Taxi Business Quotes

So, putting my faith in other passengers who told me it was definitely going to the city, I boarded a bus and spent well over an hour standing, swaying and trying to look out of the window to guess where we were. Traffic was solid, as expected. When we moved, we crawled. Eventually the bus reached somewhere that seemed significant – at least, somewhere a lot of people were getting off – and, sure enough, I was in the city, and there were taxis. The wrong side of the city, as it transpired, so a long taxi ride ensued. Nearly four hours from leaving the factory to reaching the hotel. I wasn’t doing that again.

Most of the people around the entrance were, of course, bellhops and taxi drivers. Guests went in and out. Some were dressed in business suits, others in casual tourist attire. He did not see any commandos in tracksuits.

The girl has taste!” Wasp cried. “We are the best way around the New York area! Don’t trust those ride-sharing services! Most of them are run by unlicensed harpies.” “Harpies!” Tempest howled. “Stealing our business!” Anger agreed. I had a momentary vision of our friend Ella behind the wheel of a car. It made me almost glad to be in this taxi. Almost.

Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

to make old things work better, to make new things possible, and to do old things in fundamentally new ways. For instance, the invention of the Uber taxi service did all three: it didn’t just create a new competitive taxi fleet; it created a fundamentally new and better way to summon a taxi, to gather data on riders’ needs and desires, to pay for a taxi, and to rate the behavior of the driver and the passenger. These sorts of transformations are now happening in every business, thanks to the energy release of the supernova.

William Wordsworth was said to have walked 180,000 miles in his lifetime. Charles Dickens captured the ecstasy of near-madness and insomnia in the essay “Night Walks” and once said, “The sum of the whole is this: Walk and be happy; Walk and be healthy.” Robert Louis Stevenson wrote of “the great fellowship of the Open Road” and the “brief but priceless meetings which only trampers know.” Friedrich Wilhelm Nietzsche said, “Only those thoughts that come by walking have any value.” More recently, writers who knew the benefits of striking out excoriated the apathetic public, over and over again, for its laziness. “Of course, people still walk,” wrote a journalist in Saturday Night magazine in 1912. “That is, they shuffle along on their own pins from the door to the street car or taxi-cab…. But real walking … is as extinct as the dodo.” “They say they haven’t time to walk—and wait fifteen minutes for a bus to carry them an eighth of a mile,” wrote Edmund Lester Pearson in 1925. “They pretend that they are rushed, very busy, very energetic; the fact is, they are lazy. A few quaint persons—boys chiefly—ride bicycles.

You said it in a simple way, 4 AM, the second day, How strange that I don't know you at all. Stumbled through the quick goodbye, One last text, then unfriended me Right when I was just about to fall I used to tell myself, "Don't get attached," But in my mind I would play it back, Spinning faster than the text that you sent... The delicate beginning rush, The feeling you can know so much, Without knowing anything at all. And now that I can't put this down, If I had known what I'd known now, I never would have played so nonchalant. Taxi cabs and busy streets, That never bring you back to me, I can't help but wish you took me with you... And this is when the feeling sinks in, I don't wanna miss you like this, Come back... be here, come back... be here. I guess you're in California now, I don't wanna need you this way, Come back... be here, come back... be here.

He gave a snide toot to the boys and drove on lower towards the river. Rain was the natural state of Glasgow. It kept the grass green and the people pale and bronchial. Its effect on the taxi business was negligible. It was a problem because it was mostly inescapable and the constant dampness was pervasive, so fares might as well sit damp on a bus as damp in the back of an expensive taxi. On the other hand, rain meant that the young lassies from the dancing all wanted to take a taxi home so as not to ruin their stiff hair or their sharp shoes. For that Shug was in favour of the endless rain.

Let me give a simple example. The Uber map is a psychological moonshot, because it does not reduce the waiting time for a taxi but simply makes waiting 90 per cent less frustrating. This innovation came from the founder’s flash of insight (while watching a James Bond film, no less*) that, regardless of what we say, we are much bothered by the uncertainty of waiting than by the duration of a wait. The invention of the map was perhaps equivalent to multiplying the number of cabs on the road by a factor of ten – not because waiting times got any shorter, but because they felt ten times less irritating.

He overrides the warning buzzer, jams the stereo over to Taxiscan, which cruises all the taxi-driver frequencies listening for interesting traffic. Can't understand a fucking word. You could buy tapes, learn-while-you-drive, and learn to speak Taxilinga. It was essential, to get a job in that business.

Today, there was no time for the old rituals and the old ways; there was barely time in each day to kiss your son good morning and your wife goodbye as you rushed out to the shop, trying to make a living, before trudging home with nothing to show after you’d paid the taxi fares and bought the milk for Klein Ben’s porridge …

You needn’t think I’m crazy, Eliot—plenty of others have queerer prejudices than this. Why don’t you laugh at Oliver’s grandfather, who won’t ride in a motor? If I don’t like that damned subway, it’s my own business; and we got here more quickly anyhow in the taxi. We’d have had to walk up the hill from Park Street if we’d taken the car.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

