Translation Company Quotes

O Divine Poesy, goddess, daughter of Zeus, sustain for me this song of the various-minded man who, after he had plundered the innermost citadel of hallowed Troy, was made to stay grievously about the coasts of men, the sport of their customs, good and bad, while his heart, through all the sea-faring, ached with an agony to redeem himself and bring his company safe home. Vain hope – for them. The fools! Their own witlessness cast them aside. To destroy for meat the oxen of the most exalted Sun, wherefore the Sun-god blotted out the day of their return. Make this tale live for us in all its many bearings, O Muse.” – from Homer’s Odyssey, translation by T.E. Lawrence (Lawrence of Arabia)

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

56.Associate yourself with Men of good Quality if you Esteem your own Reputation; for it is better to be alone than in bad Company.

It was stupid, she now understood, to think that privilege translated to protection. To mistake privilege for grace.

90. Being Set at meat Scratch not, neither Spit, Cough, or blow your Nose except there's a Necessity for it.

William Shakespeare (baptised 26 April 1564 – died 23 April 1616) was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

Many amateurs believe that plants and animals reproduce on a one-way route toward perfection. Translating the idea in social terms, they believe that companies and organizations are, thanks to competition (and the discipline of the quarterly report), irreversibly heading toward betterment. The strongest will survive; the weakest will become extinct. As to investors and traders, they believe that by letting them compete, the best will prosper and the worst will go learn a new craft (like pumping gas or, sometimes, dentistry). Things are not as simple as that. We will ignore the basic misuse of Darwinian ideas in the fact that organizations do not reproduce like living members of nature—Darwinian ideas are about reproductive fitness, not about survival.

We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable rights, that among these are life, liberty, and the pursuit of happiness. According to the science of biology, people were not ‘created’. They have evolved. And they certainly did not evolve to be ‘equal’. The idea of equality is inextricably intertwined with the idea of creation. The Americans got the idea of equality from Christianity, which argues that every person has a divinely created soul, and that all souls are equal before God. However, if we do not believe in the Christian myths about God, creation and souls, what does it mean that all people are ‘equal’? Evolution is based on difference, not on equality. Every person carries a somewhat different genetic code, and is exposed from birth to different environmental influences. This leads to the development of different qualities that carry with them different chances of survival. ‘Created equal’ should therefore be translated into ‘evolved differently’. Just as people were never created, neither, according to the science of biology, is there a ‘Creator’ who ‘endows’ them with anything. There is only a blind evolutionary process, devoid of any purpose, leading to the birth of individuals. ‘Endowed by their creator’ should be translated simply into ‘born’. Equally, there are no such things as rights in biology. There are only organs, abilities and characteristics. Birds fly not because they have a right to fly, but because they have wings. And it’s not true that these organs, abilities and characteristics are ‘unalienable’. Many of them undergo constant mutations, and may well be completely lost over time. The ostrich is a bird that lost its ability to fly. So ‘unalienable rights’ should be translated into ‘mutable characteristics’. And what are the characteristics that evolved in humans? ‘Life’, certainly. But ‘liberty’? There is no such thing in biology. Just like equality, rights and limited liability companies, liberty is something that people invented and that exists only in their imagination. From a biological viewpoint, it is meaningless to say that humans in democratic societies are free, whereas humans in dictatorships are unfree. And what about ‘happiness’? So far biological research has failed to come up with a clear definition of happiness or a way to measure it objectively. Most biological studies acknowledge only the existence of pleasure, which is more easily defined and measured. So ‘life, liberty, and the pursuit of happiness’ should be translated into ‘life and the pursuit of pleasure’. So here is that line from the American Declaration of Independence translated into biological terms: We hold these truths to be self-evident, that all men evolved differently, that they are born with certain mutable characteristics, and that among these are life and the pursuit of pleasure.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

Why we ask questions: Questions are the basis of human freedom. Our mind, as a part of our  self experience, is curious and always challenging that part of us that can think about the essence of things. We interpret our lives all the time - with unconscious deep conceptualization - and these conceptualization raise questions. Why did I feel the way I felt yesterday when I spoke with X? What is the meaning of my answer? Why I chose to spend time in X's company and not Y's? And how it changed my attitude toward Y? (Interesting paragraph I translated from the Hebrew edition)

But just as a vaccine company facing bankruptcy will ultimately survive not by making the world's greatest vaccine but, rather, the world's worst virus, so, too, did bodyguard and security firms need the world's most evil terrorists in order to prosper, not the greatest security experts. That was capitalism, Hanja understood how the world could curl around and bite its own tail like the uroboros serpent. And he knew how to translate that into business and extract the maximum revenue. There was no better business model than owning both the virus and the vaccine. With one hand you parceled out fear and instability, and with the other you guaranteed safety and peace. A business like that would never go under.

Free trade. This was always the British line of argument – free trade, free competition, an equal playing field for all. Only it never ended up that way, did it? What ‘free trade’ really meant was British imperial dominance, for what was free about a trade that relied on a massive build-up of naval power to secure maritime access? When mere trading companies could wage war, assess taxes, and administer civil and criminal justice?

Maybe the truth is that saying goodbye seems to me a rejection of human warmth - even the minimal warmth that makes us feel solitude less. I mean real solitude, which rises up by surprise and lasts a few seconds, the solitude that derives not from lack of company or affection, but from our innate separateness from one another.

shouldn’t we be just as invested in building ourselves as we would be to any company?

To put everything in balance is good, to put everything in harmony is better. ― Victor Hugo, Ninety-Three [Quatrevingt-treize] (1874) as translated by the A. L. Burt Company (1900)

The Master said, “In strolling in the company of just two other persons, I am bound to find a teacher. Identifying their strengths, I follow them, and identifying their weaknesses, I reform myself accordingly.

Then she sat as if paralyzed, thinking. She had never in her life felt such a longing. She wanted Mikael Blomkvist to ring the doorbell and ... what then? Lift her off the ground, hold her in his arms? Passionately take her to the bedroom and tear off her clothes? No, she really just wanted his company. She wanted to hear him say that he liked her for who she was. That she was someone special in his world and in his life. She wanted him to give her some gesture of love, not just of friendship and companionship.

But let me cut the list even further: it’s best to start with “what,” “how,” and sometimes “why.” Nothing else. “Who,” “when,” and “where” will often just get your counterpart to share a fact without thinking. And “why” can backfire. Regardless of what language the word “why” is translated into, it’s accusatory. There are very rare moments when this is to your advantage. The only time you can use “why” successfully is when the defensiveness that is created supports the change you are trying to get them to see. “Why would you ever change from the way you’ve always done things and try my approach?” is an example. “Why would your company ever change from your long-standing vendor and choose our company?” is another. As always, tone of voice, respectful and deferential, is critical.

After the New Deal, economists began referring to America’s retirement-finance model as a “three-legged stool.” This sturdy tripod was composed of Social Security, private pensions, and combined investments and savings. In recent years, of course, two of those legs have been kicked out. Many Americans saw their assets destroyed by the Great Recession; even before the economic collapse, many had been saving less and less. And since the 1980s, employers have been replacing defined-benefit pensions that are funded by employers and guarantee a monthly sum in perpetuity with 401(k) plans, which often rely on employee contributions and can run dry before death. Marketed as instruments of financial liberation that would allow workers to make their own investment choices, 401(k)s were part of a larger cultural drift in America away from shared responsibilities toward a more precarious individualism. Translation: 401(k)s are vastly cheaper for companies than pension plans. “Over the last generation, we have witnessed a massive transfer of economic risk from broad structures of insurance, including those sponsored by the corporate sector as well as by government, onto the fragile balance sheets of American families,” Yale political scientist Jacob S. Hacker writes in his book The Great Risk Shift. The overarching message: “You are on your own.

एवम् वर्ष सहस्राणाम् शतम् वा अहम् त्वया सह | व्यतिक्रमम् न वेत्स्यामि स्वर्गोऽपि हि न मे मतः || Sita to Ram: Thus, spending even a hundred thousand years in your company, I shall never find any sorrow/agony. Heaven also will not be acceptable to me if you are not with me.

Celaena translated again, and the princess nodded. “Get rid of her,” she said flatly to Celaena, and then waved a hand toward Kaltain. “I don’t care for her temperament.” “You’re dismissed,” Celaena said to Kaltain, flashing a bright smile. “The princess tires of your company.

