qui cherche qui choisit la voie, mais la voie qui le choisit. En d’autres termes, puisque le Maître incarne la voie, il a, mystérieusement et providentiellement, une fonction active à l’égard de celui qui cherche, avant même que l’initiation établisse la relation maître-disciple. Ce qui permet de comprendre l’anecdote suivante, racontée par le Shaykh marocain al-’Arabî ad-Darqâwî (mort en 1823), l’un des plus grands Maîtres soufis de ces derniers siècles. Au moment en question, il était un jeune homme, mais qui représentait déjà son propre Shaykh, ’Alî al-Jamal, à qui il se plaignit un jour de devoir aller dans tel endroit où il craignait de ne trouver aucune compagnie spirituelle. Son Shaykh lui coupa la parole : « Engendre celui qu’il te faut! » Et un peu plus tard, il lui réitéra le même ordre, au pluriel : « Engendre-les! »(128) Nous avons vu que le premier pas dans la voie spirituelle est de « renaître »; et toutes ces considérations laissent entendre que nul ne « mérite » un Maître sans avoir éprouvé une certaine conscience d’« inexistence » ou de vide, avant-goût de la pauvreté spirituelle (faqr) d’où le faqîr tire son nom. La porte ouverte est une image de cet état, et le Shaykh ad-Darqâwî déclare que l’un des moyens les plus puissants pour obtenir la solution à un problème spirituel est de tenir ouverte « la porte de la nécessité »(129) et de prendre garde qu’elle ne se referme. On peut ainsi en déduire que ce « mérite » se mesurera au degré d’acuité du sens de la nécessité chez celui qui cherche un Maître, ou au degré de vacuité de son âme, qui doit être en effet suffisamment vide pour précipiter l’avènement de ce qui lui est nécessaire. Et soulignons pour terminer que cette « passivité » n’est pas incompatible avec l’attitude plus active prescrite par le Christ : « Cherchez et vous trouverez; frappez et l’on vous ouvrira », puisque la manière la plus efficace de « frapper » est de prier, et que supplier est la preuve d’un vide et l’aveu d’un dénuement, d’une « nécessité » justement. En un mot, le futur disciple a, aussi bien que le Maître, des qualifications à actualiser. 127. Voir, dans le Treasury of Traditional Wisdom de Whitall Perry, à la section réservée au Maître spirituel, pp. 288-95, les citations sur ce point particulier, de même que sur d’autres en rapport avec cet appendice. 128. Lettres d'un Maître soufi, pp. 27-28. 129. Ibid., p. 20. - Le texte dit : « porte de la droiture », erreur de traduction corrigée par l’auteur, le terme arabe ayant bien le sens de « nécessité », et même de « besoin urgent ». (NdT)

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.