Under the seeming disorder of the old city, wherever the old city is working successfully, is a marvelous order for maintaining the safety of the streets and the freedom of the city. It is a complex order. Its essence is intricacy of sidewalk use, bringing with it a constant succession of eyes. This order is all composed of movement and change, and although it is life, not art, we may fancifully call it the art form of the city and liken it to the dance — not to a simple-minded precision dance with everyone kicking up at the same time, twirling in unison and bowing off en masse, but to an intricate ballet in which the individual dancers and ensembles all have distinctive parts which miraculously reinforce each other and compose an orderly whole. The ballet of the good city sidewalk never repeats itself from place to place, and in any once place is always replete with new improvisations. The stretch of Hudson Street where I live is each day the scene of an intricate sidewalk ballet. I make my own first entrance into it a little after eight when I put out my garbage gcan, surely a prosaic occupation, but I enjoy my part, my little clang, as the junior droves of junior high school students walk by the center of the stage dropping candy wrapper. (How do they eat so much candy so early in the morning?) While I sweep up the wrappers I watch the other rituals of the morning: Mr Halpert unlocking the laundry's handcart from its mooring to a cellar door, Joe Cornacchia's son-in-law stacking out the empty crates from the delicatessen, the barber bringing out his sidewalk folding chair, Mr. Goldstein arranging the coils of wire which proclaim the hardware store is open, the wife of the tenement's super intendent depositing her chunky three-year-old with a toy mandolin on the stoop, the vantage point from which he is learning English his mother cannot speak. Now the primary childrren, heading for St. Luke's, dribble through the south; the children from St. Veronica\s cross, heading to the west, and the children from P.S 41, heading toward the east. Two new entrances are made from the wings: well-dressed and even elegant women and men with brief cases emerge from doorways and side streets. Most of these are heading for the bus and subways, but some hover on the curbs, stopping taxis which have miraculously appeared at the right moment, for the taxis are part of a wider morning ritual: having dropped passengers from midtown in the downtown financial district, they are now bringing downtowners up tow midtown. Simultaneously, numbers of women in housedresses have emerged and as they crisscross with one another they pause for quick conversations that sound with laughter or joint indignation, never, it seems, anything in between. It is time for me to hurry to work too, and I exchange my ritual farewell with Mr. Lofaro, the short, thick bodied, white-aproned fruit man who stands outside his doorway a little up the street, his arms folded, his feet planted, looking solid as the earth itself. We nod; we each glance quickly up and down the street, then look back at eachother and smile. We have done this many a morning for more than ten years, and we both know what it means: all is well. The heart of the day ballet I seldom see, because part off the nature of it is that working people who live there, like me, are mostly gone, filling the roles of strangers on other sidewalks. But from days off, I know enough to know that it becomes more and more intricate. Longshoremen who are not working that day gather at the White Horse or the Ideal or the International for beer and conversation. The executives and business lunchers from the industries just to the west throng the Dorgene restaurant and the Lion's Head coffee house; meat market workers and communication scientists fill the bakery lunchroom.

The train station—busy, swarming with people, luggage, porters, taxi drivers and limousine chauffeurs—a giant honeycomb, with worker bees flying in and out, carrying the trash, which covers the entire floor, in and out of the building. Only the honey has been consumed by the selected few, and nothing but the mucus remains. The line—a monstrous larva—the line stretches from the information window and extends almost out of the door. A human worm—hundreds of legs and hands, twisting and breathing disease. What was I thinking? This is just a city like any other, a city with its inhabitants, always busy, from the morning until the nighttime, always itching for a fight, always ready to chew me up and spit me out. A stripped and ragged bone, tossed aside when I can no longer feed its hungry belly. The belly of a beast—a human beast—merciless, yet placatory on the surface. I light a cigarette, spit on the floor, and walk towards the daylight.

American voters might conceivably agree that taxes paid by Amazon and Google for their U.S. business could be used to give stipends or free services to unemployed miners in Pennsylvania and jobless taxi drivers in New York. But would American voters also agree that these taxes should be sent to support unemployed people in places defined by President Trump as “shithole countries”?28 If you believe that, you might just as well believe that Santa Claus and the Easter Bunny will solve the problem.

A couple of minutes later, and the tram started to climb up from Alfama, the streets widened, heavy traffic and Lisboetas about their normal hum-drum business. We skipped off at a busy triangle where three roads converged. A handful of shoppers and workers waited in the small yellow bus shelters, or smoked against the trees that would fringe the diamond with shade when summer came again. Taxi drivers drank coffee from paper cups and ribbed an old guy shaving in his cab. Just another normal day rolling around; no problem, and life trips along no matter who dies in the night.

This raises a novel question: which of the two is really important, intelligence or consciousness? As long as they went hand in hand, debating their relative value was just a pastime for philosophers. But in the twenty-first century, this is becoming an urgent political and economic issue. And it is sobering to realise that, at least for armies and corporations, the answer is straightforward: intelligence is mandatory but consciousness is optional. Armies and corporations cannot function without intelligent agents, but they don’t need consciousness and subjective experiences. The conscious experiences of a flesh-and-blood taxi driver are infinitely richer than those of a self-driving car, which feels absolutely nothing. The taxi driver can enjoy music while navigating the busy streets of Seoul. His mind may expand in awe as he looks up at the stars and contemplates the mysteries of the universe. His eyes may fill with tears of joy when he sees his baby girl taking her very first step. But the system doesn’t need all that from a taxi driver. All it really wants is to bring passengers from point A to point B as quickly, safely and cheaply as possible. And the autonomous car will soon be able to do that far better than a human driver, even though it cannot enjoy music or be awestruck by the magic of existence.