Original sin is now also translated into sickness, calling in a new and scientific priest craft who rush to the rescue. Man is sick, addicted, lame, and dangerous, needing constant protection and supervision by the state, insurance companies, and a never-ending parade of caring, licensed professionals. We are told over and over again that man’s illness and addictions are costing US billions. Man the slave/resource, is causing US trouble, he is interfering with OUR Plans. Man’s debt has now increased a billion-fold. Those who question the “plans” or the sanity of the metaphors in play, are diagnosed as morally unfit or mentally ill. Evil emerges as a metaphor which refers to those who refuse to accept the Plan—the prevailing Garden of Eden—created by God so She may bestow Her Love and Grace. If man refuses he must be force-fed.

Many companies like to describe themselves as winning through operational effectiveness or customer intimacy. These sound like good ideas, but if they don’t translate into a genuinely lower cost structure or higher prices from customers, they aren’t really strategies worth having.

It's important to point out to the executive that when a company doubles in size, she has a new job. This means that doing the things that made her successful in her old job will not necessarily translate to success in the new job. In fact, the number-one way that executives fail is by continuing to do their old job rather than moving on to their new job.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

(By the way, wolves – or at least their dog cousins – aren’t a hopeless case. A company called ‘No More Woof’ is developing a helmet for reading canine experiences. The helmet monitors the dog’s brain waves, and uses computer algorithms to translate simple sentiments such as ‘I am angry’ into human language.8 Your dog may soon have a Facebook or Twitter account of his own – perhaps with more Likes and followers than you.)

Some equestrians were involved in the potentially lucrative business of provincial taxation, thanks to another law of Gaius Gracchus. For it was he who first arranged that tax collecting in the new province of Asia should, like many other state responsibilities, be contracted out to private companies, often owned by equestrians. These contractors were known as publicani – ‘public service providers’ or ‘publicans’, as tax collectors are called in old translations of the New Testament, confusingly to modern readers. The system was simple, demanded little manpower on the part of the Roman state and provided a model for the tax arrangements in other provinces over the following decades (and was common in other early tax raising regimes). Periodic auctions of specific taxation rights in individual provinces took place at Rome. The company that bid the highest then collected the taxes, and anything it managed to rake in beyond the bid was its profit. To put it another way, the more the publicani could screw out of the provincials, the bigger their own take – and they were not liable to prosecution under Gaius’ compensation law. Romans had always made money out of their conquests and their empire, but increasingly there were explicitly, and even organised, commercial interests at stake.

Wives, children, and goods must be had, and especially health, by him that can get it; but we are not so to set our hearts upon them that our happiness must have its dependence upon them; we must reserve a backshop, wholly our own and entirely free, wherein to settle our true liberty, our principal solitude and retreat. And in this we must for the most part entertain ourselves with ourselves, and so privately that no exotic knowledge or communication be admitted there; there to laugh and to talk, as if without wife, children, goods, train, or attendance, to the end that when it shall so fall out that we must lose any or all of these, it may be no new thing to be without them. We have a mind pliable in itself, that will be company; that has wherewithal to attack and to defend, to receive and to give: let us not then fear in this solitude to languish under an uncomfortable vacuity.

When he was in college, a famous poet made a useful distinction for him. He had drunk enough in the poet's company to be compelled to describe to him a poem he was thinking of. It would be a monologue of sorts, the self-contemplation of a student on a summer afternoon who is reading Euphues. The poem itself would be a subtle series of euphuisms, translating the heat, the day, the student's concerns, into symmetrical posies; translating even his contempt and boredom with that famously foolish book into a euphuism. The poet nodded his big head in a sympathetic, rhythmic way as this was explained to him, then told him that there are two kinds of poems. There is the kind you write; there is the kind you talk about in bars. Both kinds have value and both are poems; but it's fatal to confuse them. In the Seventh Saint, many years later, it had struck him that the difference between himself and Shakespeare wasn't talent - not especially - but nerve. The capacity not to be frightened by his largest and most potent conceptions, to simply (simply!) sit down and execute them. The dreadful lassitude he felt when something really large and multifarious came suddenly clear to him, something Lear-sized yet sonnet-precise. If only they didn't rush on him whole, all at once, massive and perfect, leaving him frightened and nerveless at the prospect of articulating them word by scene by page. He would try to believe they were of the kind told in bars, not the kind to be written, though there was no way to be sure of this except to attempt the writing; he would raise a finger (the novelist in the bar mirror raising the obverse finger) and push forward his change. Wailing like a neglected ghost, the vast notion would beat its wings into the void. Sometimes it would pursue him for days and years as he fled desperately. Sometimes he would turn to face it, and do battle. Once, twice, he had been victorious, objectively at least. Out of an immense concatenation of feeling, thought, word, transcendent meaning had come his first novel, a slim, pageant of a book, tombstone for his slain conception. A publisher had taken it, gingerly; had slipped it quietly into the deep pool of spring releases, where it sank without a ripple, and where he supposes it lies still, its calm Bodoni gone long since green. A second, just as slim but more lurid, nightmarish even, about imaginary murders in an imaginary exotic locale, had been sold for a movie, though the movie had never been made. He felt guilt for the producer's failure (which perhaps the producer didn't feel), having known the book could not be filmed; he had made a large sum, enough to finance years of this kind of thing, on a book whose first printing was largely returned.

Alex was a historian by education, a translator of centuries-old scripts by training, and a savant when it came to inane trivia, which she tended to offer up without encouragement and much to the annoyance of everyone around her. Three months ago, Bran, LT, Mason, and the other three guys from their SEAL Team - now the owners of the Deep Six Salvage Company - had hired her to translate the historical documents housed in the Spanish Archives that pertained to the hurricane of 1624. They'd hoped she could give them a leg up on their hunt for the Santa Cristina.

I’ve always appreciated authors who explain their points simply, right up front. So here’s the argument in brief: 1. The most important breakthroughs come from loonshots, widely dismissed ideas whose champions are often written off as crazy. 2. Large groups of people are needed to translate those breakthroughs into technologies that win wars, products that save lives, or strategies that change industries. 3. Applying the science of phase transitions to the behavior of teams, companies, or any group with a mission provides practical rules for nurturing loonshots faster and better.

was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

I'm going to throw some suggestions at you now in rapid succession, assuming you are a father of one or more boys. Here we go: If you speak disparagingly of the opposite sex, or if you refer to females as sex objects, those attitudes will translate directly into dating and marital relationships later on. Remember that your goal is to prepare a boy to lead a family when he's grown and to show him how to earn the respect of those he serves. Tell him it is great to laugh and have fun with his friends, but advise him not to be "goofy." Guys who are goofy are not respected, and people, especially girls and women, do not follow boys and men whom they disrespect. Also, tell your son that he is never to hit a girl under any circumstances. Remind him that she is not as strong as he is and that she is deserving of his respect. Not only should he not hurt her, but he should protect her if she is threatened. When he is strolling along with a girl on the street, he should walk on the outside, nearer the cars. That is symbolic of his responsibility to take care of her. When he is on a date, he should pay for her food and entertainment. Also (and this is simply my opinion), girls should not call boys on the telephone-at least not until a committed relationship has developed. Guys must be the initiators, planning the dates and asking for the girl's company. Teach your son to open doors for girls and to help them with their coats or their chairs in a restaurant. When a guy goes to her house to pick up his date, tell him to get out of the car and knock on the door. Never honk. Teach him to stand, in formal situations, when a woman leaves the room or a table or when she returns. This is a way of showing respect for her. If he treats her like a lady, she will treat him like a man. It's a great plan. Make a concerted effort to teach sexual abstinence to your teenagers, just as you teach them to abstain from drug and alcohol usage and other harmful behavior. Of course you can do it! Young people are fully capable of understanding that irresponsible sex is not in their best interest and that it leads to disease, unwanted pregnancy, rejection, etc. In many cases today, no one is sharing this truth with teenagers. Parents are embarrassed to talk about sex, and, it disturbs me to say, churches are often unwilling to address the issue. That creates a vacuum into which liberal sex counselors have intruded to say, "We know you're going to have sex anyway, so why not do it right?" What a damning message that is. It is why herpes and other sexually transmitted diseases are spreading exponentially through the population and why unwanted pregnancies stalk school campuses. Despite these terrible social consequences, very little support is provided even for young people who are desperately looking for a valid reason to say no. They're told that "safe sex" is fine if they just use the right equipment. You as a father must counterbalance those messages at home. Tell your sons that there is no safety-no place to hide-when one lives in contradiction to the laws of God! Remind them repeatedly and emphatically of the biblical teaching about sexual immorality-and why someone who violates those laws not only hurts himself, but also wounds the girl and cheats the man she will eventually marry. Tell them not to take anything that doesn't belong to them-especially the moral purity of a woman.

