Vertical Integration Quotes

We want to help our children become better integrated so they can use their whole brain in a coordinated way. For example, we want them to be horizontally integrated, so that their left-brain logic can work well with their right-brain emotion. We also want them to be vertically integrated, so that the physically higher parts of their brain, which let them thoughtfully consider their actions, work well with the lower parts, which are more concerned with instinct, gut reactions, and survival. The

Elon Musk over promises to deliver proprietary-to-novel products in short time but delivers a bit late. The advantage of this tactic is it drives global PR ad also lures pre-orders.

Apple doesn’t own the saw, and it doesn’t own the company that owns the saw. It also doesn’t staff the factory where the saw will be used. But it absolutely has an opinion as to which saw its supplier will use. It’s a new form of vertical integration. Where once a manufacturer would own every step of the process, Apple now controls each step without owning any of it.

We are a vertically integrated publishing house that equips readers to make positive changes in their lives and in the world around them. Microcosm emphasizes skill-building, showing hidden histories, and fostering creativity through challenging conventional publishing wisdom with books and zines about DIY skills, food, bicycling, gender, self-care, and social justice.

Sometimes, however, you may need greater rigor and focus to get a project or situation under control, to identify a solution, or to ensure that all the right steps have been determined. This is where vertical focus comes in. Knowing how to think productively in this more vertical way and how to integrate the results into your personal system is the second powerful behavior set needed for knowledge work.

He even made an interesting concession. Throughout their careers they had adhered to competing philosophies on one of the most fundamental of all digital issues: whether hardware and software should be tightly integrated or more open. “I used to believe that the open, horizontal model would prevail,” Gates told him. “But you proved that the integrated, vertical model could also be great.” Jobs responded with his own admission. “Your model worked too,” he said.

Women remained in an underprivileged position under social modernity. The ‘male breadwinner model’67 brought with it new inequalities. Since housewives were not employed, they were excluded from many insurance benefits, or minimally covered by these. The care and reproductive work that women performed in the household was neither paid nor integrated into the official order of social modernity. In other words, while social modernity attenuated the conflicts and risks induced by vertical inequalities (between classes), it reproduced new inequalities on the horizontal level—weighing especially on women and migrants.

The nondual approach integrates evolving theories and embodiment practices along the horizontal dimension with timeless awareness and transcendence along the vertical dimension. It fosters the therapist's authenticity, presence, spontaneous creativity and radical acceptance. While the therapist may have an impressive array of tools, effectiveness requires unlearning and resting in unknowing presence. In this way, nondual awareness deepens psychology by shifting attention from the head to the heart, creating a resonant field of loving, empathic acceptance that unveils new ways of perceiving encompassing mind, heart, and body.

In the Kabbalah, the structure of human faculties takes the form of a tree with a right-hand side and a left-hand side; humanity’s task is to integrate them, both laterally and vertically.39 Specifically it is held that the mind is made up of two faculties: wisdom (chochmah) on the right, which receives the Gestalt of situations in a single flash, and understanding (binah), opposite it on the left, which builds them up in a replicable, step-by-step way. Chochmah and binah are considered ‘two friends who never part’, because you cannot have one without the other. Chochmah gives rise to a force for loving fusion with the other, while binah gives rise to judgment, which is responsible for setting boundaries and limits.40 Their integration is another faculty called da’at, which is a bit like Aristotle’s phronesis, or even sophia – an embodied, overarching, intuitive capacity to know what the situation calls for and to do it. What is more this tree is a true organism, each ‘part’ reflected in, and qualified by co-presence with, each of the others.

Sirhind (or Lahore), Rajputana, Gujrat, Malwa, Audh (including Rohilkand, strictly Rohelkhand, the country of the Rohelas, or "Rohillas" of the Histories), Agra, Allahabad, and Dehli: and the political division was into subahs, or divisions, sarkars or districts; dasturs, or sub-divisions; and parganahs, or fiscal unions. The Deccan, Panjab (Punjab), and Kabul, which also formed parts of the Empire in its widest extension at the end of the seventeenth century, are omitted, as far as possible, from notice, because they did not at the time of our narration form part of the territories of the Empire of Hindustan, though included in the territory ruled by the earlier and greater Emperors. Bengal, Bihar, and Orissa also formed, at one time, an integral portion of the Empire, but fell away without playing an important part in the history we are considering, excepting for a very brief period. The division into Provinces will be understood by reference to the map. Most of these had assumed a practical independence during the first quarter of the eighteenth century, though acknowledging a weak feudatory subordination to the Crown of Dehli. The highest point in the plains of Hindustan is probably the plateau on which stands the town of Ajmir, about 230 miles south of Dehli. It is situated on the eastern slope of the Aravalli Mountains, a range of primitive granite, of which Abu, the chief peak, is estimated to be near 5,000 feet above the level of the sea; the plateau of Ajmir itself is some 3,000 feet lower. The country at large is, probably, the upheaved basin of an exhausted sea which once rendered the highlands of the Deccan an island like a larger Ceylon. The general quality of the soil is accordingly sandy and light, though not unproductive; yielding, perhaps, on an average about one thousand lbs. av. of wheat to the acre. The cereals are grown in the winter, which is at least as cold as in the corresponding parts of Africa. Snow never falls, but thin ice is often formed during the night. During the spring heavy dews fall, and strong winds set in from the west. These gradually become heated by the increasing radiation of the earth, as the sun becomes more vertical and the days longer. Towards the end of May the monsoon

brothers reduced house building to a twenty-seven-step process in which single-task, unskilled and un-unionized workers only painted or only tiled or only hammered. They also vertically integrated their company to take control of their own concrete and timber production.