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

To the untrained eye, the Wall Street people who rode from the Connecticut suburbs to Grand Central were an undifferentiated mass, but within that mass Danny noted many small and important distinctions. If they were on their BlackBerrys, they were probably hedge fund guys, checking their profits and losses in the Asian markets. If they slept on the train they were probably sell-side people—brokers, who had no skin in the game. Anyone carrying a briefcase or a bag was probably not employed on the sell side, as the only reason you’d carry a bag was to haul around brokerage research, and the brokers didn’t read their own reports—at least not in their spare time. Anyone carrying a copy of the New York Times was probably a lawyer or a back-office person or someone who worked in the financial markets without actually being in the markets. Their clothes told you a lot, too. The guys who ran money dressed as if they were going to a Yankees game. Their financial performance was supposed to be all that mattered about them, and so it caused suspicion if they dressed too well. If you saw a buy-side guy in a suit, it usually meant that he was in trouble, or scheduled to meet with someone who had given him money, or both. Beyond that, it was hard to tell much about a buy-side person from what he was wearing. The sell side, on the other hand, might as well have been wearing their business cards: The guy in the blazer and khakis was a broker at a second-tier firm; the guy in the three-thousand-dollar suit and the hair just so was an investment banker at J.P. Morgan or someplace like that. Danny could guess where people worked by where they sat on the train. The Goldman Sachs, Deutsche Bank, and Merrill Lynch people, who were headed downtown, edged to the front—though when Danny thought about it, few Goldman people actually rode the train anymore. They all had private cars. Hedge fund guys such as himself worked uptown and so exited Grand Central to the north, where taxis appeared haphazardly and out of nowhere to meet them, like farm trout rising to corn kernels. The Lehman and Bear Stearns people used to head for the same exit as he did, but they were done. One reason why, on September 18, 2008, there weren’t nearly as many people on the northeast corner of Forty-seventh Street and Madison Avenue at 6:40 in the morning as there had been on September 18, 2007.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

On my next-to-last day in the country, I flew into Tokyo from Sapporo and needed to get to Tokyo’s main railroad station, called Shinjuku. I climbed into a taxi at the airport and said to the driver, “Shinjuku station, please.” He didn’t seem to have any idea what I meant. I repeated my request, as articulately as I could, and he looked at me as if I had asked him to take me to Boise. I pulled a map of Tokyo out and showed him Shinjuku station. He studied this with a look of great dissatisfaction, but at length put the car in gear and we set off. We drove for what seemed hours through the endless, numbing sprawl of Tokyo. Eventually we entered a long, deep tunnel—a kind of underground freeway, it seemed. About a mile along, the driver pulled into an emergency parking bay and stopped. He pointed to a metal door cut into the tunnel wall and indicated that I should get out and go through that door. “You want me to go through that door?” I said in disbelief. He nodded robustly and presented me with a bill for about a zillion yen. Everything was beginning to seem more than a touch surreal. He took my money, gave me several small bills in change, and encouraged me to depart, with a little shooing gesture. This was crazy. We were in a tunnel, for crying out loud. If I got out and he drove off, I would be hundreds of feet under Tokyo in a busy traffic tunnel with no sidewalk or other escape. You’ll understand when I say this didn’t feel entirely right. “Through that door there?” I said again, dubiously. He nodded and made another shooing gesture. I got out with my suitcase and went up three metal steps to the door and turned the handle. The door opened. I looked back at the driver. He nodded in encouragement. Ahead of me, lit with what seemed emergency lighting, was the longest flight of stairs I had ever seen. It took a very long while to climb them all. At the top I came to another door, exactly like the one at the bottom. I turned the handle and cautiously opened it, then stepped out onto the concourse of the world’s busiest railway station. I don’t know whether this is the way lots of people get to Shinjuku or whether I am the only person in history ever to have done so. But what I do know is this: it’s why I like to travel.

Between 2003 and 2008, Iceland’s three main banks, Glitnir, Kaupthing and Landsbanki, borrowed over $140 billion, a figure equal to ten times the country’s GDP, dwarfing its central bank’s $2.5 billion reserves. A handful of entrepreneurs, egged on by their then government, embarked on an unprecedented international spending binge, buying everything from Danish department stores to West Ham Football Club, while a sizeable proportion of the rest of the adult population enthusiastically embraced the kind of cockamamie financial strategies usually only mooted in Nigerian spam emails – taking out loans in Japanese Yen, for example, or mortgaging their houses in Swiss francs. One minute the Icelanders were up to their waists in fish guts, the next they they were weighing up the options lists on their new Porsche Cayennes. The tales of un-Nordic excess are legion: Elton John was flown in to sing one song at a birthday party; private jets were booked like they were taxis; people thought nothing of spending £5,000 on bottles of single malt whisky, or £100,000 on hunting weekends in the English countryside. The chief executive of the London arm of Kaupthing hired the Natural History Museum for a party, with Tom Jones providing the entertainment, and, by all accounts, Reykjavik’s actual snow was augmented by a blizzard of the Colombian variety. The collapse of Lehman Brothers in late 2008 exposed Iceland’s debts which, at one point, were said to be around 850 per cent of GDP (compared with the US’s 350 per cent), and set off a chain reaction which resulted in the krona plummeting to almost half its value. By this stage Iceland’s banks were lending money to their own shareholders so that they could buy shares in . . . those very same Icelandic banks. I am no Paul Krugman, but even I can see that this was hardly a sustainable business model. The government didn’t have the money to cover its banks’ debts. It was forced to withdraw the krona from currency markets and accept loans totalling £4 billion from the IMF, and from other countries. Even the little Faroe Islands forked out £33 million, which must have been especially humiliating for the Icelanders. Interest rates peaked at 18 per cent. The stock market dropped 77 per cent; inflation hit 20 per cent; and the krona dropped 80 per cent. Depending who you listen to, the country’s total debt ended up somewhere between £13 billion and £63 billion, or, to put it another way, anything from £38,000 to £210,000 for each and every Icelander.

Every time a technology goes exponential, we find an internet-sized opportunity tucked inside. Think about the internet itself. While it seemingly decimated industries—music, media, retail, travel, and taxis—a study by McKinsey Global Research found the net created 2.6 new jobs for each one it extinguished.