seems wearisome to us. In this book the stories are shortened here and there, and omissions are made of pieces only suitable for Arabs and old gentlemen. The translations are by the writers of the tales in the Fairy Books, and the pictures are by Mr. Ford. I can remember reading "The Arabian Nights" when I was six years old, in dirty yellow old volumes of small type with no pictures, and I hope children who read them with Mr. Ford's pictures will be as happy as I was then in the company of Aladdin and Sindbad the Sailor. The Arabian Nights In the chronicles of the ancient dynasty of the Sassanidae, who reigned for about four hundred years, from Persia to the borders of China, beyond the great river Ganges itself,

In many industries, however, what some call hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition. The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions. Operational effectiveness: necessary

Theodore Roosevelt once said, “There has never yet been a man who led a life of ease, whose name is worth remembering. Certainly when the Lord calls us to be His disciples, He does not call us to a life of ease. A missionary whose story has influenced my life greatly is a man mentioned earlier named Henry Martyn. After a long and difficult life of Christian service in India, he announced he was going to go to Persia (modern Iran), because God had laid it upon his heart to translate the New Testament and the Psalms into the Persian language. By then he was an old man. People told him that if he stayed in India, he would die from the heat, and that Persia was hotter than India. But he went nonetheless. There he studied the Persian language and then translated the entire New Testament and Psalms in nine months. Then he learned that he couldn’t print or circulate them until he received the Shah’s permission. He traveled six hundred miles to Tehran; there he was denied permission to see the Shah. He turned around and made a four-hundred-mile trip to find the British ambassador, who gave him the proper letters of introduction and sent him the four hundred miles back to Tehran. This was in 1812, and Martyn made the whole trip on the back of a mule, traveling at night and resting by day, protected from the sweltering desert sun by nothing but a strip of canvas. He finally arrived back in Tehran, was received by the Shah, and secured permission for the Scriptures to be printed and circulated in Persia. Ten days later he died. But shortly before his death, he had written this statement in his diary: “I sat in the orchard, and thought, with sweet comfort and peace, of my God; in solitude my Company, my Friend, and Comforter.” He certainly did not live a life of ease, but it was a life worth remembering. And he’s one of many God used to turn redemptive history.

The key point here is Macaulay’s belief that “knowledge and reflection” on the part of the Hindus, especially the Brahmanas, would cause them to give up their age-old belief in anything Vedic in favor of Christianity. The purpose was to turn the strength of Hindu intellectuals against their own kind by utilizing their commitment to scholarship in uprooting their own tradition, which Macaulay viewed as nothing more than superstitions. His plan was to educate the Hindus to become Christians and turn them into collaborators. He persisted with this idea for fifteen years until he found the money and the right man for turning his utopian idea into reality. He needed someone who would translate and interpret the Vedic texts in such a way that the newly educated Indian elite would see the superiority of the Bible and choose that over everything else. Upon his return to England, after a good deal of effort he found a talented but impoverished young German Vedic scholar by name Friedrich Max Muller who was willing to take on the arduous job. Macaulay used his influence with the East India Company to find funds for Max Muller’s translation of the Rig Veda. Though an ardent German nationalist, Max Muller agreed for the sake of Christianity to work for the East India Company, which in reality meant the British Government of India. He also badly needed a major sponsor for his ambitious plans, which he felt he had at last found. The fact is that Max Muller was paid by the East India Company to further its colonial aims, and worked in cooperation with others who were motivated by the superiority of the German race through the white Aryan race theory. This was the genesis of his great enterprise, translating the Rig Veda with Sayana's commentary and the editing of the fifty-volume Sacred Books of the East. In this way, there can be no doubt regarding Max Muller’s initial aim and commitment to converting Indians to Christianity. Writing to his wife in 1866 he observed: “It [the Rig Veda] is the root of their religion and to show them what the root is, I feel sure, is the only way of uprooting all that has sprung from it during the last three thousand years.” Two years later he also wrote the Duke of Argyle, then acting Secretary of State for India: “The ancient religion of India is doomed. And if Christianity does not take its place, whose fault will it be?” This makes it very clear that Max Muller was an agent of the British government paid to advance its colonial interests. Nonetheless, he still remained an ardent German nationalist even while working in England. This helps explain why he used his position as a recognized Vedic and Sanskrit scholar to promote the idea of the “Aryan race” and the “Aryan nation,” a theory amongst a certain class of so-called scholars, which has maintained its influence even until today.

It's ironic that Juanita has come into this place in a low-tech, black-and-white avatar. She was the one who figured out a way to make avatars show something close to real emotion. That is a fact Hiro has never forgotten, because she did most of her work when they were together, and whenever an avatar looks surprised or angry or passionate in the Metaverse, he sees an echo of himself or Juanita - - the Adam and Eve of the Metaverse. Makes it hard to forget. Shortly after Juanita and Da5id got divorced, The Black Sun really took off. And once they got done counting their money, marketing the spinoffs, soaking up the adulation of others in the hacker community, they all came to the realization that what made this place a success was not the collision-avoidance algorithms or the bouncer daemons or any of that other stuff. It was Juanita's faces. Just ask the businessmen in the Nipponese Quadrant. They come here to talk turkey with suits from around the world, and they consider it just as good as a face-to-face. They more or less ignore what is being said -- a lot gets lost in translation, after all. They pay attention to the facial expressions and body language of the people they are talking to. And that's how they know what's going on inside a person's head-by condensing fact from the vapor of nuance. Juanita refused to analyze this process, insisted that it was something ineffable, something you couldn't explain with words. A radical, rosary-toting Catholic, she has no problem with that kind of thing. But the bitheads didn't like it. Said it was irrational mysticism. So she quit and took a job with some Nipponese company. They don't have any problem with irrational mysticism as long as it makes money. But Juanita never comes to The Black Sun anymore. Partly, she's pissed at Da5id and the other hackers who never appreciated her work. But she has also decided that the whole thing is bogus. That no matter how good it is, the Metaverse is distorting the way people talk to each other, and she wants no such distortion in her relationships.

Do they enjoy a certain ascendancy? I’m not clear about this. Do they tell you what to do? No. The ascendancy they enjoy is that they know who I am but I dont know who they are. Does that pretty much define the relationship would you say? Maybe it’s simply a model of the relationship in which one stands to the world. That translates as the world knowing who you are but not you it. Do you believe that? No. I think your experience of the world is largely a shoring up against the unpleasant truth that the world doesnt know you’re here. And no I’m not sure what that means. I think the more spiritual view seeks grace in anonymity. To be celebrated is to set the table for grief and despair. What do you think? I dont know. It’s not something people ask. It’s just what they wonder: Is the world in fact aware of us. But it has good company. As a question. How about: Do we deserve to exist? Who said that it was a privilege? The alternative to being here is not being here. But again, that really means not being here anymore. You cant never have been here. There would be no you to not have been. What do you think, Doctor?

Well, now, if we’d known we were going to have such…ah…gra…that is, illustrious company, we’d have-“ “Swept off the chairs?” Lucinda suggested acidly. “Shoveled off the floor?” “Lucinda!” Elizabeth whispered desperately. “They didn’t know we were coming.” “No respectable person would dwell in such a place even for a night,” she snapped, and Elizabeth watched in mingled distress and admiration as the redoubtable woman turned around and directed her attack on their unwilling host. “The responsibility for our being here is yours, whether it was a mistake or not! I shall expect you to rout your servants from their hiding places and have them bring clean linens up to us at once. I shall also expect them to have this squalor remedied by morning! It is obvious from your behavior that you are no gentleman; however, we are ladies, and we shall expect to be treated as such.” From the corner of her eye Elizabeth had been watching Ian Thornton, who was listening to all of this, his jaw rigid, a muscle beginning to twitch dangerously in the side of his neck. Lucinda, however, was either unaware of or unconcerned with his reaction, for, as she picked up her skirts and turned toward the stairs, she turned on Jake. “You may show us to our chambers. We wish to retire.” “Retire!” cried Jake, thunderstruck. “But-but what about supper?” he sputtered. “You may bring it up to us.” Elizabeth saw the blank look on Jake’s face, and she endeavored to translate, politely, what the irate woman was saying to the startled red-haired man. “What Miss Throckmorton-Jones means is that we’re rather exhausted from our trip and not very good company, sir, and so we prefer to dine in our rooms.” “You will dine,” Ian Thornton said in an awful voice that made Elizabeth freeze, “on what you cook for yourself, madam. If you want clean linens, you’ll get them yourself from the cabinet. If you want clean rooms, clean them! Am I making myself clear?” “Perfectly!” Elizabeth began furiously, but Lucinda interrupted in a voice shaking with ire: “Are you suggesting, sirrah, that we are to do the work of servants?” Ian’s experience with the ton and with Elizabeth had given him a lively contempt for ambitious, shallow, self-indulgent young women whose single goal in life was to acquire as many gowns and jewels as possible with the least amount of effort, and he aimed his attack at Elizabeth. “I am suggesting that you look after yourself for the first time in your silly, aimless life. In return for that, I am willing to give you a roof over your head and to share our food with you until I can get you to the village. If that is too overwhelming a task for you, then my original invitation still stands: There’s the door. Use it!” Elizabeth knew the man was irrational, and it wasn’t worth riling herself to reply to him, so she turned instead to Lucinda. “Lucinda,” she said with weary resignation, “do not upset yourself by trying to make Mr. Thornton understand that his mistake has inconvenienced us, not the other way around. You will only waste your time. A gentleman of breeding would be perfectly able to understand that he should be apologizing instead of ranting and raving. However, as I told you before we came here, Mr. Thornton is no gentleman. The simple fact is that he enjoys humiliating people, and he will continue trying to humiliate us for as long as we stand here.” Elizabeth cast a look of well-bred disdain over Ian and said, “Good night, Mr. Thornton.” Turning, she softened her voice a little and said, “Good evening, Mr. Wiley.

