The Office Product Recall Quotes

Still, McKinsey’s high self-regard survives even in the face of evidence to the contrary. McKinsey consultant Tom Steiner recalled a strategy study done for the New York office by another partner, Chuck Farr. “He had two slides. The first was the top clients of the New York office, by billings—companies like AT&T, American Express, and Manufacturers Hanover. All the partners got up to talk about what special thing McKinsey had done to become so vital to those clients. Before we knew it, there were only fifteen minutes left of what was supposed to be a two-hour meeting. Someone said, ‘What’s on the second slide?’ It was Booz Allen’s top clients. And they were pretty much the same companies.”14 McKinsey may have been earning more than Booz at the time, but it was from a client base that was clearly willing to pay for advice from everyone. There’s nothing special about that kind of product.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

Engineer’s fascination with CPVC began in the mid-1990s. During this period, in the construction and plumbing industry, pipes were still made of iron and copper. Engineer saw that corrosion was a major problem with galvanized pipes and India was materially behind the evolution curve in the use of plastics for pipes. In the United States, CPVC was the new anti-corrosion solution for plastic pipes, which was swiftly replacing metal (iron and copper) pipes in industrial applications. CPVC was also a superior product compared to PVC because of higher ductile strength, which gave it the ability to handle hot water up to 200 degrees Fahrenheit (93° Celsius) (PVC can handle hot water only up to 140 degrees Fahrenheit [60° Celsius]). B.F. Goodrich (now known as Lubrizol) held the patent for CPVC resin technology, and Engineer decided to tie up with them to bring CPVC to India. He travelled to the United States to forge a techno-financial joint venture (JV) deal with Thompson Plastics of USA, which provided Astral with the technical know-how for setting up the CPVC plant. Astral also acquired the licence for CPVC resin procurement from Lubrizol (the first Indian company to do so). With a JV partner on board and a licence in his hand, Engineer set up Astral Poly Technik in March 1996. Thompson put up 20 per cent of equity for the company and Engineer approached his uncle to fund another 20 per cent. For his personal equity contribution, Engineer sold his house in Ahmedabad. I met Engineer at Astral’s corporate office located off the bustling Sarkhej–Gandhinagar Highway and behind the prestigious Rajpath Club in Ahmedabad. Recalling those early days, Engineer told me, ‘There was a time when everything my father-in-law and I owned was mortgaged to build Astral.

Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

As Ivar traveled downtown to the Wall Street offices of Lee Higginson, he shifted gears. His pitch to Durant wouldn’t be an American monopoly – that venture clearly had floundered. He certainly wouldn’t mention film. Instead, Ivar would dangle a new idea before Durant: the prospect of Americans investing in foreign monopolies. Antitrust laws prohibited a match monopoly in the United States, but nothing prevented American investors from buying into monopolies abroad. Ivar’s match monopoly in Sweden was a highly profitable model. It could be just the beginning. Ivar recalled the extraordinary scheme orchestrated during the seventeenth century by Robert Harley, Earl of Oxford, who had formed the South Sea Company to assume England’s national debt. The scheme had become known as the South Sea Bubble, for the sharp increase in the price of South Sea Company shares. In exchange for the South Sea Company assuming its debt, the British government had given the company a monopoly on trade to the South Seas. The deal helped keep England solvent, and led to a boom in the business and share price of the company. It was an audacious deal, but a simple idea. And the idea could be replicated; it wasn’t limited to England and the South Seas or to a time two hundred years earlier. In theory, if a government needed money and a company wanted a monopoly, both sides could benefit from a similar compact – anytime, anywhere, with any product.

Hochschild repeats the urban legend that Léopold burned all the EIC documents, going “to extraordinary lengths to try to erase potentially incriminating evidence.” Quite the opposite: Léopold was proud of the EIC and went to extraordinary lengths to leave behind an extensive record. The testimony of his military aide that Hochschild cites about “burning the State archives” and turning “most of the Congo state records to ash” was a misunderstanding: what the aide saw burning were ruined and unreadable papers among the thousands of documents that came back in crates from the Congo in 1908. Léopold left behind 14 trunks filled with his personal letters and financial statements. Everything was carefully cataloged in “a vast room that looked like a post office,” the aide recalled. Some of it went missing in the turmoil of World War II before resurfacing in the basement of a house in 1983. Just last year, researchers at the Royal Museum for Central Africa who work on the EIC archives published a new book, The Congo Free State: What Could Archives Tell Us?

A poorly made car, sofa, or meal can be easily returned or discarded.  A poorly educated child cannot; factory recalls are not an option in education.  There will never be a day when the evening newscaster announces, “Scottsdale High School issued a product recall on the graduating class of 2012.  If you currently employ a member of the class of ‘12, please return him or her to the district office for a class of ‘17 upgrade.

A poorly made car, sofa, or meal can be easily returned or discarded.  A poorly educated child cannot; factory recalls are not an option in education.  There will never be a day when the evening newscaster announces, 'Scottsdale High School issued a product recall on the graduating class of 2012.  If you currently employ a member of the class of ‘12, please return him or her to the district office for a class of ‘17 upgrade.

This strategy was central to AFP’s role in Koch’s political network. From the earliest days of AFP’s inception, the group operated as something like a fast-food franchise. AFP was composed of semiautonomous state chapters, but all of them served products from the same menu. The menu was designed with great care and specificity by Charles and David Koch and their lieutenants in Koch’s lobbying operations. This meant that state-level directors had a lot of autonomy. Lonegan developed his own pool of local donors and had the freedom to hire his own field directors and to determine where he spoke. But ultimately Lonegan and other state directors were told by AFP headquarters what they should say and how they should say it. “I had to report to the national office,” Lonegan recalled. “They gave guidance on where our issues would lie. . . . So, I would report regularly to my boss on what issues were emerging, and then we’d determine how they’d want to address it. Not every issue that I saw as an issue did they think was an issue.” This blend of local autonomy with centralized control created a political organization that was uniquely powerful and effective. AFP could mobilize the type of popular citizen involvement that most people referred to as grassroots support. But it coupled this popular support with intelligence and guidance developed inside one of the most well-funded corporate lobbying operations in America. This meant that AFP could get people marching in the streets, and it could get them marching in the exact streets and zip codes of congressional districts where their marching would most effectively benefit Koch Industries’ strategic interests.