Upgrade Movie Quotes

He turned to Harley, the oddly muscular eight-year-old son of Hephaestus. "Want to come with? I might need help with the projector." "A projectile! Yes!" Harley pumped his fist. "A projector," Connor corrected. "And you can't make it do anything but show the movie. No exploding upgrades. No turning it into a killer robot." "Aww ..." Harley scowled in disappointment, but he followed Connor to the Big House.

The union of a zillion streams of information intermingling, flowing into each other, is what we call the cloud. Software flows from the cloud to you as a stream of upgrades. The cloud is where your stream of texts go before they arrive on your friend’s screen. The cloud is where the parade of movies under your account rests until you call for them. The cloud is the reservoir that songs escape from. The cloud is the seat where the intelligence of Siri sits, even as she speaks to you. The cloud is the new organizing metaphor for computers. The foundational units of this third digital regime, then, are flows, tags, and clouds.

The bathroom weasel technique is like when a movie theater asks if you want to upgrade to a large soda for only thirty cents more. Sure, whatever, might as well.

I’ve spoken to many experts over the years, and the conversation often comes back to the same thing: as long as you believe that your inner critic is the voice of the true you, the wisest you, it’s always going to guide you. Many of us even use phrases like, “I know myself, and . . .” before announcing a limiting belief. But if you can create a separate persona for your inner critic—one that is different from the true you—you’ll be considerably more successful at quieting it. This can be enormously helpful and you can have fun with it at the same time. Give your inner critic a preposterous name and outrageous physical attributes. Make it cartoonish and unworthy of even a B-grade movie. Mock it for its rigid dedication to negativity. Roll your eyes when it pops into your head. The better you become at distinguishing this voice from the real you, the better you’ll be at preventing limiting beliefs from getting in your

Ninja An upgraded Thief that specializes in stealth, martial arts, and some basic spells. Has a dodge ability that makes them harder to hit with melee attacks.

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

In two years of research the best example of self-disruption I can find is Netflix. Netflix’s transition to streaming from DVD rental by mail was not nearly as smooth as many would like to remember it, but in hindsight it appears genius. Netflix was founded in 1997 as a DVD mail service and pretty rapidly rose to take huge market share from local video stores who could not compete with its vast range of titles. People soon appreciated the appeal of no late fees, the ability to have several movies out at the same time, as well as its unlimited consumption tariff. Always keen to keep abreast of the latest technology, in 2007 Netflix spent about $40 million to build data centres and to cover the cost of licensing for the initial streaming titles (Rodriguez, 2017). When internet speeds allowed, it introduced streaming as an additional service for its existing subscribers. Monthly fees remained the same, but those with more expensive tariffs were given access to more hours of streamed content. While it added something for free, it also helped give people a reason to upgrade to more expensive plans. Growth was impressive, the video libraries of streamed content rose, the share price rose impressively from $3 in 2007 to over $42 in 2011, and life was good. In September 2011 Netflix made a very bold move. It created two tariffs, and moved all its US subscribers onto two separate plans: the original DVD-by-mail service was to be called Qwikster; the other was a streaming service for a lower monthly fee. The market was shocked, and by December the stock price was below $10 and the company was in pieces. The company rapidly lost higher revenue DVD subscribers and within nine months profits were down by 50 per cent (Steel, 2015). And yet slowly things changed. First, the lower prices suddenly appealed to a much wider market, bringing in far more paying customers, allowing Netflix to buy more content and to slowly raise prices. Then Netflix started making its own original content, clearing out global streaming rights, and then at a flick of a switch it was able to expand globally. If Netflix had not disrupted itself it would be a very different company. It would rely on a massive physical distortion system, with very high costs. It would probably have lost out massively to YouTube and would have withered away as a mail-order DVD supplier. Instead, Netflix’s share price is now nearly $200, five times more than it was when it bravely self-disrupted, it operates in 190 countries, makes nearly $9 billion in revenue from over 110 million customers (Feldman, 2017). Today DVDs represent only 4 per cent of Netflix’s users. It seems that in 2011, when Wall Street was demanding the resignation of Reed Hastings for reinventing the business, they were wrong. From this you can see the pressure this approach places on leaderships, the confidence you need to have, the degree to which this antagonizes the market and everyone around you. This move takes balls. The confidence, conviction, and aggression, to change before you have to create your own future, is remarkable.

As theaters were the first point of revenue collection for the entire industry, this side of the business often had insights on how to keep the halls full every weekend and therefore needed some control of the product, the films themselves. Unlike a producer, who usually hired people one movie at a time and could scale down expenditures, a theater owner had substantial leases or mortgage payments on his real estate and faced ongoing pressure. Further, theater owners suddenly had to spend large amounts of capital to upgrade their facilities for a new technology.

Schneider asked Ross to take Newton from Cozumel to Cuba in his trimaran, and Ross agreed. With Schneider’s money, Ross upgraded his boat, adding sonar, radar, and a diesel engine.101 But when he set out from Miami to Mexico, the boat snagged on a giant underwater statue of Jesus off Key West and sank.102 Ross barely made it back to shore.

Here’s the truth: What I want you to take from this is that you have all the power of your brain available to you now. The utopia that each of these movies and TV shows depicts is already possible for you. While we use all of our brain, some people use their brain better than others. Just as most people use 100 percent of their body, there are some bodies that are faster, stronger, more flexible, and more energized than others. The key is to learn how to use your brain as efficiently and effectively as you possibly can—and by the end of this book, you’ll have the tools to do so. New belief: I am learning to use my whole brain in the best way possible.