Rollo cleared his throat. “If you will excuse me, Princess Gwendafyn, Her Majesty Queen Luciee has some questions for you.” “I’ll translate for her,” Benjimir said in Elvish. “No,” Queen Luciee said in Calnoric, her voice encased in ice. “….don’t trust you…change words.” “Rollo, did the queen just imply Benjimir might not tell her the truth?” Gwendafyn murmured. “Um…yes,” the translator said. A muscle in Gwendafyn’s eyebrow jumped in irritation. “I see.” It’s a shame Queen Luciee was not bonded to Aunt Lorius. I’m certain they would get along splendidly. No, she is worse than my aunt. At least Aunt Lorius believes in what she presses upon me. Queen Luciee enjoys crushing the spirit of others. Gwendafyn had not missed the way the queen had shot down Princess Claire… “….Unnecessary, Luciee,” King Petyrr said. “Benjimir and Gwendafyn married….love each other,” he said. Queen Luciee narrowed her eyes. “I’ve thought…suspicious…an elf could love Benjimir.” Benjimir stiffened next to her, the expression on his face unreadable. In that moment, Gwendafyn wished she could wipe the smug look off the queen’s face. She knows Benjimir loves Yvrea—she must have been informed of it when he was sent into exile. How could she say such a hurtful thing to him when she is his mother? Anger rolled off Gwendafyn in waves. It was only years of experience in shoving her rage down that kept her from glaring. Instead, she fixed an unconcerned smile on her lips. Rollo cleared his throat. “Queen Luciee wishes to ask if it is true you sing a ballad to Prince Benjimir after lunch every day.” Benjimir squeezed her hand, but Gwendafyn ignored it and made a show of widening her eyes and fluttering them. I have no idea what she’s talking about, but I’m not going to let her try and make Benjimir look like an idiot. “Of course,” she said in Calnoric. When she glanced from Queen Luciee to King Petyrr she saw their look of confusion. Bother the grunts of Calnoric! They are so hard to achieve. I must be mangling this. “Rollo, could you tell them I said of course?” Rollo nodded. “Yes, Princess Gwendafyn.” He addressed the royal family across the table in flawless Calnoric. “In fact,” Gwendafyn continued in Elvish. “It is one of the most enjoyable parts of my day. We laugh—and once he even cried over a tragic ballad, though he will deny it—and enjoy each other’s company. I love spending time with Ben.” Benjimir twitched at the as-of-yet-unused nickname, but he managed to stare adoringly at her. Yvrea placed a hand over her heart. “How touching! I know you do not normally like to sing for others, sister. It is a testament to your love for Benji,” Yvrea said. “Yes,

Heuristics for testing your goals Assess your goals using these guidelines: Does your goal start with a verb (“launch,” “build,” “refactor,” etc.)? Then you probably have an action, so reframe it to describe the outcome you want. Often, this takes the form of translating “X so that Y” into “Y via X” (and consider if you need X in there at all). A helpful trick to figure out the proper framing is to read the goal out, ask yourself why, answer that question, then do that a couple of times until the true goal comes into focus. (See Table 2 for an example.) Do you have “engineering goals” and “business goals,” or something similar? Stop it. Are your goals more than one page, more than three to five objectives, or more than three to five KRs per objective? No one will read them—let alone remember them. When you (or your team) look at your goals, do you wince and think, “What about X? I was really hoping to get to that this quarter”? If not, you probably haven’t focused enough, and your goals are not adding value. Could one team member think a goal is achieved and another one completely disagree? Then your goal isn’t specific enough. (By contrast, if everyone feels it’s mostly successful but the assessments range from 60–80 percent done, who cares?) Can you imagine a scenario where the goal is achieved but you’re still dissatisfied with where you ended up? Then your goal isn’t specific enough, or an aspect is missing. Could you be successful without achieving the goal? Then your goal is overly specific, and you should rethink how to define success.

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

Two men were advancing towards the car along the cross track. One man carried a short wooden bench on his back, the other a big wooden object about the size of an upright piano. Richard hailed them, they greeted him with every sign of pleasure. Richard produced cigarettes and a cheerful party spirit seemed to be developing. Then Richard turned to her. “Fond of the cinema? Then you shall see a performance.” He spoke to the two men and they smiled with pleasure. They set up the bench and motioned to Victoria and Richard to sit on it. Then they set up the round contrivance on a stand of some kind. It had two eye-holes in it and as she looked at it, Victoria cried: “It’s like things on piers. What the butler saw.” “That’s it,” said Richard. “It’s a primitive form of same.” Victoria applied her eyes to the glass-fronted peephole, one man began slowly to turn a crank or handle, and the other began a monotonous kind of chant. “What is he saying?” Victoria asked. Richard translated as the singsong chant continued: “Draw near and prepare yourself for much wonder and delight. Prepare to behold the wonders of antiquity.” A crudely coloured picture of Negroes reaping wheat swam into Victoria’s gaze. “Fellahin in America,” announced Richard, translating. Then came: “The wife of the great Shah of the Western world,” and the Empress Eugénie simpered and fingered a long ringlet. A picture of the King’s Palace in Montenegro, another of the Great Exhibition. An odd and varied collection of pictures followed each other, all completely unrelated and sometimes announced in the strangest terms. The Prince Consort, Disraeli, Norwegian Fjords and Skaters in Switzerland completed this strange glimpse of olden far-off days. The showman ended his exposition with the following words: “And so we bring to you the wonders and marvels of antiquity in other lands and far-off places. Let your donation be generous to match the marvels you have seen, for all these things are true.” It was over. Victoria beamed with delight. “That really was marvellous!” she said. “I wouldn’t have believed it.” The proprietors of the travelling cinema were smiling proudly. Victoria got up from the bench and Richard who was sitting on the other end of it was thrown to the ground in a somewhat undignified posture. Victoria apologized but was not ill pleased. Richard rewarded the cinema men and with courteous farewells and expressions of concern for each other’s welfare, and invoking the blessing of God on each other, they parted company. Richard and Victoria got into the car again and the men trudged away into the desert. “Where are they going?” asked Victoria. “They travel all over the country. I met them first in Transjordan coming up the road from the Dead Sea to Amman. Actually they’re bound now for Kerbela, going of course by unfrequented routes so as to give shows in remote villages.” “Perhaps someone will give them a lift?

Looking down over the railing, Prince Nesvitsky could see the splashing low waves of the fast-moving Enns as they rippled and swirled, chasing each other and crashing against the bridge-supports. Then looking back along the bridge he saw the same kind of formless living tidal wave of soldiers, with their covered shakos,7 knapsacks, bayonets, long muskets, and beneath the shakos the broad faces and sunken cheeks of men reduced to an apathetic weariness, their legs tramping across the boards of the bridge through a thick layer of sticky mud. Sometimes amid the featureless waves of soldiers, like a fleck of white foam on the waves of the Enns, an officer in his cloak would wriggle through, his face looking quite different from those of the soldiers around him. Sometimes, like a splinter of wood borne on the current, an individual would be swirled across the bridge amid the waves of infantrymen – a hussar walking without his horse, an orderly or a civilian. Sometimes a baggage-wagon belonging to a company commander or some other officer would struggle across like a floating log, hemmed in on all sides, piled up high and draped with leather covers.

All too often companies respond to business needs by shopping for “proven” solutions, repeatable processes to achieve a desired outcome. They call these “best practices,” which for many translates into Don’t tell me why something worked, tell me how they did it.