And here is where we could see the emergence of new types of companies—“Auto-Tech.” These would either be vertically integrated or strategically allied companies, from vehicle manufacture, to fleet management, to ride hailing through their own platforms. They would be the master coordinators of multiple capabilities—manufacturing, data and supply chain management, machine learning, software and systems integration, and the delivery of high-quality “mobility as a service” to customers around the world. At this point, there is still no tipping point where the benefits of new technology and business models prove so overwhelming that they obliterate the oil-fueled personal car model that has reigned for so long.

The primary venue for activities in which value is created for participants shifts from an internal production department to a collection of external producers and consumers—which means that management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration. The focus on processes such as finance and accounting shifts from cash flows and assets you can own to communities and assets you can influence. And while platform businesses themselves are often extraordinarily profitable, the chief locus of wealth creation is now outside rather than inside the organization.

Snatch. The kettlebell snatch is a total-body exercise with special emphasis on the entire posterior chain. It simultaneously develops strength, explosiveness, structural integrity, cardiorespiratory capacity, and virtually every attribute on the athletic continuum. There are six stages to the snatch: Inertia swing Acceleration pull with hip and trapezius Hand insertion deep into the handle Overhead lockout Direction change into the drop Grip change into the backswing To perform this exercise, with the kettlebell on the floor in front of you, load your hips and grip the kettlebell with your fingers as you would for the swing (see figure 7.21a). Swing the kettlebell back between your legs as you begin to stand, further loading the hips (see figure 7.21b). As with the swing and clean, various thumb positions can be used in the downswing and upswing portion of the snatch. The most common is to rotate the thumb back at the end of the downswing and transition to a 45-degree angle (thumb up) at the beginning of the acceleration pull. Keep your arm connected to your body and extend your knees and hips, allowing the inertia of the kettlebell to pull your arm forward (figure 7.21c). Just as the arm begins to separate from the body, accelerate the kettlebell vertically as fast as you can by rapidly pulling with the hip, followed by a shrug of the trapezius. If you are snatching with your right hand, push forcefully with your left leg, pull back your right hip, and shrug with your right trapezius (see figure 7.21d). As the kettlebell is accelerating upward, release your fingers and insert your palm deeply into the handle (see figure 7.21e). Allow the momentum to carry the kettlebell all the way to the top and lock out your arm in the fully extended elbow position (see figure 7.21f). This overhead lockout position is identical to the overhead position in the push or push press (thumb facing back, no or minimal rotation). To drop the kettlebell back down, first shift your weight to the opposite foot (if snatching with the right hand, shift to the left foot) and lean your upper body back (see figure 7.21g). Keep your hips and torso extended maximally and let your triceps connect to your torso. Finish the downswing by changing grips and pulling your hand back to catch the handle with your fingers (see figure 7.21h), and tighten the fingers as you follow the kettlebell between your legs into the backswing (see figure 7.21i). Use the rhythmic motion to continue the snatch for the desired repetitions.

healthy transcendence is more horizontal than it is vertical. It’s about confronting the realities of the human condition head-on with equanimity, wisdom, and loving-kindness and harnessing all that we are in the service of realizing the best version of ourself so we can help raise the bar for the whole of humanity.[6] With healthy transcendence, we have done the inner work to integrate our whole self, including our deprivation motivations, so that they no longer rule our actions in the world. We see the world on its own terms, and what we see may be intensely beautiful.

I read a couple days ago Ben Smith saying that in three years he doesn't think BuzzFeed will exist in its current form. Can you tell me what Ben was talking about and what you think that means? He was talking about all the stuff we've been talking about. It's hard to predict three years out, so part of it was saying, "Who knows what'll happen in three years, what the web will be like in three years?" We've been based on a model of continual change. Three years ago, BuzzFeed had no reporters. Two years ago we had no video. One year ago we didn't have foreign correspondents around the world or an investigative team. Three years ago we were a cat site, an internet meme site. So a lot has changed in three years. It's an out-of-context quote — Ben was talking about the changes that have happened in three years. We went from the traditional media model of content and distribution to the vertically-integrated model of content distribution technology to the network-integrated model of technology helping at every level. Technology helping with content creation and then that content going on our platforms, distributed across the web, potentially going to traditional platforms like television or print. We don't really have plans to do any print. "Three years ago we were a cat site." But there's a possibility of having something that you look at and think that this isn't a site, this is a global media company. It's not just a site, it's a whole process for distributing news, buzz, life, on the web, mobile, native apps, and it looks very different than it looks today.

developmental theorists envision a mind rent by vertical splits between different self-states that have not been integrated with one another.

Conceptual integrity does require that a system reflect a single philosophy and that the specification as seen by the user flow from a few minds. Because of the real division of labor into architecture, implementation, and realization, however, this does not imply that a system so designed will take longer to build. Experience shows the opposite, that the integral system goes together faster and takes less time to test. In effect, a widespread horizontal division of labor has been sharply reduced by a vertical division of labor, and the result is radically simplified communications and improved conceptual integrity.

The fifth factor in the T Algorithm is the ability to control the consumer experience, at purchase, through vertical integration.