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One of St. Augustine’s most famous rumrunners was William McCoy, who was also the purported inventor of the ham sack. McCoy operated a boat taxi service for the Jacksonville–St. Augustine area and a boatyard where he built yachts for Andrew Carnegie, the Vanderbilts and others. When Prohibition hit, he recognized the opportunity for a new, more lucrative business enterprise. He sold the taxi service and the boatyard and bought a schooner, which he named Tomoka. McCoy would sail Tomoka (and later six additional vessels added to his fleet) to the Bahamas, fill it with the best rye, Irish, and Canadian whiskey he could purchase and then sail back to St. Augustine and anchor just outside the three-mile limit. The locals would then sail their own vessels out to the Tomoka and purchase what they needed, a perfectly legal transaction on McCoy’s part. Bill McCoy became famous for the quality of his product and the fact that he never “cut,” or diluted his liquor. When you bought from Bill, you were getting the “Real McCoy,” and that is how we remember him today.

I Ask That I Do Not Die —but if I do I want an open coffin I am an American poet and therefore open for business Owls peck the windows of the 21st century as if looking for the board members of Exxon Mobil who who who who who Listen my beloved nothings your seriousness will kill you! But before you die my doctors have prescribed happiness God is a warm brick or a claw or the silence that survives empires An old woman in the rain with a pot of mushroom soup is one of God’s disguises. Her dog lifts its leg another one of God’s shenanigans and pushes its nose into morning’s ribcage I point my hand God this and God that and when God has nothing I still have my hairy hand for a pillow Put me in an open box so when God reaches inside my holes I can still see how a taxi makes a city more a city slippers on my feet, and only half covered by a sheet, in a yellow taxi so as not to seem laid out in state but in transit

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Uber’s chief innovation is not that its app summons a car to your location with a smartphone and a GPS signal. It is that it used this moderately novel configuration of technology to argue that the old rules did not apply whenever it brought its taxi business to a market that already had a regulated taxi code.

On one level this was stressful and pressure-laden, but on another he could not have been more comfortable. Richard knew a few people who, like himself, basically could not stop making money no matter what they did; they could be kicked out the door of a moving taxi anywhere in the world and be operating a successful business within weeks or months. It usually took a few tries to get the hang of it. Beyond that, it was possible to succeed beyond all reasonable bounds if one kept at it. Some found an adequately successful business early enough in life that they were golden-handcuffed; others only figured out how to make money as they were approaching the age of retirement. After the smuggling and the Schloss, Richard had gotten to the place where he just knew how to do it, in the sense that every teenaged tinkerer who played with electricity knew that in order to make anything happen you had to connect a wire to each terminal of the battery. At some level, making any business run was that simple. Everything else was fussing with the knobs.

our interviews suggest that many rural men migrate to the city precisely to prepare for marriage. Married men who do not already work in the city rarely migrate there (it is different for those who live in towns surrounding cities).     After the death of my parents and oldest brother, I took care of the siblings. In 1997, I came to Bujumbura to do different jobs and then I managed to buy my own bike and I started doing taxi-vélo. I have done this job since 2002 and it allows me to have everything I need. I managed to build a house and I married because of my work. I also managed to buy three goats and five parcels of land to cultivate. I think that with God’s help I will manage the development I wished for when I came to the city. (Twenty-six-year-old migrant, Musaga)     I am saving some money to buy a couple of cows. After that, I will seek a wife. I am busy building a house with a tile roof in my colline to prepare my marriage. (Twenty-year-old male migrant, Musaga)

The fall couture presentations in Paris are usually my favorite moment on the fashion calendar: beautiful weather, a busy rather than manic schedule, and, let's face it, seeing the artistry, the embroidery, and handmade magnificence that goes into every dress.

Shara met me at the airport in London, dressed in her old familiar blue woolen overcoat that I loved so much. She was bouncing like a little girl with excitement. Everest was nothing compared to seeing her. I was skinny, long-haired, and wearing some very suspect flowery Nepalese trousers. I short, I looked a mess, but I was so happy. I had been warned by Henry at base camp not to rush into anything “silly” when I saw Shara again. He had told me it was a classic mountaineers’ error to propose as soon as you get home. High altitude apparently clouds people’s good judgment, he had said. In the end, I waited twelve months. But during this time I knew that this was the girl I wanted to marry. We had so much fun together that year. I persuaded Shara, almost daily, to skip off work early from her publishing job (she needed little persuading, mind), and we would go on endless, fun adventures. I remember taking her roller-skating through a park in central London and going too fast down a hill. I ended up headfirst in the lake, fully clothed. She thought it funny. Another time, I lost a wheel while roller-skating down a steep busy London street. (Cursed skates!) I found myself screeching along at breakneck speed on only one skate. She thought that one scary. We drank tea, had afternoon snoozes, and drove around in “Dolly,” my old London black cab that I had bought for a song. Shara was the only girl I knew who would be willing to sit with me for hours on the motorway--broken down--waiting for roadside recovery to tow me to yet another garage to fix Dolly. Again. We were (are!) in love. I put a wooden board and mattress in the backseat so I could sleep in the taxi, and Charlie Mackesy painted funny cartoons inside. (Ironically, these are now the most valuable part of Dolly, which sits majestically outside our home.) Our boys love playing in Dolly nowadays. Shara says I should get rid of her, as the taxi is rusting away, but Dolly was the car that I will forever associate with our early days together. How could I send her to the scrapyard? In fact, this spring, we are going to paint Dolly in the colors of the rainbow, put decent seat belts in the backseat, and go on a road trip as a family. Heaven. We must never stop doing these sorts of things. They are what brought us together, and what will keep us having fun. Spontaneity has to be exercised every day, or we lose it. Shara, lovingly, rolls her eyes.