Some viewed Chinese investors as the latest “dumb money” to hit Hollywood. It is no doubt true that financing movies is not the smartest way for any investor, from anywhere in the world, to earn the best returns. Others had a different theory—that some wealthy Chinese individuals and businesses were seeking to get their money out of China, where an autocratic government could still steal anyone’s wealth at any time, for any reason. Certainly Hollywood had long been a destination for legal money laundering. But those who worked most closely with the Chinese knew that the biggest reason for these investments was a form of reverse-colonialism. After more than a decade as a place for Hollywood to make money, China wanted to turn the tables. The United States had already proved the power of pop culture to help establish a nation’s global dominance. Now China wanted to do the same. The Beijing government considered art and culture to be a form of “soft power,” whereby it could extend influence around the world without the use of weapons. Over the past few years, locally produced Chinese films had become more successful at the box office there. But most were culturally specific comedies and love stories that didn’t translate anywhere else. China had yet to produce a global blockbuster. And with box-office growth in that country slowing in 2016 and early 2017, hits that resonated internationally would be critical if the Communist nation was to grow its movie business and use it to become the kind of global power it wanted to be. So Chinese companies, with the backing of the government, started investing in Hollywood, with a mission to learn how experienced hands there made blockbusters that thrived worldwide. Within a few years, they figured, China would learn how to do that without anyone’s help. “Working with a company like Universal will help us elevate our skill set in moviemaking,” the head of the Chinese entertainment company Perfect World Pictures said, while investing $250 million in a slate of upcoming films from the American studio. Getting there wouldn’t be easy. One of the highest-profile efforts to produce a worldwide hit out of China was The Great Wall, starring Matt Damon and made by Wanda’s Legendary Pictures. The $150 million film, about a war against monsters set on the Chinese historic landmark, grossed an underwhelming $171 million and a disastrous $45 million in the United States. Then, to create another obstacle, Chinese government currency controls established in early 2017 slowed, at least temporarily, the flow of money from China into Hollywood. But by then it was too late to turn back. As seemed to always be true when it came to Hollywood’s relationship with China, the Americans had no choice but to keep playing along. Nobody else was willing to pour billions of dollars into the struggling movie business in the mid-2010s, particularly for original or lower-budget productions.

This book should never have happened. If it wasn’t for the most bizarre and twisted sequence of events involving a diverse array of people it wouldn’t have. Let us explain. If someone we, the authors, had wanted to impress - a publisher, say, or a book reviewer - had asked us how it had emerged, we could have come up with all kinds of things to establish our credentials for writing it. But they would have been only a small part of the story of how it came about, and not the interesting bit either. The truth is much more human and fascinating - and it also gets to the heart of the book and shows how networks really work. Greg has always been fascinated by ‘network theory’ - the findings of sociologists, mathematicians and physicists, which seemed to translate to the real world of links between people. Early in his professional life at Auto Trader magazine in Canada he got to see an extraordinary network of buyers and sellers in operation. Later, when he became a venture capitalist - someone who invests in new or young companies, hoping that some of them will become very valuable - he applied what he’d learned. He invested in businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove. In the space of an hour, Grove traced the company’s history, year by year. He summarized Intel’s core pursuits: a profit margin twice the industry norm, market leadership in any product line it entered, the creation of “challenging jobs” and “growth opportunities” for employees.* Fair enough, I thought, though I’d heard similar things at business school. Then he said something that left a lasting impression on me. He referenced his previous company, Fairchild, where he’d first met Noyce and Moore and went on to blaze a trail in silicon wafer research. Fairchild was the industry’s gold standard, but it had one great flaw: a lack of “achievement orientation.” “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

Chinese and American companies have already kick-started this process, leaping out to massive leads over the rest of the world. Canada, the United Kingdom, France, and a few other countries play host to top-notch talent and research labs, but they often lack the other ingredients needed to become true AI superpowers: a large base of users and a vibrant entrepreneurial and venture-capital ecosystem. Other than London’s DeepMind, we have yet to see groundbreaking AI companies emerge from these countries. All of the seven AI giants and an overwhelming portion of the best AI engineers are already concentrated in the United States and China. They are building huge stores of data that are feeding into a variety of different product verticals, such as self-driving cars, language translation, autonomous drones, facial recognition, natural-language processing, and much more. The more data these companies accumulate, the harder it will be for companies in any other countries to ever compete.

Obvious prospects for physical growth in a business do not translate into obvious profits for investors. The experts do not have dependable ways of selecting and concentrating on the most promising companies in the most promising industries.

Now I know you’ve run many successful companies, so I’m not trying to suggest you’re new to the concept of leadership. From my perspective, though, that type of private sector experience doesn’t always translate into governmental success. If anything, it will often get in the way of it.

Fireplaces are not unique to Denmark. Neither are candles, cozy company or snuggling up with a cup of tea and a blanket on a stormy night. Danes, however, insist that hygge is uniquely Danish. One third refuse the idea that hygge can be translated into other languages and believe that it is mainly practiced in Denmark.

To the Cedar Falls legalists, if God’s word could come that way 10,000 years ago, there was no reason to believe it couldn’t come that way now. So when Vicki decided her family would follow Old Testament law and stop eating unclean meat like pork and oysters (“The Lord says, ‘Don’t eat it’—He knows it’s got trichonomas and isn’t good for your body,” Vicki wrote to a friend), no one in the group thought she’d come about the decision from anywhere but Scripture and His divine will. There would be anywhere from four to ten people at the Weavers’ house, sometimes as often as four nights a week. Randy led the Bible study most of the time, but everyone read chapters and commented on what they might mean. Vicki was clearly the scripturalist and scholar of the group. It was as if she had memorized the whole thing, from Genesis to Revelation, Acts to Zechariah. They read only the King James Version of the Bible, because Vicki said other translations weren’t divinely inspired and were pagan-influenced. By 1981, the Old Testament books were opening up for Randy and Vicki, not as outdated stories, but as the never-ending law of the Maker. He was opening their eyes to what was happening now, in the United States, just as Hal Lindsey had foretold. The forces of evil (the Soviet Union, the U.S. government, Jewish bankers) were ready to strike at any time against American people. From Ezekiel, they read: “Son of man [Christian Americans], set thy face against Gog [the grand conspiracy] … “Be thou prepared, and prepare for thyself, thou, and all thy company [their Bible study group] that are assembled unto thee, and be thou a guard unto them. After many days thou shalt be visited: in the latter years thou shalt come into the land that is brought back from the sword [somewhere in the American West], and is gathered out of many people, against the mountains [the Rockies] of Israel [the United States], which have been always waste [the desolate mountains of Montana? Colorado?

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

The emotional attachment that links customers to your product, as opposed to any other, translates into sustainable growth. Here are some basic rules to connect, shape, influence, and lead with your brand: Choose your target audience: The surest road to product failure is to try to be all things to all people. Connect with the public: Your objective is to make your audience feel an emotional attachment to your brand. Inspire and influence your audience: An inspirational brand message is far more influential than one

If you want to create a scalable business, you have to understand just how crucial it is to build brand equity. The emotional attachment that links customers to your product, as opposed to any other, translates into sustainable growth. Here are some basic rules to connect, shape, influence, and lead with your brand: Choose your target audience: The surest road to product failure is to try to be all things to all people. Connect with the public: Your objective is to make your audience feel an emotional attachment to your brand. Inspire and influence your audience: An inspirational brand message is far more influential than one that just highlights product feature functions.

Mobile phone apps – 2012 Before building a QuickBooks app, I decided to try iPhone and Android apps. This my first experience entering an app store. Unfortunately, the apps failed for many reasons: User base too small: There are millions of mobile phone users, but that does not translate to millions of users for your software. There is a subsection of a user base that matters most. Too many competitors: The app stores were oversaturated. There were over a million apps, literally. There was no way to stand out from the rest. My apps became me-too apps. The Intuit app stores were just getting started at the time and there were far fewer apps. Difficult to gain entry: I tried game development, and good games are expensive to produce. You need a soundtrack and graphic designers. The cost of making an exceptional game is outrageous. There was no way I could afford it. Failed to show value: Since most apps were free, users refused to pay me. I tried in-app purchases, but most users were uninterested. I learned that businesses were a better target because I could show them how to save time. Failed to solve a problem: In my eyes, app stores were the only way to advertise my game. I failed to tap into my potential user base. Businesses have a clear data entry problem that I can fix, but consumers were too difficult to sell to. Technical issues: I submitted one app to the Windows Marketplace, and it failed 15 times. I had to wait for Apple to publish updates to my app weekly. I learned that my next plugin must receive updates in a few hours, instead of a few days. Users simply cannot wait this long for an issue to get fixed. This was the most important lesson that I learned, and it inspired me to make a cloud-based system. Different devices:

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

There are unique spheres of language that exist in each part of the corporate organizational chart. Inside of each sphere is the language that is unique to the job. Engineers have one, marketing has another, and sales has yet another. In each of these groups, there are the managers who must speak their native language, as well as be able to translate between spheres in order to get the job done. I believe this is a legitimate reason for managementese. It’s the cross-functional language of the company.