HMOs have been so successful that they now occupy a dominant position in the market for health care in the United States. Approximately forty-five million Americans are uninsured. Of the remainder, about half are enrolled in some type of HMO. Most others receive some sort of managed care plan. Less than 10 per cent of Americans still have classic fee-for-service private health insurance (down from more than 70 per cent in the late ’80s). So even though many people equate HMOs with private health care, these sorts of corporations exist only because of the failure of private markets to supply appropriate health care. HMOs succeed precisely because they are more efficient than insurance markets. There should be no illusions about the character of these organizations—they are giant bureaucracies. The largest of them, Kaiser Permanente, employs over eleven thousand physicians and has more than six million subscribers in the state of California alone. This makes Kaiser larger than most of the government-run health care systems in Canada. And while the Canadian system is extremely decentralized, Kaiser Permanente is a single, vertically integrated corporation.

management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration. The focus on processes such as finance and accounting shifts from cash flows and assets you can own to communities and assets you can influence. And while platform businesses themselves are often extraordinarily profitable, the chief locus of wealth creation is now outside rather than inside the organization. Network effects are creating the giants of the twenty-first century. Google and Facebook each touch more than one-seventh of the world’s population. In the world of network effects, ecosystems of users are the new source of competitive advantage and market dominance.

Enron. One: The firm endorsed Enron’s asset-light strategy. In a 1997 edition of the Quarterly, consultants wrote that “Enron was not distinctive at building and operating power stations, but it didn’t matter; these skills could be contracted out. Rather, it was good at negotiating contracts, financing, and government guarantee—precisely the skills that distinguished successful players.” Two: The firm endorsed Enron’s “loose-tight” culture. Or, more precisely, McKinsey endorsed Enron’s use of a term that came straight out of In Search of Excellence. In a 1998 Quarterly, the consultants peripherally praised Enron’s culture of “[allowing executives] to make decisions without seeking constant approval from above; a clear link between daily activities and business results (even if not a P&L); something new to work on as often as possible.” Three: The firm endorsed Enron’s use of off–balance-sheet financing. In that same 1997 Quarterly, the consultants wrote that “the deployment of off–balance-sheet funds using institutional investment money fostered [Enron’s] securitization skills and granted it access to capital at below the hurdle rates of major oil companies.” McKinsey heavyweight Lowell Bryan—godfather of the firm’s financial institutions practice—put it another way: “Securitization’s potential is great because it removes capital and balance sheets as constraints on growth.” Four: The firm endorsed Enron’s approach to “atomization.” In a 2001 Quarterly, the consultants wrote: “Enron has built a reputation as one of the world’s most innovative companies by attacking and atomizing traditional industry structures—first in natural gas and later in such diverse businesses as electric power, Internet bandwidth, and pulp and paper. In each case, Enron focused on the business sliver of intermediation while avoiding the incumbency problems created by a large asset base and vertical integration.

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

As with Japanese keiretsu, the member firms in a Korean chaebol own shares in each other and tend to collaborate with each other on what is often a nonprice basis. The Korean chaebol differs from the Japanese prewar zaibatsu or postwar keiretsu, however, in a number of significant ways. First and perhaps most important, Korean network organizations were not centered around a private bank or other financial institution in the way the Japanese keiretsu are.8 This is because Korean commercial banks were all state owned until their privatization in the early 1970s, while Korean industrial firms were prohibited by law from acquiring more than an eight percent equity stake in any bank. The large Japanese city banks that were at the core of the postwar keiretsu worked closely with the Finance Ministry, of course, through the process of overloaning (i.e., providing subsidized credit), but the Korean chaebol were controlled by the government in a much more direct way through the latter’s ownership of the banking system. Thus, the networks that emerged more or less spontaneously in Japan were created much more deliberately as the result of government policy in Korea. A second difference is that the Korean chaebol resemble the Japanese intermarket keiretsu more than the vertical ones (see p. 197). That is, each of the large chaebol groups has holdings in very different sectors, from heavy manufacturing and electronics to textiles, insurance, and retail. As Korean manufacturers grew and branched out into related businesses, they started to pull suppliers and subcontractors into their networks. But these relationships resembled simple vertical integration more than the relational contracting that links Japanese suppliers with assemblers. The elaborate multitiered supplier networks of a Japanese parent firm like Toyota do not have ready counterparts in Korea.9

Capitalists don’t want free trade any more than they want whooping cough. Their nature is to conglomerate, homogenate, vertically integrate and dominate until there is no competition. The rules? Screw the rules! They’ll rig the game, spit on the ball, bribe the refs, tilt the playing field, pork the cheerleaders and kick free enterprise in the nuts.

When two or more specific assets are closely linked, the chance for opportunistic behavior is greater than if the assets have separate owners (Rubin: p. 8). Since the landfill is a specific asset that is required for the garbage company, there is a greater chance that a holdup may occur if owned by a separate company. This makes a compelling case for vertical integration even though, owning and managing

This is the way we stimulate neuronal activation and growth—how we SNAG the brain toward a more vertically integrated state as we connect body to cortex with interoception. The more we focus our attention toward bodily sensations within our subjective experience in awareness, the more we activate the physical correlate of insula activation and subsequent growth. As

But what if the Afghan government wasn’t really trying to govern? What if it was focused on another objective altogether? What if corruption was central to that objective and therefore to the government’s mode of operation? Perhaps GIRoA could best be understood not as a government at all but as a vertically integrated criminal organization—or a few such loosely structured organizations, allies but rivals, coexisting uneasily—whose core activity was not in fact exercising the functions of a state but rather extracting resources for personal gain.