The Coeur d’Alene Airport was a sleepy little airfield with three paved runways laid out in a standard triangle configuration. Two small FBOs (fixed base operators) on the field rented airplanes and offered instruction. I felt a little discouraged upon seeing the dilapidated condition of the buildings at both of these businesses. It appeared they were both operating on a shoestring budget—just as Martha and I were at the time. The airport had no air terminal or commercial airline service. I was nevertheless hoping I would at least see a little airplane taxiing, taking off, or landing that day, but there was no activity whatsoever. It was exciting, though, for me to just see a number of single-engine private aircraft tied down on the tarmac as I imagined myself climbing into one, taxiing out, and taking off.

Sweden’s capital is an expansive and peaceful place for solo travellers. It is made up of 14 islands, connected by 50 bridges all within Lake Mälaren which flows out into to the Baltic Sea. Several main districts encompass islands and are connected by Stockholm’s bridges. Norrmalm is the main business area and includes the train station, hotels, theatres and shopping. Őstermalm is more upmarket and has wide spaces that includes forest. Kungsholmen is a relaxed neighbourhood on an island on the west of the city. It has a good natural beach and is popular with bathers. In addition to the city of 14 islands, the Stockholm Archipelago is made up of 24,000 islands spread through with small towns, old forts and an occasional resort. Ekero, to the east of the city, is the only Swedish area to have two UNESCO World Heritage sites – the royal palace of Drottningholm, and the Viking village of Birka. Stockholm probably grew from origins as a place of safety – with so many islands it allowed early people to isolate themselves from invaders. The earliest fort on any of the islands stretches back to the 13th century. Today the city has architecture dating from that time. In addition, it didn’t suffer the bombing raids that beset other European cities, and much of the old architecture is untouched. Getting around the city is relatively easy by metro and bus. There are also pay‐as‐you‐go Stockholm City Bikes. The metro and buses travel out to most of the islands, but there are also hop on, hop off boat tours. It is well worth taking a trip through the broad and spacious archipelago, which stretches 80 kms out from the city. Please note that taxis are expensive and, to make matters worse, the taxi industry has been deregulated leading to visitors unwittingly paying extortionate rates. A yellow sticker on the back window of each car will tell you the maximum price that the driver will charge therefore, if you have a choice of taxis, choose

It’s amazing how often people come back from business trips to foreign lands with insights gleaned solely from their conversation with the taxi driver who took them from the airport to the hotel. If those drivers only knew how much power they have in shaping global business strategy!

What are you doing here?” “My dad called and--what the hell is that?” He pointed to the cleaver. I angled my chin. “I was in the middle of cutting my peanut butter and jelly sandwich.” “With a meat cleaver?” “It’s quick and makes a perfectly straight cut.” He grinned. “Yeah, right. You’ve obviously watched too many movies. Who’d you think I was? Freddy Krueger?” “What are you doing here?” I repeated, not in the mood for his sarcasm or teasing. Plus I was feeling a little silly holding my weapon of choice. “Like I said, my dad called. The ferry shut down before they could get back. I decided to check to make sure that you were okay.” “Why wouldn’t I be okay?” “The storms here can get pretty intense, and if you’ve never been through one”--he dropped his gaze back to the cleaver--“I just thought you might get freaked if you were all alone.” It was nice of him to worry about me but totally unnecessary. I sighed. “I’m fine, thanks. You can go back home now.” “You’re kidding, right? Did you not look out there?” “It’s snowing.” “It’s a blizzard. I’m not going back out.” “You’re not staying here.” He raised an eyebrow. “This is an inn.” “Not yet. We’re not officially open for business.” “Tough. It’s easy to get disoriented out there. Last year a guy froze to death three feet from his front porch.” “Call a taxi.” The other eyebrow shot up. “Is this any way to thank me for showing concern?” “You know, I think you probably came over here because you were afraid to be alone.” “I really did want to make sure you were okay.” “You could have called.” “It’s not the same.” I didn’t want to admit to him that a little part of me was glad not to be alone anymore. Because the wind was loud and now that it was right, it was scary. “Oh, all right.” Besides, if the ferry wasn’t running, the taxi probably wasn’t either. “Come on. I’ll split my sandwich with you.” “I make a mean grilled cheese sandwich, and I’m really in the mood for something warm.

1974 Bangkok   On my way from London to Kuala Lumpur that summer, I stopped in Bangkok for a few days, since I had never been to Krung Thep Maha Nakhon (Bangkok in Thai). I thought it an excellent idea to visit this vibrant city, known to some as the ‘Sin City of the East’ due to its liberal stance in sexual issues.               As soon as I’d stepped out of the airport to flag a taxi to the legendary Oriental Bangkok Hotel, I was confronted by hordes of haggling Thai men jostling for my business, bargaining with me in broken English to deliver me to my luxury lodging for the best price. But just then, a suave-looking foreigner in his thirties stepped in to dissipate their heated transactions. He wasted no time to disperse all the drivers except one. The gentleman had bargained in Thai for the best price on my behalf. He spoke in German-accented English, “I’m Max. The cab driver will take us to our hotel?”               “Oh, you are also staying at the Oriental?” I chirped.               “Hop into the cab so we can get out of this madding crowd,” he expressed vehemently, opening the car door to let me in.               As soon as we were comfortably situated at the back seat, he asked, “What brings you to Thonburi, Mr.…?” He trailed off.               “I’m Young. Thank you for your assistance! It’s my first time to Bangkok. I wasn’t expecting such a rowdy welcome. If it weren’t for you, I may have landed in a Thai hospital,” I joked. “Where’s Thonburi?”               He sniggered mischievously. “Thonburi, the city of treasures gracing the ocean, is Bangkok’s official name, although some refer to it more appropriately as Meụ̄xng k̄hxng khwām s̄uk̄h kām, the city of erotic pleasures,” he quipped.               Overhearing the words Meụ̄xng k̄hxng khwām s̄uk̄h kām, the cab driver commented, “You want boy, girl or boy-girl or girl-boy? I take you to happy place!”               Max burst out in laughter. He proceeded to have a conversation in Thai with the driver. I sat, silent, since I had no idea what was being said, until my acquaintance asked, “What brings you to Bangkok?”               “I’m on vacation. What brings you to Thonburi?” I queried.               “I’m here on business, and usually stay a while for leisure,” was his response. “Since we are staying in the same hotel, we’ll see more of each other. I’m happy to show you the city,” he added.               “That’ll be wonderful. I’ll take up your offer,” I said appreciatively, glad I’d met someone to show me around.               By the time our cab pulled up at the Oriental’s entrance, we had agreed to meet for dinner the following evening.