Dell Inc.’s low relative costs up through the early 2000s came from both sources. Vertically integrated rivals, such as Hewlett-Packard, designed and manufactured their own components, built computers to inventory, and then sold them through resellers. Dell sold direct, building computers to customer orders using outsourced components and a tightly managed supply chain. These competing approaches had very different cost and investment profiles. Dell’s model required little capital since the company did not design or make components, nor did it carry much inventory. In the late 1990s, Dell had a substantial advantage in days of inventory carried. Because component costs were then dropping so fast, buying components weeks later, as Dell effectively did, translated into lower relative costs per PC. And Dell’s customers actually paid for their PCs before Dell had to pay its suppliers.

Over the course of many years, Amazon has put in place mechanisms to ensure that the Leadership Principles translate into action. Three foundational mechanisms are: the annual planning process; the S-Team goals process (the S-Team consists of the senior vice presidents and direct reports to Jeff Bezos); and Amazon’s compensation plan, which aligns incentives with what’s best for customers and the company over the long term.

mainly used for one of three things: • Creating insights from a complex set of data. • Forecasting the future on the basis of historical data. • Automating tasks based on historical knowledge. Even when a company finds

I started learning English from Abuelo Jorge's old grammar textbooks. I found them in Abuelo Celia's closet. They date back to 1919, the first year he started working for the American Electric Broom Company. At school, only a few students were allowed to learn English, by special permission. The rest of us had to learn Russian. I liked the curves of the Cyrillic letters, their unexpected sounds. I liked the way my name looked: Иван. I took Russian for nearly two years at school. My teacher, Sergey Mikoyan, praised me highly. He said I had an ear for languages, that if I studied hard I could be a translator for world leaders. It was true I could repeat anything he said, even tongue twisters like kolokololiteyshchiki perekolotili vikarabkavshihsya vihuholey "the church bell casters slaughtered the desmans that had scrambled out." He told me I had a gift, like playing the violin, or mastering chess.

According to Ivar, he and Dr Glowacki reached a final agreement on July 2, 1925, just days before the new participating preferred shares were to be sold. Ivar’s assistant, Karin Bökman, said she witnessed the signatures to the secret deal; she certified the translation of the original contract, as did a Polish notary. Dr Glowacki signed on behalf of the “Treasury of the Polish State,” and Ivar signed on behalf of International Match Corporation.32 Ivar apparently didn’t need to use the stamp he had prepared with a facsimile of Dr Glowacki’s signature. Like the B Shares, this contract was a marvel of financial innovation. First, the agreement provided for the creation of a new Dutch company called N.V. Maatschappij Garanta, or Garanta for short. Garanta would be incorporated in Amsterdam, and its shares would be owned by Polish citizens nominated by Dr Glowacki. Garanta would take over the entire match industry in Poland, from production to sale. Garanta also would assume “certain exchange losses which have been sustained by International Match Corporation in connection with financial transactions in Poland. This item is to be carried as an asset on the books of Garanta.”33 Apparently, Ivar had continued gambling on foreign exchange rates during 1925. This time, though, he had used International Match’s money, and this time he had lost. The secret agreement shifted those losses from International Match to Garanta. Durant and Berning were unaware of these losses, or their transfer.

There is an old Italian proverb, “Il meglio è l’inimico del bene,” which translates to, “The best is the enemy of the good.” Many companies who adopt OKRs want to do them perfectly. But perfection is an illusion that keeps you from getting to a simple starting place from which you can grow. Ask yourself, “What is the smallest possible starting point to begin my journey to success?” Then do that, learn from the experience, and try the next step.

Routine was death of the worst kind, a slow, insidious stripping of soul. Rarely could I even bring myself to run the same route on subsequent days; more rarely did I run at the same time every day. Sometimes I'd venture out first thing in the morning, other times during midday, still others in the evening or at night. I wasn't made to fit the modern industrialized world; my natural rhythms ran contrary to the nine-to-five business cycle. And I didn't always find people the preferred company. Not that I was antisocial, but being by myself wasn't unpleasant. Running alone was something I relished most of my life, even more so as I'd become older. Most runners prefer to run alone, so these habits are not entirely aberrant. The world and its institutions engulf and suffocate us. We runners find our sanctuary in retreating to the roadways and trails, our sacred reprieve. The wonder isn't that we go; it's that we come back. Our daily outings become purgings and resurrections. We move through this world as spirits, the air and the ground and the sky above absorbing us into something grander, and we disappear from the unbearable heaviness of being. These moments of transcendence cleanse our soul and liberate us from the manufactured and superficial. For a brief, beautiful instant we are as a human is meant to be, free and unencumbered, and this restores us and makes us fresh once more. And then it's on to the follies of being a citizen, of being a useful and contributing member of society. Back to the fickleness and irrationality of human nature and the roller coaster of modern living, with its spirals and twists, letdowns and disappointments. As soon as there are people involved, things get complicated, and rarely do they go the way you want them to. Over a lifetime, nos greatly outnumber the yeses. But the strong endure. The lessons you learn from running translate to life. The runner has a strong body and a strong heart. You get knocked down, you pick yourself back up, dust off, and keep going, only to get knocked down again, only to pick yourself back up once more and continue on, arising one time greater than toppling. And in this persistent enduring you acquire endurance. Your permanence is established in this way because you do not unseat easily, you have what it takes to withstand setbacks. You may waver and misstep, but you never give up. No matter how daunting the obstacle, you forge onward and keep chipping away until that barrier is eventually obliterated and overcome. p97

Alexander Dow, who concluded his scholarly translation from the Persian of Ferishta’s History of Hindostan

1. You might want to perform an audit of the paperwork your sales team is required to fill out to determine whether it is actually needed to produce sales. If it does not directly contribute to sales, get rid of it. If the paperwork is providing the company with necessary information, analyze how you can go about obtaining that information without burdening the sales team. By removing that burden from the sales team, could you see a pickup in selling time that will translate to an increase in sales?   2. Have you had to reduce territories, products, or rep income? What was the effect on your team?   3. Do you allow your team members the right to fail? What constitutes too much failure for an individual, and where do you draw the line? How do you communicate your policy to maintain a consistent message that is seen as fair and reasonable by your sales team?

work-related psychological benefits for employees translate into performance benefits for the company.

When there is a genuine vision (as opposed to the all-too-familiar “vision statement”), people excel and learn, not because they are told to, but because they want to. But many leaders have personal visions that never get translated into shared visions that galvanize an organization. All too often, a company’s shared vision

Some of the choices that Chinese consumers made did not translate easily to outsiders. A brand of stylish eyeglass frames appeared on the market, named “Helen Keller.” Reporters asked the company why it had chosen to advertise its eyeglasses with the world’s most famous blind person. The company replied that Chinese schools teach the story of Helen Keller primarily as an icon of fortitude, and sure enough, sales of the frames were brisk. Helen Keller glasses were selling under the slogan “You see the world, and the world sees you.

The phrase “conflict of interest” barely begins to describe Tom Lanphier’s rabidly partisan approach to advising one of the most powerful congressional allies of the American military-industrial complex. Yet he was in good company. Air force intelligence was crammed with highly competitive analysts who believed they were in a zero-sum game not only with the Russians but also with the army and the navy. If they could make the missile-gap theory stick, America would have to respond with a crash ICBM program of its own. The dominance of the Strategic Air Command in the U.S. military hierarchy would be complete—and Convair would profit mightily. It is hardly surprising that the information Lanphier fed to Symington and Symington to every politician and columnist who would listen was authoritative, alarming, and completely, disastrously wrong. Symington’s “on the record” projection of Soviet nuclear strength, given to Senate hearings on the missile gap in late 1959, was that by 1962 they would have three thousand ICBMs. The actual number was four. Symington’s was a wild guess, an extrapolation based on extrapolations by air force generals who believed it was only responsible to take Khrushchev at his word when, for example, he told journalists in Moscow that a single Soviet factory was producing 250 rockets a year, complete with warheads. Symington knew what he was doing. He wanted to be president and believed rightly that missile-gap scaremongering had helped the Democrats pick up nearly fifty seats in Congress in the 1958 midterm elections. But everyone was at it. The 1958 National Intelligence Estimate had forecast one hundred Soviet ICBMs by 1960 and five hundred by 1962. In January 1960 Allen Dulles, who should have known better because he did know better, told Eisenhower that even though the U-2 had shown no evidence of mass missile production, the Russians could still somehow conjure up two hundred of them in eighteen months. On the political left a former congressional aide called Frank Gibney wrote a baseless five-thousand-word cover story for Harper’s magazine accusing the administration of giving the Soviets a six-to-one lead in ICBMs. (Gibney also recommended putting “a system of really massive retaliation” on the moon.) On the right, Vice President Nixon quietly let friends and pundits know that he felt his own boss didn’t quite get the threat. And in the middle, Joe Alsop wrote a devastating series of columns syndicated to hundreds of newspapers in which he calculated that the Soviets would have 150 ICBMs in ten months flat and suggested that by not matching them warhead for warhead the president was playing Russian roulette with the national future. Alsop, who lived well but expensively in a substantial house in Georgetown, was the Larry King of his day—dapper, superbly well connected, and indefatigable in the pursuit of a good story. His series ran in the last week of January 1960. Khrushchev read it in translation and resolved to steal the thunder of the missile-gap lobby, which was threatening to land him with an arms race that would bankrupt Communism. Before the four-power summit, which was now scheduled for Paris in mid-May, he would offer to dismantle his entire ICBM stockpile. No one needed to know how big or small it was; they just needed to know that he was serious about disarmament. He revealed his plan to the Presidium of the Central Committee of the Communist Party of the Soviet Union at a secret meeting in the Kremlin on