He links Judeo-Christian symbolism with Taoism. Jung said: The Chinese symbol of the one [Being], Tao, consists of yang (fire, hot, dry, south side of the mountain, masculine, etc.) and yin (dark, moist, cool, north side of the mountain, feminine, etc.). It fully corresponds, therefore, to the Jewish symbol [the “star of David,” ✡, which consists of Δ =fire and V =water. The hexad is a totality symbol: 4 as the natural division of the circle, 2 as the vertical axis (zenith and nadir)—a spatial conception of totality].... The Christian equivalent can be found in the Church’s doctrine of one unity of mother and son and in the androgyny of Christ.109

Subjectivity is truly no one. It is truly the desert. What is constitutive of the subject is to be integrally with the things, with the world, to have no positively assignable interior, to be generality. Subjectivity is this foam at the mouth of the world, that the world never dissipates. This is where we find the truth of what Sartre says about nothingness. But what we thus say about subjectivity as nothingness must be immediately translated: therefore there is nothing to say about that, that is not, this nothingness is not, and the negation of this nothingness, the negintuition of this nothingness is not a beginning in one part of philosophy, to which we could then add a counterpart or a complement of facticity. The desert of subjectivity, this notion is one with that of object-Being. And the two notions are both thrown back precisely through the acknowledgment of nothingness as nichtiges Nichts. That of which it is suitable to speak, that which is, is the vertical, non-projective world, and it is the seeing, speaking subject—thinking only on the basis of these operations.This subject is not consciousness, nor Ichheit, not even as 'pure' negativities, it is Speech and Experience, and correlatively, Being is not a distance that I extend, but a distance of transgression, of encroachment and overcoming, and this being surrounds me, and at the limit all my thoughts participate in it. The true nothingness, the nothingness that is true, is Being as distant and as non-hidden (that is, also hidden).

Entrepreneurs who lead late-stage startups must maintain balance while pursuing opportunity, which requires them to set goals for speed and scope that are sufficiently ambitious yet achievable. By “speed,” I mean the pace of expansion of the venture’s core business—that is, its original product offered solely in its home market. “Scope” is a broader concept that encompasses four dimensions. The first three—geographic reach, product line breadth, and innovation—collectively define the range of the startup’s product market: How many additional customer segments will be targeted, and which of their needs will be addressed? The fourth dimension, vertical integration, refers to the range of activities that the startup will perform in-house rather than outsourcing to third parties.

My next key point concerns the value of aircraft over the sea, which I have already stressed so often. Whether fixed or rotary winged, these machines are an integral part of a modern navy, and no ship can survive in a war against an up-to-date enemy without their help. That is why the navy must keep so close to Coastal Command, and why some form of ship to carry aircraft will always be needed. One can argue all day about the size of aircraft-carriers, and quote the merits of vertical take-off and other modern devices which can affect the size of the carrier. But ships cannot survive without aircraft, and shore air-bases cannot provide all the necessary protection.

In a normal curve, the greatest frequency occurs at a data value in the center of the distribution. This central value is the mean. A vertical line drawn through the mean serves as an axis of symmetry for the normal curve. Since half of the values in the distribution lie below the mean and have lie above it, this center value is also the median. Moreover, since this center value has the greatest frequency in the distribution, it is also the mode.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

The handover from efficiency to adaptivity comes with sweeping changes in the economy and society including the shift from productivity to regenerativity, growth to flourishing, ownership to access, seller-buyer markets to provider-user networks, linear processes to cybernetic processes, vertically integrated economies of scale to laterally integrated economies of scale, centralized value chains to distributed value chains, corporate conglomerates to agile, high-tech small- and medium-sized cooperatives blockchained in fluid commons, intellectual property rights to open-source sharing of knowledge, zero-sum games to network effects, globalization to glocalization, consumerism to eco-stewardship, gross domestic product (GDP) to quality-of-life indicators (QLI), negative externalities to circularity, and geopolitics to biosphere politics.

Elon Musk is a synthesizer of engineers. He has brilliantly played human resource and hired amazing engineers to create ‘material-discovery-novelty to proprietary-novelty’ innovations.

Everything comes from something, and anything new is made out of things already in existence.

It is worth noting that Elon Musk enjoys certain privileges that may not be available to everyone. For instance, he is situated in the United States, which is a developed country with a large population of over 300 million people, and where funding opportunities are relatively more abundant. His previous entrepreneurial successes have also placed him in favourable positions to secure funding for his ambitious projects.

Despite Elon Musks’ privileges and advantages, I believe that his approach to innovation is adaptable and can be replicated to varying degrees.

Elon Musk calculated that by producing about 80% of their hardware in-house for SpaceX, they could cut the cost of launching for customers and still enjoy a 70% gross margin.

One of the most notable innovations of SpaceX is the creation and engineering of reusable rockets. Prior to this innovation, once a rocket was used, it was done with, resulting in significant financial loss.

The Falcon 9’s two launch stages are engineered to return to earn. The first part of the rocket propels the rocket head and then returns to earth and lands where it fired from. This is done by using grid fins and the engines performing retry burning.

The Raptor engine is another advanced innovation, as it is the first full-flow staged combustion rocket engine ever flown and produces the highest combustion chamber pressure ever reached by an operational rocket engine (330 bars). The previous record holder did 290 to 300 bar in one mode of operation is the (Soviet's RD-701 engine) in the 1980s.

Overall, the success of SpaceX serves as an example of how re-imagining manufacturing and applying new materials and proprietary innovations can lead to significant cost reductions and novel innovations. It is important to always remain on the lookout for new ideas and improvements and to have a technically capable team in place to make them a reality.

Innovators have artisan-like hands. They have ability to deconstruct innovations, reassemble them, and even generate their own iterations of innovative products.