The implicit assumption in traditional business strategy that competition is a zero-sum game is far less applicable in the world of platforms. Rather than re-dividing a pie of more-or-less static size, platform businesses often grow the pie (as, for example, Amazon has done by innovating new models, such as self-publishing and publishing on demand, within the traditional book industry) or create an alternative pie that taps new markets and sources of supply (as Airbnb and Uber have done alongside the traditional hotel and taxi industries). Actively managing network effects changes the shape of markets rather than taking them as fixed.

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

Business, regardless of size or scope, is forever, permanently global, while humans are naturally provincial. So it doesn’t matter where you are or where you came from, get out of there whenever you have the chance. Go live and work somewhere else. If you’re at a big company, seek the international assignments. Your managers will love you for it and you’ll be a much more valuable employee as a result. If working overseas isn’t an option, then travel, and when you are out and about don’t forget to see the world as your customers do. If you’re in retail, walk through a store or two. If you’re in media, pick up a paper or turn on the radio. It’s amazing how often people come back from business trips to foreign lands with insights gleaned solely from their conversation with the taxi driver who took them from the airport to the hotel. If those drivers only knew how much power they have in shaping global business strategy!

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Mayfield Realties was situated on the sixtieth floor of Trump Tower in the bourgeoning business district of New York City. A little after eight a.m. Jett Mayfield sat in his office overlooking the busy street below. The people and yellow taxis looked like ants in constant motion: always hurried, always tense. Like the city, Jett had once been abuzz with life—or his former interpretation of it: live hard, work even harder. Until he met her. There was something about Brooke Stewart that had changed something inside him. It wasn’t her beautiful chestnut eyes, nor the way she moved—confident and yet reserved. She had talked to him on a deeper level, touching something he had thought untouchable. His initial intention had been different though. His agenda had been to make her fall for him, not through words, but through actions and sex, lots of the latter, because he had wanted something she had. Not for himself, but for the man and for the company to which he owed everything. But events

To my eyes, the city was beautiful. It was wild and exciting. Buildings that were British Raj-romantic stood side to side with modern, mirrored business towers. The haphazard slouch of neglected tenements crumbled into lavish displays of market vegetables and silks. I heard music from every shop and passing taxi. The colours were vibrant. The fragrances were dizzyingly delicious. And there were more smiles in the eyes on those crowded streets than in any other place I’d ever known. Above all else, Bombay was free—exhilaratingly free. I saw that liberated, unconstrained spirit wherever I looked, and I found myself responding to it with the whole of my heart. Even the flare of shame I’d felt when I first saw the slums and the street beggars dissolved in the understanding that they were free, those men and women. No-one drove the beggars from the streets. No-one banished the slum-dwellers. Painful as their lives were, they were free to live them in the same gardens and avenues as the rich and powerful. They were free. The city was free. I loved it. Yet I was a little unnerved by the density of purposes, the carnival of needs and greeds, the sheer intensity of the pleading and the scheming on the street.

guessed she’d been something in her day. And if he’d known they were going to show up at the club, he’d have told the cocky bastards to fuck off out of it and take a taxi. Not smart. Despite that, Bishop recognised the deal with the Giordanos was the best chance he was likely to get to make the south London mob eat some of the same shit they’d dished out to his family. Until every Glass was history and he was standing at the bar in LBC, drinking Luke’s champagne and getting ready to fuck his hookers, Calum wouldn’t relax. The crew from New Orleans had their own reasons for being in London. He had no interest in them; they could cut off the sister’s tits and leave her to bleed out for all he cared, then with Glass beaten and broken he’d step in and deliver the final blow. And when her celebrated brother was history anybody who objected to the new arrangement was dead. The Giordanos were convinced he was on a mission to settle his uncle’s unfinished business. Wrong! To hell with revenge! He wanted what was good for Calum Bishop. As simple as that. George Ritchie was another name high on Calum’s hit list. The Geordie was a legend in his own right: he’d had a good innings, but his time was up. Persuading him to jump ship and join forces would’ve been the cherry on the cake. Not happening; he was Luke’s man. Yet, coming face to face with the old fucker, it was impossible not to have a sneaking pang of regret. In The North Star on Finchley Road, despite being outnumbered, Ritchie hadn’t flinched. Glass

Like in business, the emergence of new players necessarily changes the way the game must be played. Blockbuster—the sole superpower in the movie rental business—failed to appreciate that a small company like Netflix and an emerging technology like the internet required them to reexamine their entire business model. Big publishers doubled down on old models when Amazon showed up instead of asking how they could update and upgrade their models in the face of a new digital age. And instead of asking themselves, “What do we need to do to change with the times,” taxi companies chose to sue the ridesharing companies to protect their business models instead of learning how to adapt and provide a better taxi service. Sears got so big and so rich from sending out paper catalogues for so many decades that they were too slow to adapt to the rise of big-box stores like Walmart and ecommerce. And believing itself without Rival, the behemoth that was Myspace didn’t even see Facebook coming.