Rakesh Roshan Rakesh Roshan is a producer, director, and actor in Bollywood films. A member of the successful Roshan film family, Mr. Roshan opened his own production company in 1982 and has been producing Hindi movies ever since. His film Kaho Naa…Pyaar Hai won nine Filmfare awards, including those for best movie and best director. When I remember Diana and her activities in the last years of her life, I strongly feel that God sends some special people into this world to perform some special duties. Diana was one of these special people. Advancing on this godly path of love and goodness, Diana was blossoming like a flower, and with her captivating fragrance she started infusing new life in our dangerously sick garden--which was apparently at the brink of a precipice. The irony is that the cruel winds of autumn ruthlessly blew away this rare flower and deprived the world of its soothing fragrance. Diana, Princess of Wales, is no longer present in this world, but Diana, the queen of millions of hearts, is immortal and will live forever. My heart breaks when I think of her last journey, her funeral, which was brilliantly covered all over the world. One could see the whole of England in tears, and the eyes of all the television viewers were also flooded. Thousands of men, women, and children had lined up along the entire route from the palace to the church where the services were held. All the fresh flowers available in the United Kingdom were there on the passage. All eyes were tearful, and one could clearly hear the sobs of people. There were heartrending scenes of people paying tribute to their departed darling. Last, I would like to write here a translation in English of a poem written in Urdu. We hope you will come back…dear friend But why this pervading sadness…dear friend The familiar flavor in the atmosphere is singing… You are somewhere around…dear friend Please come back, Diana; this sinking world desperately needs a savior.

The company with the widest pay gap on the list was Walt Disney, whose chief executive, Robert Iger, received $43.7 million last year. Given Mr. Baker’s estimate that Disney’s median worker received $19,530 last year, that translates to a C.E.O. multiple of 2,238 to one.

Data on how such buyers affect the listed market are difficult to corral. But an InvestigateWest analysis of roughly 12,000 buyers who paid cash for listed homes in Multnomah County between 2006 and 2014 found more than 850 individuals or their corporate doppelgangers buying between two and nine homes. Those buyers were joined by the 26 institutional investors that captured hundreds more. Translation? Among the approximately 12,000 purchases, there were at least 2,750 flips, remodels, redevelopments and new rental acquisitions in place of new homeowners at the lowest price point of the market. Owing to the lack of transparency in real estate holdings — many homes were acquired by opaquely named corporations, and some buyers use several at a time — and to the tendency of equity groups to place houses in the names of their investors rather than of the investment company, that number is likely much higher.

innovation—perhaps from the translation world’s equivalent of Uber, a taxi app. Software is unlikely to replace the translators, but it could co-ordinate their work with clients more efficiently. Smartling, an American company which seeks to cut out middlemen in this way, has clients including Tesla, an electric carmaker, and Spotify, a music-streaming service. Jochen Hummel, a pioneer in translation memory, says that a real breakthrough would come from combining software, memory and content management in a single database. But making money may still be tricky. The American tech titan has not tried to commercialise Google Translate. A former executive says the firm experimented with content-management software but “decided to focus on easier stuff, like self-driving cars.

The market is growing, and widening. Translation in continental Europe was once dominated by the “FIGS” (French, Italian, German and Spanish); Japanese, Chinese and Korean were the only Asian languages to speak of. Roughly 90% of online spending is accounted for by speakers of 13 languages, says Don DePalma of CSA. But others are becoming more important, for reasons of both politics and commerce. The European Union’s bureaucrats now have to communicate in 24 tongues. In Asia once-neglected languages such as Vietnamese and Indonesian matter more as those countries grow. Companies active in Africa regard that continent’s languages as increasingly important. Big software firms like Microsoft find it profitable to localise their wares in small languages like Maya or Luxembourgish.

The movie marketing paradigm says throw an expensive premiere and hope that translates into ticket sales come opening weekend. A growth hacker says, “Hey, it’s the twenty-first century, and we can be a lot more technical about how we acquire and capture new customers.” The start-up world is full of companies taking clever hacks to drive their first set of customers into their sales funnel. The necessity of that jolt—needing to get it any way they can—has made start-ups very creative.

LINCKLAEN, JOHN. (Agent of the Holland Land Company.) Journals of Travels into Pennsylvania, New York and Vermont (1791-1792). Translated from French by Helen Lincklaen Fairchild. With biographical sketch and notes. New York, Putnams: 1897.

I'm going to throw some suggestions at you now in rapid succession, assuming you are a father of one or more boys. Here we go: If you speak disparagingly of the opposite sex, or if you refer to females as sex objects, those attitudes will translate directly into dating and marital relationships later on. Remember that your goal is to prepare a boy to lead a family when he's grown and to show him how to earn the respect of those he serves. Tell him it is great to laugh and have fun with his friends, but advise him not to be "goofy." Guys who are goofy are not respected, and people, especially girls and women, do not follow boys and men whom they disrespect. Also, tell your son that he is never to hit a girl under any circumstances. Remind him that she is not as strong as he is and that she is deserving of his respect. Not only should he not hurt her, but he should protect her if she is threatened. When he is strolling along with a girl on the street, he should walk on the outside, nearer the cars. That is symbolic of his responsibility to take care of her. When he is on a date, he should pay for her food and entertainment. Also (and this is simply my opinion), girls should not call boys on the telephone-at least not until a committed relationship has developed. Guys must be the initiators, planning the dates and asking for the girl's company. Teach your son to open doors for girls and to help them with their coats or their chairs in a restaurant. When a guy goes to her house to pick up his date, tell him to get out of the car and knock on the door. Never honk. Teach him to stand, in formal situations, when a woman leaves the room or a table or when she returns. This is a way of showing respect for her. If he treats her like a lady, she will treat him like a man. It's a great plan.

according to one analysis, from 2000 to 2009, the largest media conglomerates together wrote down more than $200 billion in assets. And these companies’ poor stock performance relative to indexes such as the S&P predates the business destruction precipitated by the Internet. Media companies have a history of predominantly achieving growth through acquisition, but revenue growth has not necessarily translated into better stock performance and a certain kind of market power.40

From these two broad examples we draw two morals for our readers: Obvious prospects for physical growth in a business do not translate into obvious profits for investors. The experts do not have dependable ways of selecting and concentrating on the most promising companies in the most promising industries.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

Finding a good career coach takes some sifting. Marcie Schorr Hirsch, a principal with Hirsch/Hills Associates, recommends looking for a coach with four different qualities: 1. A regular habit of gathering new information from disparate sources to maintain a broad awareness about what is going on in the world; 2. The ability to see patterns and find trends in large, complex data sets; 3. The creative ability to predict how your talents and values might translate into existing positions and jobs that could be created; and 4. A personal chemistry that engenders trust, since outcomes are usually better when the client enjoys the coach’s style and company. Getting

Titles are arbitrary social constructs that only make sense in the context they’re given. Titles don’t translate across companies meaningfully, and they’re a deeply flawed way to judge yourself or others. Don’t let them become your goal.

authorsusancain quietrev.com SUSAN CAIN is the co-founder of Quiet Revolution and the author of the bestsellers Quiet Power: The Secret Strengths of Introverted Kids, and Quiet: The Power of Introverts in a World That Can’t Stop Talking, which has been translated into 40 languages and been on the New York Times bestseller list for more than four years. Quiet was named the best book of the year by Fast Company magazine, which also named Susan one of its “Most Creative People in Business.” Susan is the co-founder of the Quiet Schools Network and the Quiet Leadership Institute, and her writing has appeared in The New York Times, The Atlantic, The Wall Street Journal, and other publications. Her TED Talk has been viewed more than 17 million times and was named by Bill Gates as one of his all-time favorite talks.