Elon Musk, a multifaceted industrial designer, engineer, and technologist, also possesses these artisan-like hands. He has the capacity to deconstruct complex systems, identify areas for improvement, and construct his own enhanced versions.

Innovators possess the drive and determination to act upon their interest to learn a skill or pursue a vision, even if it means hiring skills to develop or create for them. Again still, they possess the drive and determination to act upon their visions, turning them into tangible realities. Their actions set them apart from the rest, as they actively engage with the challenges, uncertainties, and possibilities inherent in the creation process.

To become an innovator, one must first be in motion, continuously pursuing their passions and engaging in meaningful activities. This proactive mindset, coupled with the drive to explore and create, is what sets the stage for innovation. Just like Dr. Fleming, who made groundbreaking discoveries by actively conducting experiments and pushing the boundaries of his field, true innovators understand the value of taking action.

Innovation itself can be viewed as a stack of interconnected elements. Consider a chair, for instance, which combines wood or other solid materials with a specific geometric shape designed for comfortable seating, primarily suited for humans. Adding cushions to the chair further enhances its innovation by increasing comfort.

To become an innovator, one must possess the ability to envision novel innovations across a range of domains, from material discoveries to proprietary-novelty. Acquiring diverse skills and cultivating a mindset that embraces cross-disciplinary thinking and exploration paves the way for the generation of groundbreaking ideas. The breadth of knowledge and expertise allows innovators to traverse different realms, connect seemingly unrelated concepts, and ultimately push the boundaries of what is possible.

As you acquire more skills, your ability to create a wider range of products expands. With each new skill, you gain increased confidence, practicality, and boldness, enabling you to pursue and develop even more daring and innovative creations. Elon Musk's approach to innovation operates in this manner.

Elon Musk hires smart people and let them figure solutions. At the founding of SpaceX, Musk hired various engineers to help build these would be novel rockets that would cost clients a fraction of the then going rate.

Elon Musk suffers from over promising and delivering a tad bit late – but not under-delivering.

Innovation is a mix of different innovations, e.g., internet + banking = internet banking.

A great frame inferred to encapsulate Musk’s hiring philosophy is the ‘two-hands test’. It means the candidate must have first-hand experience and a hands-on expertise in testing. Passing the two-hands test proves you have skin in the game.

Elon Musk is indeed the man of the moment for entrepreneurship and innovation in this era. In our time, he has propelled proprietary innovation in various industries: finance, automotive and space travel.

I see Elon Musk as a combination of Henry Ford, Thomas Edison, and Steve Jobs, of our time. In his entrepreneurial pursuits, he has played the role of a programmer, industrial designer, product architect, mechanical engineer and physicist.

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No one can push you, pull you, or go with you. All thoughts, ideas, feelings, concepts, and systems of knowledge and belief boil down to this one unequivocal distinction; sewer or sunshine, dungeon or daylight, ego or surrender, obstruction or flow, segregation or integration, vertical entrenchment or horizontal progress.

Fuck heightened consciousness—we aren’t birds. Fuck transcendence-addiction masquerading as evolution. Fuck ‘non-duality’ that conveniently removes everything uncomfortable from the unified field. Fuck ‘enlightenment’ without integrity. Fuck patriarchal detachment models presented as ‘the’ royal road to the ‘Kingdom’ of God—what about the Queendom— our only hope. Fuck “The New Earth” as described by dissociative and disembodied pain bypassers. Fuck the yoga ‘industry’ that feigns awareness it does not hold. Fuck vertical spirituality that ignores what is happening before our very eyes. Fuck the bullshit soulebrities who don’t give a shit about humanity. Fuck the guru who imagines himself realized. Fuck the New Cage movement and its trail of lies. Fuck any version of spirituality that doesn’t SERVE humanity. Fuck the story bashers. Fuck the victim bashers. Fuck the bloodied spiritual lie. Embrace enrealment—before it’s too fucking late.

Idle Tree City – Build a Forest Empire from the Ground Up Idle Tree City is a relaxing and rewarding simulation game of monkeymartgame.io where players turn tiny saplings into a sprawling, vertical forest metropolis. With its peaceful atmosphere, incremental mechanics, and creative city-building features, Idle Tree City offers a perfect blend of nature and strategy. Whether you're a fan of idle clickers or eco-themed games, this title brings something fresh to the genre. What is Idle Tree City? Idle Tree City is a vertical idle builder where your mission is to grow a towering tree city floor by floor. You begin with a single trunk and a dream—each tap helps expand your tree, add new structures, and attract residents. Over time, you'll create a bustling eco-city that reaches for the skies. The gameplay focuses on gradual development. Players earn resources through passive generation and can reinvest them to unlock new types of rooms, boost productivity, and grow their city more efficiently. The balance between idle growth and active interaction makes it suitable for all types of players. Gameplay Overview The core loop in Idle Tree City revolves around three key actions: growing, building, and upgrading. Grow your tree vertically to create space for new floors. Construct various facilities such as eco-homes, shops, greenhouses, and workshops. Upgrade each floor to improve efficiency and earn more resources passively. As your city expands, you'll unlock new features such as automation, special production boosts, and seasonal events that reward long-term engagement. Unlike many idle games, Idle Tree City integrates creativity into progression. Every room you add contributes not just to numbers but to a visually satisfying and customizable forest city. Key Features Vertical city-building with a unique tree-growth concept Eco-friendly theme that promotes green design and sustainability Idle and active gameplay balance, perfect for both casual and dedicated players Upgradeable structures that improve productivity and visual appeal Unlockable decorations to personalize your tree city Offline progression, so your tree continues to grow while you're away These features combine to create an experience that is as calming as it is addictive. It’s a perfect choice for players looking to relax while still feeling productive. Why It Stands Out Idle Tree City sets itself apart with its nature-themed design and peaceful pacing. Instead of industrial themes or high-stress challenges, the game encourages slow but satisfying development in a vibrant, green environment. The tree metaphor adds a fresh twist to the idle genre, making it feel both familiar and new. Additionally, the ability to customize your tree floors and watch your living ecosystem flourish adds a layer of creativity rarely found in idle titles. You’re not just optimizing numbers—you’re building a green utopia.