The African business dynamics is still complicated as compared to the rest of the world, in America Tesla started making better cars, electric, to be used GLOBALLY competing with car makers like Toyota, Amazon was started to provide services GLOBALLY, Uber started to serve and compete with taxi's GLOBALLY. In Africa James started a chicken business to compete with his neighbor supplying eggs to the community near them, Jane started a clothing business to compete with another clothing business in her area of residence." Africa; Starting small, does not mean think small, and stay small.

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Bee was quietly disdainful of wisecracks, sarcasm and other family business. A year older than Denise, she was taller, thinner, paler, both worldly and ethereal, as though in her heart she was not a travel writer at all, as her mother had said she wished to be, but simply a traveler, the purer form, someone who collects impressions, dense anatomies of feeling, but does not care to record them. She was self-possessed and thoughtful, had brought us hand-carved gifts from the jungles. She took taxis to school and dance class, spoke a little Chinese, had once wired money to a stranded friend. I admired her in a distant and uneasy way, sensing a nameless threat, as if she were not my child at all but the sophisticated and self-reliant friend of one of my children. Was Murray right? Were we a fragile unit surrounded by hostile facts? Would I promote ignorance, prejudice and superstition to protect my family from the world?

Of course, in a future where “distributed autonomous organizations (DAOs)” will control fleets of autonomous taxis, there will soon come a point that a DAO’s AI will be talking to Daimler’s Sarah about that financing, leasing, and insuring. It’s an AI-to-AI negotiation, no human required.

She looked out the taxi window at the picturesque Creole cottages and brick Spanish Colonial houses on the way back to the bakery. Piper could understand why New Orleans was an attractive location for filming. The culturally rich neighborhoods and diverse locations, from bayou to big city, provided vivid backdrops. There were willing extras of all shapes, sizes, and ethnicities available, as well as state-of-the-art sound stages and plenty of skilled crew members. Piper also knew that Louisiana offered attractive tax incentives to the film industry to bring in business to New Orleans. The city was working hard to earn the moniker "Hollywood of the South.

In 2014, Aswath Damodaran, a professor of finance at NYU’s Stern School of Business, estimated that Uber was probably worth roughly $ 6 billion, based on its ability to ultimately win 10 percent of the global taxi market of $ 100 billion, or $ 10 billion. According to Uber’s own projections, in 2016 the company processed over $ 26 billion in payments. It’s safe to say that the $ 10 billion market was a serious underestimate, as the ease of use and lower cost of Uber and its competitors expanded the market for transportation-as-a-service.

a banker named Jean Liu when she found herself stranded with three unhappy children on a street corner in Beijing, midst a heavy rain, unable to flag down a taxi. Liu had been raised on tech—her father founded Lenovo, which purchased IBM’s personal computer business and is now the world’s largest PC maker—and she had done postgraduate work in computer science at Harvard.

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Taxi’s rushing up to hospital entrances with unusual passengers is a normal aspect of business in the National Health Service.

The streets of downtown Shanghai likewise seemed a continuous freak circus at first, unbelievably alive with all manner of people performing almost every physical and social function in public: yelling, gesturing, always acting, crushing throngs spilling through every kind of traffic, precariously amidst old cars and new ones and between coolies racing wildly to compete for ricksha fares, gingerly past "honey-carts" filled with excrement dragged down Bubbling Well Road, sardonically past perfumed, exquisitely gowned, mid-thigh-exposed Chinese ladies, jestingly past the Herculean bare-backed coolie trundling his taxi-wheelbarrow load of six giggling servant girls en route to home or work, carefully before singing peddlers bearing portable kitchens ready with delicious noodles on the spot, lovingly under gold-lettered shops overflowing with fine silks and brocades, dead-panning past village women staring wide-eyed at frightening Indian policemen, gravely past gambling mah-jongg ivories clicking and jai alai and parimutuel betting, slyly through streets hung with the heavy-sweet acrid smell of opium, sniffingly past southern restaurants and bright-lighted sing-song houses, indifferently past scrubbed, aloof young Englishmen in their Austins popping off to cricket on the Race Course, snickeringly round elderly white gentlemen in carriages with their wives or Russian mistresses out for the cool air along the Bund, and hastily past sailors looking for beer and women—from noisy dawn to plangent night the endless hawking and spitting, the baby's urine stream on the curb, the amah's scolding, the high falsetto of opera at Wing On Gardens where a dozen plays went on at once and hotel rooms next door filled up with plump virgins procured for wealthy merchants in from the provinces for business and debauch, the wail of dance bands moaning for slender bejeweled Chinese taxi dancers, the whiteness of innumerable beggars and their naked unwashed infants, the glamour of the Whangpoo with its white fleets of foreign warships, its shaggy freighters, its fan-sailed junks, its thousand lantern-lit sampans darting fire-flies on the moon-silvered water filled with deadly pollution. Shanghai!

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Paying for a taxi ride using your mobile phone is easier in Nairobi than it is in New York, thanks to Kenya’s world-leading mobile-money system, M-PESA.’1 This was the opening paragraph in The Economist’s article of 27 May 2013, ‘Why does Kenya lead the world in mobile money?

Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless. Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation. Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.

Think about the internet itself. While it seemingly decimated industries—music, media, retail, travel, and taxis—a study by McKinsey Global Research found the net created 2.6 new jobs for each one it extinguished. Over

A taxi driver with a secondhand laptop sitting in an old garage could actually become a lot more well known and tell a lot more truths than a journalist on TV.