Using cash-basis accounting, Jackson could easily make it look like the corporation suffered massive losses each year. Poultry Growers Inc. paid up front for its feed, fuel, and other farm expenses. Because Tyson sold its birds with long-term contracts to grocery stores and restaurant chains, it could delay reporting its income into the next tax period, when cash from the contracts rolled in. Hypothetically, the company could kick the can of taxable income down the road for years.1 While Tyson couldn’t escape paying taxes altogether, it could reduce its payments substantially. In Jackson’s view, the income tax ploy basically let Tyson take an interest-free loan from taxpayers. By putting off its tax payments, Tyson could put its money to work by investing it in new equipment or more workers. The plan worked, but it was hell on Jackson. After carefully orchestrating Tyson’s cost codes and accounting for all the company’s transactions, Jackson had to translate all the numbers into a different accounting basis. When it came time to pay taxes, he submitted these books to the IRS. When Tyson went to banks to borrow more money, Jackson had the other books on hand, the ones that used accrual-basis accounting. Presumably, all of this was legal. By 1985, Tyson’s Foods had avoided paying $26.5 million in annual taxes through the cash-basis loophole, according to a report written by two economists with the U.S. General Accounting Office.

Marketing in a new language presents another set of challenges when doing business abroad. Not only will marketing staff need to translate the company’s literature—brochures, manuals, and more—into the local language, they’ll also need to translate parts of your website or set up a new website entirely. When considering what to translate, keep in mind that a new set of customers may have different preferences for how they receive information.

survey companies in Myanmar, with various respectable organizations arising as central members on the lookout. Among these organizations, Myanmar Study Exploration (MSR), Kantar TNS Myanmar, and Knowledge Myanmar Exploration stand apart as driving suppliers of statistical surveying and review administrations in the country. Myanmar Overview Exploration (MSR) has set up a good foundation for itself as an unmistakable review organization, offering a large number of examination and counseling administrations to homegrown and worldwide clients. With a solid spotlight on information exactness and unwavering quality, MSR has gained notoriety for conveying smart market knowledge and significant proposals to its clients. Kantar TNS Myanmar, one more key part in the overview business, brings an abundance of involvement and skill to the Myanmar market. As a component of the worldwide Kantar organization, the organization offers state of the art research strategies and a profound comprehension of buyer conduct, empowering clients to pursue informed choices and gain an upper hand in the commercial center. Knowledge Myanmar Exploration is likewise transforming the review business, giving top notch research arrangements custom fitted to the particular necessities of organizations working in Myanmar. The organization's obligation to conveying significant experiences and vital direction has added to its progress in serving a different cluster of clients across different areas. These study organizations assume a vital part in assisting organizations and associations with exploring Myanmar's dynamic market scene. By utilizing their skill in information assortment, examination, and translation, these organizations enable clients to acquire a more profound comprehension of customer inclinations, market patterns, and industry elements. Also, the presence of legitimate study organizations like MSR, Kantar TNS Myanmar, and Knowledge Myanmar Exploration mirrors the developing interest for solid and far reaching statistical surveying administrations in Myanmar. As the nation keeps on starting up to worldwide business open doors, the requirement for exact and noteworthy bits of knowledge has never been more prominent. As well as serving the necessities of organizations, these overview organizations likewise add to the improvement of survey companies in Myanmar overall. Through their obligation to maintaining elevated requirements of impressive skill and moral lead, they set a positive model for different players in the business and assist with raising the general nature of examination and counseling administrations accessible in the country. Besides, these organizations effectively draw in with neighborhood networks, giving work open doors and cultivating the improvement of nearby ability in the field of statistical surveying and information examination. By supporting a talented labor force and advancing information trade, they add to the structure of a vigorous and maintainable exploration biological system in Myanmar. All in all, the development of review organizations, for example, Myanmar Overview Exploration (MSR), Kantar TNS Myanmar, and Understanding Myanmar Exploration mirrors the rising significance of dependable statistical surveying and study administrations in Myanmar. With their obligation to greatness and their commitments to industry improvement, these organizations are ready to assume a critical part in forming the fate of survey companies in Myanmar.

Despite being a nonprofit, we have been able to build a team that rivals those of the most resource-rich tech companies. Hundreds of incredibly talented people have committed a major part of their careers to be part of the Khan Academy team, often taking considerable pay cuts to do so. Thousands of volunteers all over the world have now translated Khan Academy into over fifty languages. Inspirational leaders like Bill Gates, Reed Hastings, and Elon Musk have become some of our biggest supporters and advocates. This journey seems so serendipitous that it has become something of an inside joke among the Khan Academy team that perhaps benevolent aliens are helping us so that, through education, we can prepare humanity for first contact.

Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

It is to cover this default risk that lenders add a default spread to the riskless rate when they lend money to firms; the greater the perceived risk of default, the greater the default spread and the cost of debt. To estimate this default spread, you can use a bond rating for the company, if one exists, from an established ratings agency such as S&P or Moody's. If there is no published bond rating, you can estimate a synthetic rating for the firm, based on its ratio of operating income to interest expenses (interest coverage ratio); higher interest coverage ratios will yield higher ratings and lower interest coverage ratios. Once you have a bond rating, you can estimate a default spread by looking at publicly traded bonds with that rating. In July 2023, S&P gave KHC a BBB rating, and the default spread for BBB-rated bonds at the time was 1.89%, which when added to the risk-free rate of 3.80% yields a pretax cost of debt of 5.69%. Incidentally, if KHC had not had a rating, we could have computed an interest coverage ratio for the firm: With this coverage ratio, we would have obtained a synthetic rating of A–, translating into a default spread of 1.54% and a pretax cost of debt of 5.34%, in July 2023.

this dependence upon giant social media companies to stage this faux-protest against the System misses the irony that social media is the System and the hours consumed in this posturing simply translate into more money and power for the companies themselves, not to mention more carbon dioxide pollution for the environment both claim to love so much.

you cannot judge a valuation by its precision, since you will face more uncertainty when you value a young growth company than when you value a mature company. Another is that avoiding dealing with uncertainty will not make it go away. Refusing to value a business because you are too uncertain about its future prospects makes no sense, since everyone else looking at the business faces the same uncertainty. Finally, collecting more information and doing more analysis will not necessarily translate into less uncertainty, since the uncertainty does not just come from estimation mistakes but also reflects real uncertainty about the future.

On the other hand, while the investment funds had substantial investments and substantial gains in IBM, the combination of its apparently high price and the impossibility of being certain about its rate of growth prevented them from having more than, say, 3% of their funds in this wonderful performer. Hence the effect of this excellent choice on their overall results was by no means decisive. Furthermore, many—if not most—of their investments in computer-industry companies other than IBM appear to have been unprofitable. From these two broad examples we draw two morals for our readers: Obvious prospects for physical growth in a business do not translate into obvious profits for investors. The experts do not have dependable ways of selecting and concentrating on the most promising companies in the most promising industries.

The talent required within the CoE is wide and ranges from business and operations excellence to risk and IT departments. According to McKinsey’s survey, the CoE of top-performing companies includes a large variety of profiles such as delivery managers, data scientists, data engineers, workflow integrators, system architects, developers, and, most critically, translators and business analysts.152 A

Capture the Quantitative Impact of Your Accomplishments Examine everything you’ve done, but don’t merely report what you’ve done. Report the quantitative impact, that is, the numbers that resulted from your achievement. That’s what hiring managers care about most. For example: When I was in school, I worked in the University’s Personnel department. During my time there, the Director asked if I could explain a monthly report she received from Accounts Payable. The report identified everything charged to Personnel. Unfortunately, neither the Director nor her team could understand what it was saying. After some analysis and research, I was able to translate the confusing report into something the Director could understand. What I did not do was ask the Director and her team for the financial impact of now being able to understand the report. While what I did was a valuable story to share at my next interview, it would have meant a lot more if I’d identified the dollars saved or some other quantified impact. As noted earlier, a few years later, I worked for a high-tech company that sold equipment to Fortune 500 firms. The company wasn’t winning the large deals like they had in the past, so I was asked to investigate. I identified the process breakdown causing the problem. I also created a short-term solution, so that the company could start winning bids again while the long-term solution was being developed. What I did not do — and almost have to kick myself now for not doing — was to ask for the value of the deals we were now winning. Those $$$ would have clearly explained the positive impact of my work. It would have been a wonderful talking point in my resume. After my job was eliminated for the second time in 13 years, I started doing a better job of quantifying the impact of my accomplishments.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.