you haven’t yet broken the law; that’s vertical integration . . . as long as you are standing up, it’s okay. You can stand up and talk to a colored person all day and not break the law. It’s when you sit down that you get into trouble.

had just accomplished, we controlled the visual channel by the hand signals we gave, and we controlled smell and taste by giving either peas or hot dogs. Outputs are also easy to understand, especially if we consider movement as the main output of the brain. The earliest fMRI experiments had human subjects lying in the MRI and tapping their fingers for periods of thirty seconds. When the subjects tapped their fingers, activity in the part of the brain that controlled the hand was plainly visible. The central sulcus is a groove in the human brain that runs almost vertically down the outside of each hemisphere. Everything behind the central sulcus is broadly concerned with inputs and everything in front with outputs. It is a defining landmark that divides the frontal lobe in front of the groove from the parietal lobe behind. The frontal bank of the central sulcus, it’s important to note, contains the neurons that control movement of all the parts of the body. Toward the bottom of this groove, above the ear, we find neurons that control the hand and mouth, and as we move up toward the crown of the head, we find neurons that control the legs. The neurons found along the sulcus control the opposite side of the body. When you move your right hand, a portion of the left central sulcus will become active, and this can be seen easily with fMRI. In contrast, the neurons behind the central sulcus respond when the corresponding parts of the body are touched. These are the primary sensory neurons. As you move farther toward the back of the head, the functions of the neurons become multimodal, meaning they integrate the inputs from many senses. At the very back of the head, we find the primary visual area, which receives inputs from the eyes. Another obvious landmark of the human brain is the protuberance along the sides of the brain, just above the ear. This is the temporal lobe. Sitting directly next to the ear, parts of the temporal lobe are concerned with hearing. Other parts of the temporal lobe, along the inner crease next to the rest of the brain, contain structures critical for memory. With the dog brain, the first thing you notice is that, apart from being smaller, it has a lot fewer folds. The massive amount of folding in the human brain is the solution that evolved to cram more brain into a small space. If you could flatten out the brain, you would find that all the neurons are contained in a thin sheet just a few millimeters thick.

Your base needs to be wider. See how it leans?” Yuri pointed. “It’s already maybe eight degrees off vertical.” Yuri got on the floor beside him and snapped two long blocks onto the bottom of the tower. “See? This will increase your structural integrity.

As you might expect, a person’s brain works best when the upstairs and downstairs are integrated with each other. So a parent’s goal should be to help build and reinforce the metaphorical stairway that connects the child’s upper and lower brain so that the two can work as a team. When a fully functioning staircase is in place, the upper and lower parts of the brain are vertically integrated. That means that the upstairs can monitor the actions of the downstairs and help calm the strong reactions, impulses, and emotions that originate there. But vertical integration works in the other direction, too, with the downstairs brain and the body (the house’s foundation) making important “bottom-up” contributions

Companies like Pets.com made the mistake of choosing a linear business model in the age of the platform. What is a linear business model? It’s the model that has dominated in various forms since the Industrial Revolution, when new technologies like steam power and railways gave rise to the large, vertically integrated organization.

HMC and HBM Market to Reach USD 49.49 Billion by 2032, Growing at a CAGR of 32.9% from USD 5.08 Billion in 2024 Market Overview According to Maximize Market Research, the global HMC and HBM market was valued at USD 5.08 billion in 2024 and is projected to reach USD 49.49 billion by 2032, growing at a CAGR of 32.9% from 2025 to 2032. This exponential growth underscores the increasing adoption of advanced memory solutions across various industries. Understanding HMC and HBM Hybrid Memory Cube (HMC): HMC utilizes a 3D-stacked architecture, connecting multiple memory layers vertically through through-silicon vias (TSVs). This design offers higher bandwidth and lower latency compared to traditional DRAM. High-Bandwidth Memory (HBM): HBM also employs 3D stacking but is integrated closely with processing units, such as GPUs and CPUs, enabling rapid data transfer and reduced power consumption. Key Drivers of Market Growth Artificial Intelligence and Machine Learning: The surge in AI and ML applications necessitates memory solutions that can handle vast datasets with speed and efficiency. HMC and HBM meet these requirements, facilitating faster training and inference processes. High-Performance Computing (HPC): Scientific simulations, financial modeling, and other HPC tasks demand rapid data processing. The enhanced bandwidth and reduced latency of HMC and HBM make them ideal for these applications. Data Centers and Cloud Computing: As data centers strive for higher performance and energy efficiency, integrating advanced memory technologies becomes crucial. HMC and HBM contribute to achieving these goals by optimizing data throughput and reducing power consumption. Regional Insights The Asia-Pacific region dominates the HMC and HBM market, driven by the presence of major semiconductor manufacturers and increasing investments in AI and HPC infrastructure. Countries like China, South Korea, and Japan are at the forefront, with significant contributions from companies such as Samsung, SK Hynix, and Micron. Challenges and Opportunities While the benefits of HMC and HBM are substantial, challenges such as high production costs and thermal management issues persist. However, ongoing research and development efforts aim to address these concerns, paving the way for broader adoption and innovation in memory technologies.

become the tesserae of vast corporate mosaics. Most megafarms are many thousands of acres, the conglomerations of brilliant family farmers who had the vision and the will to take the advice of their lenders long ago to “go big or go broke.” Thus arose vertically integrated farms, incorporating packers, processors, truckers, shippers, brokers, and merchandisers rather than just farmers dependent on a chain of mercurial middlemen well beyond their control.