Both telephone numbers for the taxi companies were busy and after he had dismissed the thought of getting hold of a radio car,

An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

I heard a story about a former Under Secretary of Defense who gave a speech at a large conference. He took his place on the stage and began talking, sharing his prepared remarks with the audience. He paused to take a sip of coffee from the Styrofoam cup he’d brought on stage with him. He took another sip, looked down at the cup and smiled. “You know,” he said, interrupting his own speech, “I spoke here last year. I presented at this same conference on this same stage. But last year, I was still an Under Secretary,” he said. “I flew here in business class and when I landed, there was someone waiting for me at the airport to take me to my hotel. Upon arriving at my hotel,” he continued, “there was someone else waiting for me. They had already checked me into the hotel, so they handed me my key and escorted me up to my room. The next morning, when I came down, again there was someone waiting for me in the lobby to drive me to this same venue that we are in today. I was taken through a back entrance, shown to the greenroom and handed a cup of coffee in a beautiful ceramic cup.” “But this year, as I stand here to speak to you, I am no longer the Under Secretary,” he continued. “I flew here coach class and when I arrived at the airport yesterday there was no one there to meet me. I took a taxi to the hotel, and when I got there, I checked myself in and went by myself to my room. This morning, I came down to the lobby and caught another taxi to come here. I came in the front door and found my way backstage. Once there, I asked one of the techs if there was any coffee. He pointed to a coffee machine on a table against the wall. So I walked over and poured myself a cup of coffee into this here Styrofoam cup,” he said as he raised the cup to show the audience. “It occurs to me,” he continued, “the ceramic cup they gave me last year . . . it was never meant for me at all. It was meant for the position I held. I deserve a Styrofoam cup. “This is the most important lesson I can impart to all of you,” he offered. “All the perks, all the benefits and advantages you may get for the rank or position you hold, they aren’t meant for you. They are meant for the role you fill. And when you leave your role, which eventually you will, they will give the ceramic cup to the person who replaces you. Because you only ever deserved a Styrofoam cup.

To have something (a finished recording, a business, or millions of dollars) is the means, not the end. To be something (a good singer, a skilled entrepreneur, or just plain happy) is the real point. When you sign up to run a marathon, you don’t want a taxi to take you to the finish line.

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Gone the glitter and glamour; gone the pompous wealth beside naked starvation; gone the strange excitement of a polyglot and many-sided city; gone the island of Western civilization flourishing in the vast slum that was Shanghai. Good-by to all that: the well-dressed Chinese in their chauffeured cars behind bullet-proof glass; the gangsters, the shakedowns, the kid­napers; the exclusive foreign clubs, the men in white dinner jackets, their women beautifully gowned; the white-coated Chinese “boys” ob­sequiously waiting to be tipped; Jimmy’s Kitchen with its good Amer­ican coffee, hamburgers, chili and sirloin steaks. Good-by to all the night life: the gilded singing girl in her enameled hair-do, her stage make-up, her tight-fitting gown with its slit skirt breaking at the silk­ clad hip, and her polished ebony and silver-trimmed rickshaw with its crown of lights; the hundred dance halls and the thousands of taxi dolls; the opium dens and gambling halls; the flashing lights of the great restaurants, the clatter of mah-jongg pieces, the yells of Chinese feasting and playing the finger game for bottoms-up drinking; the sailors in their smelly bars and friendly brothels on Szechuan Road; the myriad short-time whores and pimps busily darting in and out of the alleyways; the display signs of foreign business, the innumerable shops spilling with silks, jades, embroideries, porcelains and all the wares of the East; the generations of foreign families who called Shanghai home and lived quiet conservative lives in their tiny vacuum untouched by China; the beggars on every downtown block and the scabby infants urinating or defecating on the curb while mendicant mothers absently scratched for lice; the “honey carts” hauling the night soil through the streets; the blocks-long funerals, the white-clad professional mourners weeping false tears, the tiers of paper palaces and paper money burned on the rich man’s tomb; the jungle free-for- all struggle for gold or survival and the day’s toll of unwanted infants and suicides floating in the canals; the knotted rickshaws with their owners fighting each other for customers and arguing fares; the peddlers and their plaintive cries; the armored white ships on the Whangpoo, “protecting foreign lives and property”; the Japanese conquerors and their American and Kuomintang successors; gone the wickedest and most colorful city of the old Orient: good-by to all that.

Felipe Alou once told me a story that crystallized the state of Expos baseball, and of Olympic Stadium, in the late '90s. "I have a friend from the Dominican Republic who's a team owner there," said Alou. "My friend is a very successful man in business and baseball, a very rich man. One year he came to Montreal to talk with me and to see the Expos' operations. He came with some friends from the Dominican Republic and stayed at the hotel downtown, the Queen Elizabeth. He told me that he went around the city to see if he could buy an Expos hat. He couldn't find a store downtown that would sell him one. Then, he and his two friends took a taxi to go to Olympic Stadium. When they arrived, the driver knew where Olympic Stadium was, but didn't know where the entrance was. "He told me that for the one week he was in town, he never saw one person with an Expos hat. The day he went to see a game the first time, we had 12,000 fans. He told me those 12,000 fans had to be the best fans in the world. When he arrived at the stadium-let's say we were playing the Cincinnati Reds-he and his friends got out of the taxi and walked around the stadium, and there were no signs anywhere that said, 'Tonight, the Expos play Cincinnati.' How could they even get 12,000 fans, he wanted to know, if he couldn't find a hat, he doesn't see a store downtown that sells hats, and when he comes to the ballpark, you can't find the door, and there are no signs advertising the game? My friend said, 'No wonder they don't have any fans here!

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