Triple Constraint Quotes

Once male and female poles have bonded together, the undifferentiated energies of life can then circulate through us. Looking at the state of the earth, it's no surprise that we worship the patriarchal state of stillness and silence while disregarding the feminine artistic and biological forces. We exist in a patriarchal society where the feminine influence of production has been distorted and ignored. The profound feminine intelligence within us is our souls, the spirit world, the natural world, and our emotions. These were all stolen, killed, or demonized. The patriarchal axis forces us into stereotypical awareness. In somatic studies, the brain, the "working" force, and our rational minds are portrayed. We need that force to shed light on our ideas, to act upon our feminine intuition. There will always be two polarities of masculine forms of consciousness at odds with one another. The masculine vs. the feminine, me vs. someone else— what we see as opposite and inward and outwardly warring forces. There is a triple form of consciousness rooted in the feminine pole: the power to see two things but also what lies between them, to access liminal space, to continually create and re-create. In the end, this is the power from which we all emerge to separate into binary consciousness. Only by revering intensely the feminine force of existence, by linking the head with the body, the masculine with the feminine, may we push beyond the constraints of patriarchal truth and into awareness of the divine concept that gave birth to all of us. It is an incorrect assumption to state that awakening kundalini is purely feminine energy or energy of the goddess. The power of creation and evolution, which are profoundly feminine powers, certainly never stops being. Yet illumination arrives as the masculine and feminine powers within us intertwine and embrace each other rather than hinder each other. By merging these feminine and masculine principles, we move into wholeness beyond a state of separation and thus become fully realized. We become masculine and feminine, empty, and full. We can even go beyond those states and witness them, observe consciousness or energy waves that flow through our body. In kundalini awakenings, the completion state is not one of a single energy chain streaming from the genitals through the top of the head or into the brain, but of all energies merging and becoming one, and both flowing downwards, entangled, into the space of the heart. This is a state of being constantly at odds with each other within and without, between two forces— male and female, void and non-void, extension and contraction, fullness, and absence. This is a state of being both forces at the same time, as well as falling between them.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

Indeed, in many agricultural regions — including northern China, southern India (as well as the Punjab), Mexico, the western United States, parts of the Middle East, and elsewhere — water may be much more of a constraint to future food production than land, crop yield potential, or most other factors. Developing and distributing technologies and practices that improve water management is critical to sustaining the food production capability we now have, much less increasing it for the future. Water-short Israel is a front-runner in making its agricultural economy more water-efficient. Its current agricultural output could probably not have been achieved without steady advances in water management — including highly efficient drip irrigation, automated systems that apply water only when crops need it, and the setting of water allocations based on predetermined optimum water applications for each crop. The nation’s success is notable: between 1951 and 1990, Israeli farmers reduced the amount of water applied to each hectare of cropland by 36 percent. This allowed the irrigated area to more than triple with only a doubling of irrigation water use.37 Whether

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