At the heart of this craft is the design of 3D integrated circuits. Unlike their 2D counterparts, these circuits use vertical space, leading to denser configurations and enhanced quantum interactions. However, constructing these requires specialized insulators that prevent unwanted interactions and ensure the delicate quantum states aren't easily disturbed.

Enabling structures The execution of a chosen strategy and the deployment of unique core strengths require the design of an organization structure that supports innovation at the center of the business. While there is no one best way to structure an innovation-centered company, it is clear that the sun is setting on the internally focused, vertically integrated organization. We are in the era of the open corporation.

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we want them to be horizontally integrated, so that their left-brain logic can work well with their right-brain emotion. We also want them to be vertically integrated, so that the physically higher parts of their brain, which let them thoughtfully consider their actions, work well with the lower parts, which are more concerned with instinct, gut reactions, and survival.

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management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration.

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to enter the world. An individual is born. Once out in the world, we continue to pattern our spine daily by giving attention in a sensate way. We turn our head when our cheek is touched, rotating in the spine to “root” toward our mother’s breast, fulfilling our basic needs for nourishment. We have reflexive spinal reactions to touch in the torso area such as the Galant Reflex which causes a slight lateral flexion of the torso on the side of the torso touched. And in the very bottom of our spine we reach our tail forward and up when our parent is cleaning our anal area. These basic reflexes begin to establish movement in all the planes of our three-dimensional world: Rotation in the Horizontal plane, Lateral Flexion in the Vertical plane, and Flexion-Extension in the Sagittal plane.2

In the rapidly evolving digital economy, businesses need platforms that provide not just sales avenues but a comprehensive suite of tools for managing transactions, customer relations, and data. Whether you’re a small business owner just starting out or an established enterprise looking for more growth opportunities, choosing the right online marketplace to host your business-wise accounts is crucial for success. In 2025, this decision will significantly impact your efficiency, reach, and profitability. In this article, we’ll explore the best marketplaces that offer business-friendly features to optimize account management, operations, and customer engagement. Email: infopvasmmshop2024@gmail.com Telegram: pvasmmshop_Official The Evolution of Marketplaces in 2025 Marketplaces have evolved from simple online storefronts to all-in-one platforms that enable seamless integration with e-commerce tools, financial solutions, analytics, and even AI-powered recommendations. These marketplaces do not just serve as a point of sale; they provide businesses with the tools and support to scale quickly, manage finances, and access global markets. The rise of AI and data-driven insights has meant that marketplaces are becoming more intelligent, offering tailored solutions based on business size, vertical, and geographical reach. Additionally, advancements in secure payment gateways, user interface (UI) improvements, and customer service capabilities have made managing business-wise accounts easier than ever. Key Features to Look for in a Marketplace When selecting a marketplace for business-wise accounts, consider the following criteria: Ease of Integration: The marketplace should Transaction Management: A robust system for managing and tracking financial transactions is essential, including multi-currency support for global businesses. Analytics and Reporting: Real-time data analytics and financial reports can help you make informed decisions about your business. Customer Support and Security: 24/7 customer service, strong encryption for payments, and anti-fraud measures are non-negotiable features. Customizability: Ability to customize your account and business page, including product listings, branding, and pricing models. Scalability: The platform should allow you to scale your business without hitting technical or financial roadblocks as you grow. Top Marketplaces for Business-Wise Accounts in 2025 1. Amazon Business Overview: Amazon’s dominance in the global marketplace is well-established, but its Amazon Business platform provides tailored services for businesses, including bulk purchasing, multi-user accounts, and exclusive pricing. Features: Business Accounts: Amazon allows businesses to create dedicated accounts with custom billing and shipping options. The platform supports multi-user accounts, enabling different team members to access order information. Payment Flexibility: Multiple payment options, including net payment terms and procurement cards. Bulk Discounts: Businesses can access special discounts on large orders, enhancing cost efficiency. Integration: Amazon Business integrates with popular financial tools like QuickBooks and Xero, making accounting easier. Analytics: In-depth reporting tools to track spending, compare prices, and optimize purchasing behavior. Why It’s Great for Business-Wise Accounts: Amazon Business offers a streamlined experience for businesses looking for bulk purchases, managing accounts with multiple users, and integrating financial tools to manage accounts efficiently. 2. Shopify Plus Overview: Shopify is known for its user-friendly e-commerce platform, but its enterprise version, Shopify Plus, is built for businesses that need advanced customization, scalability, and streamlined account management.

What Is a Verified Facebook Business Manager? A Verified Facebook Business Manager is a Facebook account that has passed Facebook’s identity and business verification checks. This means the business details—such as a company name, domain, address, and legal documentation—have been submitted to and approved by Meta. Verification adds credibility to your business and allows access to features that non-verified accounts cannot utilize fully. These include creating multiple ad accounts, adding payment methods without review delays, running high-budget campaigns, and connecting verified assets like Facebook Pages, Pixels, and Catalogs. The verification process, when done manually, can take days or even weeks—if your documents are accepted at all. Many users get stuck in review or denied outright. That’s why many marketers turn to trusted providers like pvagmailshop.com to purchase fully verified, ready-to-use Business Managers. Our BMs come with: Completed identity and business verification Clean advertising history No spend limits (or high limits) Pre-integrated assets (if requested) This removes the hassle and risk of the standard verification route. With our verified BMs, you get peace of mind and the ability to scale your advertising operations immediately. Who Needs a Verified Facebook Business Manager? Verified Facebook Business Managers are essential tools for specific professionals and businesses operating in the Meta advertising ecosystem. If you're wondering whether you need one, check the list below: 1. Digital Marketing Agencies: Agencies manage multiple clients and need flexibility. Verified BMs allow the creation of multiple ad accounts, assigning roles, and linking client pages with less friction and higher trust from Facebook. 2. E-commerce Entrepreneurs: Dropshippers and e-commerce store owners require robust ad management tools, including Pixel tracking and conversion APIs. Verified BMs ensure smoother campaign management and less chance of account bans. 3. Affiliates & Media Buyers: Those in the affiliate marketing space often run ad campaigns for various offers. Verified BMs provide better credibility, which reduces ad disapprovals and helps maintain compliance. 4. Local Businesses & Startups: Even small businesses can benefit from Verified BMs, especially when looking to establish online legitimacy or run high-spend campaigns. 5. High-Risk Vertical Marketers: Industries like finance, crypto, health, or gaming often face stricter ad scrutiny. Verified BMs help reduce the risk of rejection or bans when following Facebook’s guidelines. In short, if Facebook ads are part of your business model, a verified BM is no longer optional—it’s a necessity. Benefits of Buying Verified Facebook Business Managers Why buy instead of verifying your own? Here are the top advantages: 1. Instant Access No need to wait for Facebook’s often slow or unpredictable verification process. You get a verified account within minutes or hours from pvagmailshop.com. 2. Higher Trust & Ad Stability Verified accounts have better deliverability and fewer restrictions when launching campaigns. Your ads are less likely to be flagged or disapproved. 3. Multiple Ad Accounts You can manage several ad accounts under one BM, perfect for agencies or businesses testing different niches or audiences. 4. Increased Spending Limits New accounts typically have limited spending caps. Verified BMs often come with higher limits or potential to scale faster. If you are feeling any problems and knowing more about us then Contact us by Email, Telegram, or Skype. Email: infopvashop2024@gmail.com Whatsapp: +1 (646) 912-8953 Telegram: @pvagmailshop

24 Hours Reply/Contact Telegram: @PVAGATES WhatsApp: +1 (760) 286-4486 Skype: PVA GATES Email: pvagates1@gmail.com CTA: Book a free strategy call to spot quick wins, fix tracking, and map your profitable growth plan. Meta Ads That Win: Strategy, Creative, Data, and Speed Meta advertising is powerful—if your strategy, creative, and tracking are aligned. We combine a full-funnel framework with rigorous experimentation to unlock scale: Acquisition – audience building, Advantage+ campaigns, interest/behavioral targeting, broad targeting with strong creatives. Retargeting – warm traffic, social proof, UGC, offer reinforcement, abandoned Retention – post-purchase upsells, cross-sell, loyalty, and content that compounds LTV. Every sprint ships hypothesis-driven tests (creative, offer, hook, format, funnel step). We measure what matters—MER, blended CAC, incremental lift, not vanity stats. Core Services (Built for High-Intent Keywords & Real Results) 1) Facebook Ads Management (Meta Ads Management) Account audit & strategy – structure, spend distribution, creative gaps, tracking integrity, policy compliance. Campaign architecture – Advantage+ Shopping/Leads, ABO/CBO, consolidation for algorithm efficiency, budget guardrails. Audience strategy – broad, stacked interests, lookalikes, value-based lookalikes, geo & language splits when needed. Creative testing engine – thumb-stopping hooks, UGC, product demos, before/after, comparisons, founder story, memes, statics, carousels, and short-form video. Full-funnel retargeting – site visitors, video viewers, ATC, IC, leads; message sequencing that converts. Budget scaling – horizontal (new segments/angles) & vertical (incremental budget, guardrails, pacing), while protecting efficiency. KPI governance – CAC, ROAS, MER, AOV, LTV, opt-in rate, CPA by funnel stage. 2) Meta Business Manager Setup & Support Professional setup – create/secure Meta Business Manager, add pages, ad accounts, domains, verify business, assign roles with least-privilege access. Policy-safe workflows – follow Meta advertising policies, commerce eligibility, and identity verification best practices. Ownership & permissions – asset ownership, partner access, admin hierarchy, 2FA across the team. Security hardening – two-factor auth, alerts, account recovery procedures, advertiser verification support. Note: We help clients configure and secure legitimate Business Manager assets. We do not provide fake identities or any method to bypass platform policies. 3) Tracking, Pixel & Conversions API (CAPI) Clean data layer – accurate Meta Pixel events, deduplication with CAPI, Event Match Quality improvement. iOS 14.5+ readiness – Aggregated Event Measurement setup, prioritized events, domain verification. Attribution clarity – multi-touch context with first-party analytics; understand incremental lift vs organic noise. 4) Creative Strategy & Production Message-market fit – position your offer; talk to pains, desires, and objections. Creative library – UGC scripts, founder/brand VO, product demos, comparisons, testimonials, lifestyle, benefit-driven statics. 24 Hours Reply/Contact Telegram: @PVAGATES WhatsApp: +1 (760) 286-4486 Skype: PVA GATES Email: pvagates1@gmail.com